city of...tony domenech, mayor-commissioner pro-tem (district iii) warren nielsen, commissioner...

______________________________________________________________ CITY OF _____________________ GAINESVILLE

__________________ FY 2004-2005/2005-2006 FINANCIAL_________________________________________ AND OPERATING PLAN

CITY COMMISSION

Pegeen Hanrahan, Mayor (At-Large) Tony Domenech, Mayor-Commissioner Pro-Tem (District III)

Warren Nielsen, Commissioner (At-Large) Rick Bryant, Commissioner (At-Large)

Chuck Chestnut, Commissioner (District I) Edward Braddy, Commissioner (District II)

Craig Lowe, Commissioner (District IV)

CHARTER OFFICERS

Brent Godshalk, City Auditor (Interim) Kurt M. Lannon, Clerk of the Commission Wayne Bowers, City Manager Marion J. Radson, City Attorney Michael Kurtz, General Manager-Utilities Jimmie Williams, Equal Opportunity

APPOINTED OFFICIALS

(Under City Manager) Glenda Currie, Administrative Services Barbara Lipscomb, Assistant City Manager Thomas Saunders, Community Development James Motes, Human Resources Richard Williams, Fire Rescue Norman Botsford, Police

Teresa Scott, Public Works/Regional Transit System

(Under Assistant City Manager) Doug Murdock, Building Inspection Erik Bredfeldt, Economic Development Lemuel Moore, Cultural Affairs Larry Abbott, Facilities Management

Steve Phillips, Recreation and Parks (Interim)

(Under Administrative Services Director)

Les Auerbach, Computer Services Becky L. Rountree, Management and Budget Mark Benton, Finance Steven C. Varvel, Risk Management

Milton Reid, Fleet Management


__________________ FY 2004-2005/2005-2006 FINANCIAL_________________________________________ AND OPERATING PLAN

PREPARED

BY

THE OFFICE OF MANAGEMENT AND BUDGET

Director Becky L. Rountree

Strategic Planner Karen A. Snyder

Senior Management Analyst Management Analyst Thomas G. Bird Pavel E. Gubanikhin James S. Varnado Amy B. Spitzer

Management & Budget Technician Senior Staff Assistant

Patricia A. Kyler-Law Karen L. Haskell

Interns Yordanos B. Tewolde Anne-Marie Kinahan

CREDITS

All City Departmental Staff Computer Services Support

______________________________________________________________________________ CITY OF ___________________ GAINESVILLE

___________________ FY 2004-2005/2005-2006 FINANCIAL______________________________________________________ AND OPERATING PLAN

City of Gainesville Adopted 2004-2005 Organization Chart

_________________________________________________________________ CITY OF __________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL __________________________________________ AND OPERATING PLAN

TABLE OF CONTENTS Section CITY MANAGER’S LETTER ...........................................................................................................................1

GENERAL OVERVIEW.....................................................................................................................................2

SUMMARY INFORMATION ............................................................................................................................3 All Funds Summary of Transfers by Fund Summary of Uses by Department Summary of Capital Program by Department and Source of Funds Summary of Positions by Department and Fund Summary of Position Changes Fund Structure and Governmental Accounting Budget Process Budget Administration Policy Budget Transfers and Modifications Procedures

BUDGET BY FUND Budget by Fund (Flow of Funds Chart) ...................................................................................................4 General Fund............................................................................................................................................5 Special Revenue Funds ............................................................................................................................6 Debt Service Funds ..................................................................................................................................7 Capital Projects Funds..............................................................................................................................8 Proprietary Funds .....................................................................................................................................9 Fiduciary Funds......................................................................................................................................10

PROGRAM PLANS Program Plans Description.....................................................................................................................11 City Commission....................................................................................................................................12

CHARTER OFFICERS: City Attorney..........................................................................................................................................13 City Auditor ...........................................................................................................................................14 City Manager..........................................................................................................................................15 Clerk of the Commission........................................................................................................................16 Equal Opportunity..................................................................................................................................17 CITY MANAGER Community Development ......................................................................................................................18 Fire Rescue.............................................................................................................................................19 Human Resources...................................................................................................................................20 Police......................................................................................................................................................21 Public Works..........................................................................................................................................22 Regional Transit System ........................................................................................................................23 ASSISTANT CITY MANAGER Building Inspections...............................................................................................................................24 Cultural Affairs ......................................................................................................................................25 Economic Development .........................................................................................................................26 Facilities Management ...........................................................................................................................27 Recreation and Parks..............................................................................................................................28

_________________________________________________________________ CITY OF __________________ GAINESVILLE


TABLE OF CONTENTS (Continued)

Section ADMINISTRATIVE SERVICES ..............................................................................................................29 Computer Services .................................................................................................................................30 Finance ...................................................................................................................................................31 Fleet Management ..................................................................................................................................32 Management and Budget........................................................................................................................33 Risk Management...................................................................................................................................34

OUTSIDE AGENCIES ......................................................................................................................................35

APPENDIX .........................................................................................................................................................36

GLOSSARY ........................................................................................................................................................37

CAPITAL IMPROVEMENT PLAN SUMMARY..........................................................................................38

INDEX ................................................................................................................................................................39

October 1, 2004

Honorable Mayor, Members of the City Commission and Citizens of Gainesville: As approved by the City Commission on September 27, 2004, presented herein is the fiscal years 2004-2005 and 2005-2006 Adopted General Government Financial and Operating Plan. Gainesville’s General Government adopted budget totals $203 million and $210 million in FY2005 and FY2006 respectively. General Fund Revenues General Fund revenues (excluding use of prior year fund balance) for FY2005 are projected to increase 4.55%. Taxes and the GRU Transfers combined account for 73% of the General Fund revenues. Ad Valorem Property Taxes alone constitute 22% of total revenues. The current year property tax millage rate of 4.9416 has been retained for FY2005 and FY2006. This two-year budget represents the nineteenth and twentieth consecutive years that the City’s millage rate has either remained constant or decreased. FY2005 will mark the first year for the Additional Homestead Exemption for Low Income Seniors. The City Commission adopted this legislation effective January 1, 2004. The additional exemption for qualified homeowners is $20,000 for January 2004 and will increase to the $25,000 maximum in January 2005. The Alachua County Property Appraisers office approved 626 homeowners for the exemption, decreasing the City’s tax revenues by approximately $60,000 for FY2005. Even after the effects of the exemption, property taxes are projected to increase 8.7% over the FY2004 Adopted Budget. While property taxes are experiencing an increase, other taxes are either declining or relatively flat. The Simplified Telecommunications Services Tax is not experiencing the growth that was expected when the Florida legislature implemented this revenue source. In fact, collections are expected to decease slightly as compared to the FY2004 budget projection. Utility taxes are anticipated to increase by only $35,200 (less than one percent).

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While this budget includes no increase in the millage rate, it does include increases in other revenue sources. Parking fees have been adjusted to accommodate a new parking program for both parking meters and the new parking garage on SW 2nd Avenue. Additionally, staff proposes a 5% increase in all other user fee related revenues for FY2006 (the second year of the two-year budget). This increase will include permit fees, landlord licenses, planning fees, recreation fees, cemetery fees, and rental fees. This proposal is consistent with management’s plan to increase fees biennially since the implementation of the comprehensive fee study in FY2002. These fees were increased 5% in FY2004. The increase of these fees on a regular basis will avoid large adjustments as were experienced with the implementation of the fee study. General Fund Expenditures General Fund Expenditures experienced an overall increase of 4.76%. Because municipal government is primarily a service delivery function, personnel costs drive the overall cost of doing business. Over the past few years, the City has conducted pay studies for Police, Fire and Transit union employees. The results of these studies were included in the appropriate labor union contracts, as well as the budget. During FY2004, the City completed the last of its pay studies for the Communications Workers of America (CWA), representing the largest number of City workers, as well as the managerial and professional employees. The results of these studies have been incorporated into the budget. Salaries and benefits (net of new positions and programs) increased 4.3%, which represents the typical growth in personal services. Pension contributions and health insurance costs are significant components of personal service costs. Over the past few years, healthcare costs have experienced astronomical increases. As a result, the City of Gainesville and its employees have seen significant increases in health insurance costs and premiums. Effective January 1, 2004, the City implemented a change in the way it offers health insurance to its employees and retirees. Two options are now available; a base plan and a buy-up plan. All covered services are identical in both plans. The difference lies in how the employee pays those costs. Under the base plan, the employee pays lower bi-weekly premiums, but higher co-pays and deductibles when visiting a healthcare provider. Under the buy-up plan, the employee pays higher bi-weekly premiums, but lower co-pays and a deductible of less than 50% when visiting a health care provider. The cost to the City is the same under both plans. This allows the employees to choose based on their own individual financial and health care needs. Due to the impact of this plan change, the rates for FY2005 are expected to remain constant, with an estimated 5% increase in FY2006. Pension contribution rates have also been on the rise over the past few years as a result of economic conditions. FY2004 pension contribution rates determined by the actuarial valuations were 7.34% and 22.09% for the General and Consolidated pension plans

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respectively. The City issued pension obligation bonds in April 2003. Substituting the bond debt service for a portion of the pension contribution decreased the FY2004 rates to 2.82% and 4.52% for the two plans. The offsetting cost of debt service was far less than the savings in the contribution rates. In FY2005, the General Plan rate will remain at 2.82%, the Consolidated Plan rate will increase to 6.63%, an annual increase in cost of about $450,000. This increase is included in the proposed budget. Absent the pension bonds, the consolidated rate would have been increased to 25.45%. The FY2005 savings as a result of the pension bonds for the Consolidated Plan is $1.1 million. The FY2005 & FY2006 proposed budget continues to capture fixed fleet charges in each departmental budget. These charges are transferred into the Fleet Replacement Fund and represent the cost of replacing existing fleet amortized over its useful life. As a result, when a vehicle needs replacement, the funds will be readily available. This budget also continues to capture general insurance costs in each departmental budget. General Insurance costs include workers compensation and liability claims, and property and casualty insurance premiums. In FY2003 & FY2004 the total of those costs were included in the operating budget of each department. In FY2005, the workers compensation portion has been reclassified as a personal service cost. This change will result in an increase in the personnel line items and a corresponding decrease in the operating expense accounts, a shift of approximately $754,000. Operating expenditure levels remained relatively constant in FY2005. In order to present a balanced budget, departments were asked to conduct business with the same level of operating funds as were allocated in FY2004. Most departments were able to accomplish this task. Departmental operating expenses were adjusted accordingly to account for the rising cost of fuel and other fleet related expenditures. The fiscal impact to the General Fund totaled approximately $295,000. Court Costs The Florida legislature during its 2004 session enacted Chapter 2004-265 Laws of Florida to implement the mandate imposed by the 1998 Constitutional amendment requiring that the State court system costs be paid from State revenues. The new law shifts the cost of prosecuting municipal code violations in the State court system to City government. Cities will be required to pay filing fees and other related court costs for citations related to the violations of municipal codes. Municipalities will pay a $10 filing fee for each case, and the losing party will pay an additional $40. This legislation became effective July 1, 2004. The State Attorney’s office will still be available to file and prosecute these cases, but instead of providing the service at no cost to the City, will now charge a fee of $50/hour. The City will utilize these services from the State Attorney’s office for the first six months of implementation. In January, the City will hire an additional Attorney and a part-time Legal Assistant to handle this caseload. The estimated cost of this legislation is as follows:

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Court Filing Fees $7,500 Additional City Attorney Staff $80,213 (increasing with a full-year cost in

FY2006) Contract with Public Defender to represent indigent and jail time cases $2,500 Traffic Hearing Officer $1,000 Total Cost $91,213

The City Attorney is working with the State Attorney and court officials to attempt to recover these expenses in the form of court costs assessed against the defendants in municipal code violation cases. Police Department Service Level Changes The Police Department budget will reflect several changes for FY2005 and FY2006. While these are not necessarily new programs, they will now be funded from the General Fund and have a significant impact on the operating budget. In FY2004, the City agreed to pay $70,000 for the cost of security at the Juvenile Assessment Center. This amount was increased to $90,000 for both FY2005 and FY2006. In FY2004, the City Commission approved the addition of a downtown policing unit in partnership with the Community Redevelopment Agency (CRA). This unit consists of five police personnel. This unit would be funded from the federal COPS grant, the General Fund, and the CRA Downtown district. The Party Patrol Program was implemented at GPD four years ago to specifically deal with those calls for service that are traditionally associated with the combination of noise, alcohol and youth. The program has been funded all four years through the federal Edward Byrne Grant with a 25% match from the City. Grant funding ended in FY2004. The FY2005 and FY2006 budgets include funding $135,000 from the General Fund to continue this program. The addition of the downtown unit will help to mitigate the cost of this program. During the past two fiscal years, GPD primarily utilized Law Enforcement Contraband Forfeiture (LECF) Funds to purchase in-car laptop computers and a new records management system. In FY2004, LECF funds were also used to pay the operating costs for this important transition. LECF funds can only be used in the first year. Therefore, these costs will require funding through the General Fund beginning in FY2005. The costs of this program include T-mobile monthly airtime and aircards, a wireless internet connection that sends the information from the laptops to and from the department and communications center, and the software required to operate the system. In addition, the new records management system required a maintenance support agreement for a four-year period. The annual recurring cost of these items totals $292,500.

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As a result of increased demand and a request from the Metropolitan Transportation Planning Organization, GPD will add two School Crossing Guards to ensure the safety of children walking to and from school each day. An increased transfer from the School Crossing Guard Trust Fund will offset the cost of these additional positions. The Police Department negotiated a new contract with the Alachua County School Board for the provision of police officers in schools for FY2005. In FY2004, GPD provided ten officers in various schools throughout the City. The School Board only paid a portion of that cost, about $18,500 each for nine officers. Under the new contract, the School Board agreed to pay approximately $26,000 per officer for seven officers. As a result, three school resource officer positions will be eliminated from the GPD budget. Other Service Level Changes: Service level changes in other City departments for FY2005 and FY2006 are as follows.

Cultural Affairs normally pays for the cost of security, clean-up and other support services for special events. Beginning in FY2005, these costs will be included in the outside agency funding and the organization sponsoring the event will be responsible for procuring these services. There is no budgetary savings associated with this change. The amount budgeted for these support services will simply be added to the funding provided to the outside agency. Any surplus or shortfall will be absorbed by the respective agencies. The responsibilities of the Small Business Development Department will be

divided and transferred to the Finance and Economic Developments. The Finance Department will oversee the MBE/SBE Procurement and Reporting Program. Economic Development will perform the business development function and the added staff position will allow the Economic Development Director to serve as a small business ombudsman. All vendor complaints and investigations will be handled by Equal Opportunity. With the reduction of the Community Development Block Grant allocation from

the U.S. Department of Housing and Urban Development, the Housing Division will eliminate one vacant Program Assistant in FY2005 and FY2006. This reduction was planned as the Cedar Grove II project nears completion. The construction of the parking garage on SW 2nd Avenue will be completed

sometime in early FY2005. The operation of this facility will be performed by Public Works staff. The proposed addition of one Parking Operations Technician II and 2.5 Parking Operations Technician I, along with the transfer and reclassification of an existing position as a Parking Operations Supervisor will be sufficient to operate the facility. The costs to operate and staff the facility will be offset by revenues generated. Replacement of existing parking meters and purchase of approximately 200

additional parking meters throughout the City will provide the City with the opportunity to be more creative with parking rates and revenues. The existing parking meters were purchased in 1988 and parts are not available for needed repairs. The meters produced today are electronic and make it very easy to

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change parking rate structures as needed, even on a daily basis. In addition, new meters have a collection system that allows the technician collecting the coins to deposit them into a secure container without ever having access to the coins. The conversion to the newer technology, along with the additional meter placement will provide an estimated $115,000 in revenues annually. The cost of purchasing these meters would occur in FY2005 at a total of approximately $115,000. After FY2005, this change would provide recurring revenue to the General Fund. The Recreation and Parks department will add several athletic programs

beginning in FY2005. These programs are expected to generate revenues sufficient to cover the cost of the programs.

o Men’s basketball leagues for Age 40 & up and Age 50 & up o Youth Basketball leagues for ages 15-18 o Women’s Soccer league o Youth Soccer leagues for Age 7 & under and Age 10 & under o Additional Shorty basketball leagues o Girls Slow Pitch Softball

In FY2004, the City Commission agreed to fund an after-school program at Westwood Middle School in partnership with the School Board, otherwise known as “Teen Zone”. The FY2005 and FY2006 budgets include $75,000 annually to continue funding this program. The programs operated at the other two middle schools in Gainesville, (Lincoln and Howard Bishop) are currently being funded from grants. The operation of the Phoenix Playgournd program has been included in the

Recreation & Parks budget for FY2005 and FY2006. Recreation and Parks will discontinue funding the Chess Club. Funding for the Gainesville Sports Organizing Committee ($25,000), the Gator

Skeet & Trap Club ($6,500), and Keep Alachua County Beautiful ($30,000) have been included in the non-departmental budget for both FY2005 and FY2006. The City Commission agreed to fund $25,000 for FY2005 and FY2006 for an

Entrepreneurial Charter School to promote economic development in the City. The City Commission set aside $30,000 annually for a State Lobbyist. Funding was included to contract with a Hearing Officer for handling equal

opportunity complaints that have been disputed. The addition of a Communications Office was approved with annual funding of

$143,136. A specific plan and organization for this office will be presented to the City Commission for approval after October 1.

Facility Improvements Traditionally, Facilities Management has allocated $100,000 annually in capital outlay to perform facility improvements each year. This included major heating and air conditioning repairs or replacements, carpeting, painting of buildings, small renovation projects, roofing repairs, and other small projects. In the previous budget cycle for FY2003 and FY2004, these facility improvement funds were eliminated to balance the budget. In the FY2005 and FY2006, the City Commission approved restoring this

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allocation. Facilities management plans to use the $100,000 allocation to replace the carpet in City Hall and the Old Library in each of the two years. Additionally, $9,500 has been allocated in FY2006 to replace the track lighting in the Thomas Center Gallery. The table displayed provides a list of additional facility improvements (roof replacements) needed over the next two years. Because these are categorized as improvements that significantly extend the life of the facility, management proposes the issuance of revenue bonds to cover the cost. The estimated annual debt service totals $100,000 for 20 years. Funds are available in the Facilities Management operating budget in FY2005 & FY2006 to cover the cost of the debt service.

One-time Allocations: Several one-time projects were approved as some non-recurring funds became available.

Road Resurfacing In the summer of 2004, the Public Works Department completed the initial phase of its Pavement Management Program. The Consultant reported that 85% of the City roads are

FACILITY IMPROVEMENTS Roof Replacements: GPD 150,000 Tench Building 20,000 Thomas Center B & Paint Ext. 500,000 Thomas Center A & Paint Ext. 300,000 Fire Station 2 45,000 Total 1,015,000

Description $

Allocated

* Cofrin Nature Park Improvements 50,000

* Bivens Boardwalk replacement & repair 50,000

* Land & Playground Development - Phoenix 100,000

* Ball field renovations - NE Park, Greentree, Westside 100,000

Purchase of Lot on NE 8th Avenue & NE 15th Street for roadway improvements

57,250

Complete Lighting Project at T.B. McPherson Center 33,380

Total One-time Projects 390,630

* Note: If the Recreation Sales Tax initiative is successful in November, these projects will be funded from that revenue source.

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in good to excellent condition. The City will be required, however, to spend approximately $1.5 million in annual resurfacing to maintain this level. Currently, the City spends about $870,000 per year for road resurfacing, creating a shortfall of $630,000. Currently, the City allocates 80% of its Local Option Gas Tax revenues to the Regional Transit System, and 20% to the General Fund. Beginning in FY2005, a phase-in plan (illustrated below) will direct an additional $97,084 each year for four years to the General Fund for transfer to the Road Resurfacing program. These additional annual dollars, combined with other identified one-time funding allocations, will allow the City to maintain its roads at the desired level. The table below reflects the funding levels achieved through this plan. The decrease in gas tax revenues to the Regional Transit System will be covered by increases in other revenue sources to include the contracts with Alachua County for provision of services outside the City limits.

Additional Fiscal General Annual Year Fund % RTS % Total GF Revenue 2005 665,387 24.2% 2,082,636 75.8% 2,748,023 97,084 2006 774,973 27.6% 2,033,508 72.4% 2,808,481 194,168 2007 865,306 30.1% 2,004,962 69.9% 2,870,268 291,252 2008 975,019 33.2% 1,958,395 66.8% 2,933,413 388,336

Total 970,840

Additional One-time Annual Shortfall Fiscal Annual funding Total plus 2% inflation % to Year GF Revenue for Roads Funding 630,000 goal 2005 97,084 500,000 (1) 597,084 642,600 93% 2006 194,168 400,000 (2) 594,168 655,452 91% 2007 291,252 500,000 (3) 791,252 668,561 118% 2008 388,336 500,000 (4) 888,336 681,932 130%

Total 970,840 1,900,000 2,870,840 2,648,545 108% Note (1) $500,000 from 2002 Bonds for 2nd Avenue (2) $400,000 from 2002 Bonds for Depot Avenue (3) $500,000 expected federal funding for 8th Avenue (4) $500,000 expected 2nd year federal funding for 8th Avenue

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Other Funds Stormwater Management Utility Fund No fee increases are adopted for the Stormwater Management Utility (SMU). The Public Works Department will continue to work on projects already underway. No funding has been set aside for new projects. Existing stormwater projects are as follows:

Hogtown Creek Sediment Control NE Blvd Duck Pond Improvements NE Park Joint Use SMU Facility Rosewood Creek Culvert Replacement Rosewood Creek Improvements National Pollutant Discharge Elimination System Projects College Park Drainage Tumblin Creek -West of 13th Street NW 14th Ave/NW 2nd Street Project 1200 Block of SW 11th Avenue Project Sweetwater Branch Project Depot Avenue Stormwater Facility

Solid Waste Fund There are no fee increases proposed for the Solid Waste Fund. The increase in Solid Waste fees implemented in FY2004 will be sufficient to cover the FY2005 and FY2006 budgets. In FY2005, the Solid Waste Fund will implement the use of an Inmate Work Crew program with the Department of Corrections. This program provides an inmate crew and a supervisor and will perform clean-up functions throughout the City. In addition, this crew will perform flyer removal and this portion will be funded through the General Fund. The total recurring cost of this program is $60,000. Ironwood Golf Course Ironwood Golf Course will continue to operate the snack bar at the reduced level implemented in March 2004. The restaurant menu was scaled back to offer fewer choices and less food preparation. Customers order and pick-up their food at the bar. Wait service is no longer available. Rental of the facility will still be offered with outside catering. The number of rounds played at Ironwood is projected to be 40,000 for FY2004, an increase of 24% over FY2003. Actual golf activity through the end of April, 2004 has already shown this level of increase. Operating revenues are expected to reach $1,020,000 at the end of FY2004, an increase of $118,000 or 12% over FY2003. The increase in rounds played is a result of improved weather conditions in FY2004 as well as the decrease in green fees and cart fees implemented in FY2004. The FY2005 and FY2006 budgets include no change in golf course fees. Additionally, expenses are

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reduced significantly to reflect the change in the restaurant operation, including the deletion of the Food & Beverage Manager position. Regional Transit System The Regional Transit System continues to expand its services as a result of the demands generated by the University of Florida. In mid-2004, services were expanded requiring the addition of 5 transit operators and one vehicle service attendant. FY2005 and FY2006 will continue this expanded service. As a result of expanded services, the RTS Fleet has increased to over 100 buses. It is becoming increasingly difficult to service these buses in the existing maintenance facility. During the last federal triennial review, the Federal Transit Administration required RTS to develop a plan for a garage expansion or replacement. A new garage facility will be a priority for RTS over the next few years. This budget includes the closeout of the original Campus Development Agreement and the implementation of the new agreement. The new agreement continues this supplemental funding source for transit services. Economic Development Fund In 1999, The City Commission approved the appropriation of $150,000 to be used for the Enterprise Zone Historic Rehabilitation Interest Rate Buy-down Program. These dollars have never been used and the program was terminated. The $150,000 was approved for reallocation to the following projects.

In FY2001, the City Commission approved the transfer of $250,000 from the General Fund to subsidize the operations of the GTEC business incubator for the first two years of operation. In FY2003, another $125,000 was transferred for GTEC operations to cover shortfalls through the end of FY2004. The FY2005 and FY2006 budgets will require a projected use of fund balance totaling $64,433 and $65,433 respectively. The anticipated fund balance for the beginning of FY2005 is $163,008. Designation of this fund balance for the GTEC subsidy is sufficient to cover the projected shortfalls for the next two fiscal years. Future deficits will be subsidized through the appropriation shown in the table above.

Program Description FY2005 FY2006 Total GTEC Tenant Transition Program 15,000 15,000 30,000 Plan East Gainesville Land Assembly & Infrastructure 50,000 50,000

Business Retention Fund 10,000 10,000 20,000 Future GTEC Operating Deficits - post FY2006 50,000

Total Appropriation 150,000

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Summary of Personnel Changes

GPD will add 2 school crossing guards. GPD will delete 3 Police Officers as a result of the new contract with the Alachua

County School Board for School Resource Officers. Small Business Development staff, a Director and Staff Assistant, were

eliminated and two new positions were created as part of a reorganization. Finance will add a Small & Minority Business Procurement Program Coordinator. Economic Development will add a Small & Minority Business Development Coordinator. Risk Management will add a Certified Athletic Trainer and a Wellness

Professional. These positions were previously filled with temporary professionals. Community Development added 1.5 Project Coordinators to manage projects for

the College Park and Downtown Community Redevelopment Districts. Public Works will add 3.5 Parking Operations Technicians to staff the new

Southwest Downtown Parking Garage. In addition to this staff, one position in Public Works will be reclassified and transferred to the Garage as a Parking Operations Supervisor. Recreation & Parks will delete the Food & Beverage Manager at Ironwood Golf

Course as a result of changes in the restaurant operation. Housing Division will delete one vacant Program Assistant. This reduction was

planned as the Cedar Grove II project nears completion. Summary Staff has worked hard to present a balanced budget with a limited number of service level enhancements. This result could not have been achieved without the efforts of each department in containing costs. Limited revenue growth combined with mandated costs such as pension contributions and escalating fuel prices restrict the number of new initiatives that could be recommended in the departmental budgets. I appreciate the dedication put forth by the employees throughout the organization in preparing the Adopted Financial and Operating Plan for Fiscal Years 2004-2005 and 2005-2006. All departments were very cooperative in preparing budget proposals within the limited resources available to the City. This budget will assist the City of Gainesville in continuing its mission to provide exceptional services that enhance the quality of life for the Gainesville Community. Respectfully submitted Wayne Bowers City Manager

____________________________________________________________________ CITY OF ___________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL______________________________________________ AND OPERATING PLAN

GENERAL OVERVIEW

The General Overview is intended to provide an executive summary of the proposals included in this budget and how these proposals relate to the goals and objectives established by the City Commission. In February 2004, the City Commission conducted a goal setting retreat during which all Commissioners discussed their specific visions for the future of the City of Gainesville. A list of issues was developed, and commissioners then selected their top priorities. The following goals reflect the current overall priorities for the City Commission in the coming years. The eight goals discussed at the retreat and adopted on March 15, 2004 are to:

1) Encourage Economic Development 2) Continue Our Commitment to Recreation/Park Services and the Environment 3) Improve and Develop City Infrastructure 4) Continued Focus on Neighborhoods through Community Development 5) Ensure Citizens the Highest Level of Public Safety 6) Foster Intergovernmental Cooperation 7) Improve Organizational Effectiveness by Addressing Internal Issues 8) Address Utility Issues.

This overview highlights only the major changes proposed in the Financial and Operating Plan as established by the framework of goals set by the City Commission. 1) Encourage Economic Development The City continues to place economic development as a top priority by funding economic development and small business development activities through the Economic Development Department and the Finance Department. Beginning in FY 2005, the financial plan for the city will reflect the dissolution of the Small Business Development Department as a separate department, and the Economic Development Department and Finance Department will have additional funding to continue and expand the functions previously performed by Small Business Development. This reorganization of small business development and support will allow the City to provide a higher level of service to existing small/minority businesses, and to potential new small businesses in Gainesville. In addition, the Economic Development Department will continue to market the Airport Industrial Park and seek to attract new businesses to relocate to Gainesville. The Gainesville Technology Enterprise Center continues to serve as an incubator for start up small businesses under the direction of the Economic Development Director. The Community Redevelopment Agency will continue to provide oversight to the newest tax increment district, which covers the Eastside of Gainesville. This district was created in FY 2003, and is projected to see a slight increase in projected property tax increment funding. Strategic plans



are being formulated for use of these funds in future years. The Downtown Tax Increment District has committed new funding in FY 2005 and FY 2006 for marketing downtown redevelopment, parking facilities and retail shops during the construction of the City’s parking garage. 2) Continue Our Commitment to Recreation/Park Services and the Environment The protection of the environment is important to all of the citizens of Gainesville. Wise energy use, stormwater management, creek restoration, acquisition of environmentally sensitive lands and preservation of the city’s tree canopy have been identified as specific initiatives in protecting our environment. Recreation and Parks continues to fund the tree maintenance program. This includes: 1) tree trimming through a contract tree crew to maintain the City’s existing tree canopy; 2) removal of deleterious trees and plants; and 3) planting of 1000 new trees each year through the Treemendous Gainesville Program. In addition, the division evaluates the City’s pine tree population for southern pine beetle infestations and coordinates the removal of infested trees with the Division of Forestry and City residents. The Stormwater Management Utility Fund continues to budget stormwater infrastructure and clean-up projects including restoration of the city’s creek system. The Public Works Department is in the construction phase of numerous stormwater management projects, including the reconstruction and modification of the Duck Pond stormwater system, Depot Park Stormwater Facility, and Sweetwater Branch Revitalization. Nature Operations continues to identify lists of priority properties for greenspace acquisition. Funding for these purchases is pursued through the Florida Communities Trust and Alachua County Forever. The Recreation and Parks Department has opened Cone Park and Eastside Recreation Center – a complete park renovation and recreation construction project that was funded through public and private contributions. Funding for operating the Center and maintaining the park are included in the Department’s FY 2005 and FY2006 General Fund allocation. A priority for the City Commission for this area was to address the funding levels for recreation and park services. In response to this, the Recreation and Parks Department is currently participating in a countywide initiative for a half-cent sales tax to help fund park and recreation infrastructure projects over the next seven years. 3) Improve and Develop City Infrastructure Included in the FY 2005 and FY 2006 Financial Plan is over $300,000 for road resurfacing, operating costs to support the new Pavement Management System, and continued appropriations for the construction and operation of the new City-owned Downtown Parking Garage. The Regional



Transit System is being supported through a combination of federal, state and local funds, equating to over $16,000,000 in order to reduce automotive traffic and its impact on road quality. 4) Continued Focus on Neighborhoods through Community Development This budget continues the very successful neighborhood planning grant program. Included in the budget of the Community Development Department is $30,000 for two additional neighborhoods each year. The Neighborhood Planning Coordinator position continues to add emphasis to the program. In FY2002, the City Commission approved $50,000 for first time funding for the Homeowner Incentive program. This program is designed to increase the homeownership rate in CDBG target and university context area neighborhoods. The program offers down payment assistance to City employees who wish to purchase a home in these designated areas. This budget recommends an appropriation of $50,000 in each fiscal year. The Housing Division continues to market and provide rehabilitation assistance through the City’s Comprehensive Housing and Rehabilitation Programs. The Housing Division will continue the Down payment Assistance Program and the House Recycling Program as well as other housing initiatives in FY05 and FY06. These programs are funded primarily from Community Development Block Grant, HOME and SHIP funds through the Department of Housing and Urban Development (HUD) and the Florida Housing Office. The final phase of construction is underway in the Cedar Grove Subdivision, which will have a total of 131 homes upon completion in FY 2006. In addition, the Community Development Department is strengthening its partnerships with local non-profit organizations, such as The Dignity Project and Habitat for Humanity to assist in meeting the housing needs of the community. The City’s Code Enforcement Division has received additional funding in this financial plan to help improve technology within the division. Flexible scheduling for code enforcement officers will be implemented at the start of the new fiscal year to improve the level of service and coverage for targeted neighborhoods. The City Commission identified expanding the collaboration between the University of Florida, private interests and the City as a key initiative under this goal. The addition of project coordinating staff (equivalent of 1.5 FTE) to the Community Redevelopment Agency in FY 2005 will assist in accomplishing this initiative, along with continued funding for the Community Design Center. The three major tax increment districts have once again committed funding to maintenance for their neighborhoods, and aesthetic improvements to streetscapes and sidewalks. This funding not only improves the values of homes in these areas, but also reduces and controls crime by combating the “broken window” theory.1

1 The "broken window" theory suggests that neighborhood order strategies such as quick repair/replacement of broken windows helps to deter and reduce crime. Political scientist James Wilson and criminologist George Kelling are credited with developing this theory and co-authored a March 1982 cover story in The Atlantic Monthly titled "Broken Windows".



5) Ensure Citizens the Highest Level of Public Safety Included in the program plan for the Gainesville Police Department is the continuance of the community-policing program. GPD networks in the community through regular attendance at Neighborhood Crime Watches, Business and Homeowner Association meetings and other forums. GPD hosts District, Sector and Resource Council meetings quarterly, and cooperates with other law enforcement entities. Prevention efforts to focus on youth and gang education and delinquency prevention are funded through the School Resource Officer program. The program emphasizes education by presentation of various crime prevention subjects such as civic responsibility, DUI, prevention and youth crime. The Reichert House Program, which focuses on at-risk males, added two new staff positions to the program in FY 2004, and funding for this staff is continued through FY 2005 and FY 2006. This program offers a structured after-school curriculum, including having participants donate many hours toward community service. As in past years, GPD will continue to apply for grant funding for Weed and Seed, juvenile justice programs, victim advocacy and any other public safety programs that will enhance the deliver of services to the community. During the past two fiscal years, GPD utilized Law Enforcement Contraband Forfeiture (LECF) Funds to purchase in-car laptop computers and a new records management system. In FY 2004, LECF funds were also used to pay the operating costs for this important transition. These costs will require funding through the general fund beginning in FY2005 since LECF funds can only be used for the first year. The annual recurring cost of these programs is approximately $292,500, which includes T-mobile monthly airtime and aircards, a wireless internet connection that sends the information from the laptops to and from the department and communications center, and the software required operate the system. In addition, the new records management system requires a maintenance support agreement for a four-year period. 6) Foster Intergovernmental Cooperation As the City continues to grow and pursue annexation initiatives, it recognizes the potential impact on the County’s operations and financial condition. Through joint city/county meetings and the creation of a “Service Transition Team, “ the City has committed to improving the transition of unincorporated areas into the City limits. In an effort to strengthen the financial support for parks and recreation programs throughout the county, the City’s Recreation and Parks Department has actively participated in the campaign for a sales tax initiative to fund needed recreation and park infrastructure. If this seven year tax initiative is successful, it is projected that beginning in January of 2005, over $100 million dollars in sales tax revenue would be generated in Alachua County, with the City of Gainesville eligible for over 50% of this funding.



The City and the County are continuing to work together for fire protection through the Designated Assistance Agreement, public safety dispatching under the Combined Communication Center, and long term county planning and development by means of the County Wide Visioning and Planning Committee. The interlocal agreement for public school facility planning ensures the sharing of information between the City, through the Community Development Department’s Planning Division, and the School Board of Alachua County in order to improve the coordination and impact of new housing developments on public schools. 7) Improve Organizational Effectiveness by Addressing Internal Issues The major highlight under this goal is the implementation of the Equal Opportunity Department as a charter office. Funding reflects the main objectives of the EO Department – 1) implementing the provisions of the ordinance; 2) establishing performance measures for the department; 3) developing community outreach and public education; and 4) implementing an internal strategic plan. Beginning in July 2004, and full implementation planned for FY 2005, the Human Resources Department and Computer Services Department will launch a new human resources payroll system. This system will enhance the City’s ability to produce financial reports in regards to personnel expenditures and position vacancies. 8) Address Utility Issues Please refer to the Gainesville Regional Utilities Biennial Budget Document for Fiscal Years 2004 (Adopted) and 2005/2006 (Proposed).

_________________________________________________________ CITY OF ________________________ GAINESVILLE

ALL FUNDS

SOURCES BY CATEGORY

Where each dollar comes from...

FY 2005 FY 2006 PERCENTADOPTED PLAN CHANGE

(A) AD VALOREM AND OTHER TAXES 35,599,083$ 37,680,314$ 5.85%(B) LICENSES & PERMITS 2,443,830$ 2,558,667$ 4.70%(C) INTERGOVERNMENTAL REVENUE 18,110,521$ 18,342,172$ 1.28%(D) CHARGES FOR SERVICE 27,233,524$ 27,760,240$ 1.93%(E) FINES AND FORFEITURES 1,532,715$ 1,554,835$ 1.44%(F) MISCELLANEOUS REVENUES 3,679,434$ 3,724,160$ 1.22%(G) PENSION REVENUES 45,998,489$ 49,701,347$ 8.05%(H) UTILITY TRANSFER 27,210,060$ 28,200,055$ 3.64%

TOTAL* 161,807,656$ 169,521,790$ 4.77%

Internal Services 28,898,904$ 29,794,146$ 3.10%Transfers In and Other Sources 12,354,939$ 9,885,826$ -19.98%

203,061,499$ 209,201,762$ 3.02%

*Basis for Graph

FY 2005

H17%

G28%

F2%

E1%

D17%

C11%

B2%

A22%

FY 2006

H17%

A22%

B2%

C11%

D16%

E1%

F2%

G29%

_____________FY 2004-2005/2005-2006 FINANCIAL _____________________________________________ AND OPERATING PLAN


ALL FUNDS

USES BY FUNCTION

Where each dollar goes...


(A) GENERAL GOVERNMENT 29,246,973$ 29,449,483$ 0.69%(B) PUBLIC SAFETY 54,814,430$ 57,081,130$ 4.14%(C) TRANSPORTATION 25,589,624$ 25,957,918$ 1.44%(D) PHYSICAL ENVIRONMENT 13,549,938$ 14,296,166$ 5.51%(E) CULTURE & RECREATION 6,602,832$ 6,721,197$ 1.79%(F) ECONOMIC ENVIRONMENT 4,441,595$ 4,442,040$ 0.01%

TOTAL* 134,245,392$ 137,947,934$ 2.8%

Internal Services 28,523,413$ 28,994,056$ 1.7%Transfers Out and Other Uses 14,792,295$ 13,960,438$ -5.6%

Excess Sources over Uses 25,500,399$ 28,299,334$ 11.0%

203,061,499$ 209,201,762$ 3.0%

*Basis for Graph

FY 2005

A22%

B41%

D 10%

C 19%

E5%

F3%

FY 2006

A21%

B41%

C 19%

D 11%

E5%

F3%


________________________________________________________________ CITY OF ________________________ GAINESVILLE

Governmental Funds Special Capital

General Revenue Projects

SOURCES OF FUNDS: Revenue $53,321,154 $4,153,455 $25,000Utility Transfer $27,210,060 $0 $0Transfers From Other Funds $607,523 $536,982 $827,714Fund Balance $1,636,910 $0 $0

Total Sources $82,775,647 $4,690,437 $852,714

USES OF FUNDS:

Expenditures $75,360,296 $4,535,218 $845,214Debt Service $0 $0 $0Transfer to Other Funds $7,415,351 $155,585 $0

Total Uses $82,775,647 $4,690,803 $845,214

EXCESS (DEFICIT) OFSOURCES OVER USES $0 ($366) $7,500

Adjustment to Depreciation $0 $0 $0

ESTIMATED FUND BALANCES:October 1 $13,171,902 $7,628,086 $16,734,671

September 30 $11,534,992 $7,627,720 $16,742,171

ALL FUNDSFinancial Plan for Fiscal Year 2005

_________________ FY 2004-2005/2005-2006 FINANCIAL _____________________________________________ AND OPERATING PLAN


ALL FUNDS (Continued)Financial Plan for Fiscal Year 2005

Debt Proprietary Fiduciary COMBINED Service Funds Funds TOTALS

$2,133,167 $57,182,880 $47,224,136 $164,039,792$0 $0 $0 $27,210,060

$6,819,999 $775,126 $607,393 $10,174,737$0 $0 $0 $1,636,910

$8,953,166 $57,958,006 $47,831,529 $203,061,499

$0 $56,291,400 $21,318,300 $158,350,428$9,317,949 $0 $0 $9,317,949

$0 $1,443,618 $878,169 $9,892,723

$9,317,949 $57,735,018 $22,196,469 $177,561,100

($364,783) $222,988 $25,635,060 $25,500,399

$0 $1,000,000 $0 $1,000,000

$1,158,229 $14,976,590 $368,476,554 $422,146,032

$793,446 $16,199,578 $394,111,614 $448,646,431



Governmental Funds Special Capital

General Revenue Projects

SOURCES OF FUNDS: Revenue $55,769,153 $4,111,020 $25,000Utility Transfer $28,200,055 $0 $0Transfers From Other Funds $506,938 $561,628 $534,168Appropriation from Fund Balance $464,701 $0 $0

Total Sources $84,940,847 $4,672,648 $559,168

USES OF FUNDS:

Expenditures $78,072,848 $4,463,392 $534,168Debt Service $0 $0 $0Transfer to Other Funds $6,867,999 $11,583 $0

Total Uses $84,940,847 $4,474,975 $534,168

EXCESS (DEFICIT) OFSOURCES OVER USES $0 $197,673 $25,000

Adjustment to Depreciation $0 $0 $0

ESTIMATED FUND BALANCES:October 1 $11,534,992 $7,627,720 $16,343,756

September 30 $ $11,070,291 $7,825,393 $16,368,756

Financial Plan for Fiscal Year 2006ALL FUNDS



ALL FUNDS (Continued)Financial Plan for Fiscal Year 2006

Debt Proprietary Fiduciary COMBINED Service Funds Funds TOTALS

$1,789,503 $58,750,128 $50,983,691 $171,428,495$0 $0 $0 $28,200,055

$6,090,486 $777,529 $637,762 $9,108,511$0 $0 $0 $464,701

$7,879,989 $59,527,657 $51,621,453 $209,201,762

$0 $57,933,512 $22,830,400 $163,834,320$7,959,601 $0 $0 $7,959,601

$0 $1,300,001 $928,925 $9,108,508

$7,959,601 $59,233,513 $23,759,324 $180,902,428

($79,612) $294,144 $27,862,129 $28,299,334

$0 $1,000,000 $0 $1,000,000

$793,446 $16,199,578 $394,111,614 $446,611,106

$713,834 $17,493,722 $421,973,743 $475,910,440


_____________________________________________________________CITY OF___________________________ GAINESVILLE

ALL FUNDSSUMMARY OF USES BY DEPARTMENT

Financial Plan for FY 2005

Personal Operating Capital Non-Operating TotalServices Expenses Programs Expenses Uses

CHARTER OFFICES:City Auditor $400,756 $19,344 $0 $0 $420,100City Commission 234,576 0 0 0 234,576City Manager 469,831 169,358 22,000 0 661,189City Attorney 1,177,523 533,384 7,650 0 1,718,557Clerk of the Commission 569,546 139,286 0 0 708,832Equal Opportunity 293,006 139,450 0 0 432,456

OPERATING DEPARTMENTS:

Administrative Services 179,786 12,157 0 0 191,943Building Inspections 1,126,496 159,555 14,500 0 1,300,551Combined Communications Center 0 2,574,109 0 0 2,574,109Community Development 3,069,055 1,981,027 45,000 22,205 5,117,287Computer Services 1,113,095 847,182 169,000 0 2,129,277Cultural Affairs 854,254 825,591 9,600 0 1,689,445Economic Development 180,317 332,244 70,000 0 582,561Facilities Management 1,127,041 943,813 176,240 0 2,247,094Finance 2,264,444 508,526 19,000 6,477 2,798,447Fire-Rescue 9,733,929 2,330,419 151,960 0 12,216,308Fleet Management 1,490,156 2,098,364 61,000 68,974 3,718,494Human Resources 983,249 327,000 0 0 1,310,249Management & Budget 475,737 37,962 0 0 513,699Police 20,998,470 4,691,928 1,394,950 100,000 27,185,348Public Works 7,042,000 10,260,085 1,186,270 1,053,993 19,542,348Recreation & Parks 3,745,678 3,033,218 194,560 347,961 7,321,417Regional Transit System 8,099,815 5,738,736 290,000 2,341,896 16,470,447Risk Management 700,299 19,315,449 10,000 137,633 20,163,381

66,329,059 57,018,187 3,821,730 4,079,139 131,248,115

NON-DEPARTMENTAL USES117,530,000 7,241,351 3,222,692 18,318,942 46,312,985

TOTAL USES $83,859,059 $64,259,538 $7,044,422 $22,398,081 $177,561,100

NOTES: (1) Personal services budget in Non-Departmental Uses line is primarily for pension benefit payments

_______________FY 2004-2005/2005-2006 FINANCIAL___________________________________________________ AND OPERATING PLAN

_____________________________________________________________CITY OF___________________________ GAINESVILLE

ALL FUNDSSUMMARY OF USES BY DEPARTMENT


Personal Operating Capital Non-Operating TotalServices Expenses Programs Expenses Uses

CHARTER OFFICES:City Auditor $411,952 $17,152 $0 $0 $429,104City Commission 234,576 0 0 0 234,576City Manager 482,614 169,142 0 0 651,756City Attorney 1,250,923 532,700 2,650 0 1,786,273Clerk of the Commission 591,118 138,938 0 0 730,056Equal Opportunity 337,963 146,150 0 0 484,113

OPERATING DEPARTMENTS:

Administrative Services 188,012 12,013 0 0 200,025Building Inspections 1,178,446 158,703 35,060 0 1,372,209Combined Communications Center 0 2,574,109 0 0 2,574,109Community Development 3,225,731 1,916,785 30,600 11,583 5,184,699Computer Services 1,173,537 890,715 150,000 0 2,214,252Cultural Affairs 902,608 811,440 19,100 0 1,733,148Economic Development 187,862 340,636 20,000 0 548,498Facilities Management 1,177,543 943,033 100,000 0 2,220,576Finance 2,390,893 517,997 0 3,378 2,912,268Fire-Rescue 10,191,588 2,323,435 597,790 0 13,112,813Fleet Management 1,565,269 2,138,359 97,820 47,647 3,849,095Human Resources 1,034,874 326,148 0 0 1,361,022Management & Budget 496,201 37,614 0 0 533,815Police 21,920,278 4,675,873 1,075,640 100,000 27,771,791Public Works 7,368,651 10,418,079 906,819 1,348,700 20,042,249Recreation & Parks 3,925,993 3,069,178 152,920 344,413 7,492,504Regional Transit System 8,509,448 5,905,306 1,290,000 1,252,492 16,957,246Risk Management 729,309 20,102,483 10,000 141,178 20,982,970

69,475,389 58,165,988 4,488,399 3,249,391 135,379,167

NON-DEPARTMENTAL USES118,800,100 7,629,323 2,490,333 16,603,505 45,523,261

TOTAL USES $88,275,489 $65,795,311 $6,978,732 $19,852,896 $180,902,428

NOTES: (1) Personal services budget in Non-Departmental Uses line is primarily for pension benefit payments

_______________FY 2004-2005/2005-2006 FINANCIAL___________________________________________________ AND OPERATING PLAN



Transfers Out Transfers In

001 General Fund $7,415,351 117 Water/Wastewater Infrastructure Fund $128,520220 First Fla Gov. Finance Comm 1996 Fund $384,375222 First Fla Gov. Finance Comm 1998 Fund $967,265

224 First Fla Gov. Finance Comm 2001 Fund $622,000 225 First Fla Gov. Finance Comm 2002 Fund $610,211 226 Pension Obligation Bond-Series 2003A $571,792

227 Pension Obligation Bond-Series 2003B $2,333,921302 General Capital Projects Fund $527,714415 Golf Course Enterprise Fund $220,000450 RTS Enterprise Fund $442,160

610 Downtown Tax Increment Fund $225,523 613 Fifth Ave/Pleasant St Tax Increment Fund $61,098 618 College Park/Depot Ave Tax Increment Fund $283,494 621 Eastside Tax Increment Fund $37,278

102 CDBG Fund $16,210 226 Pension Obligation Bond-Series 2003A $16,210

103 UDAG Fund $133,380 001 General Fund $133,380

104 HOME Fund $2,295 226 Pension Obligation Bond-Series 2003A $2,295

111 Community Redevelopment Agency $3,700 226 Pension Obligation Bond-Series 2003A $3,700

217 GERRB of 1994 $276,000 228 GERRB of 2004 $276,000

413 Stormwater Mgmt. Utility Fund $264,741 222 First Fla Financing Comm 1998 Fund $198,124226 Pension Obligation Bond-Series 2003A $66,617

415 Golf Course Enterprise Fund $223,961 222 First Fla Financing Comm 1998 Fund $219,335226 Pension Obligation Bond-Series 2003A $4,626

420 Solid Waste Enterprise Fund $609,252 001 General Fund $300,000226 Pension Obligation Bond-Series 2003A $9,252302 General Capital Projects Fund $300,000

450 Regional Transit System Fund $186,896 226 Pension Obligation Bond-Series 2003A $186,896

502 Fleet Service Fund $41,635 226 Pension Obligation Bond-Series 2003A $41,635

503 General Insurance Fund $7,796 226 Pension Obligation Bond-Series 2003A $7,796

504 Emp. Hlth. & Accident Benefits Fund $2,382 226 Pension Obligation Bond-Series 2003A $2,382

SUMMARY OF TRANSFERS OUT/IN

_________________ FY 2004-2005/2005-2006 FINANCIAL _______________________________________________ AND OPERATING PLAN




507 Retiree Health Insurance Fund $112,966 504 Emp. Hlth. & Accident Benefits Fund $112,966

602 Evergreen Cemetery Trust Fund $44,225 001 General Fund $44,225

604 General Pension Fund $6,477 226 Pension Obligation Bond-Series 2003A $6,477

610 Downtown Tax Increment Fund $348,010 001 General Fund $20,918111 Community Redevelopment Fund $136,407223 CRA Promissory Note $78,671225 First Fla Financing Comm 2002 Fund $112,014

613 Fifth Ave. Tax Increment Fund $108,823 111 Community Redevelopment Fund $56,841225 First Fla Financing Comm 2002 Fund $51,982

617 School Crossing Guard Fund $100,000 001 General Fund $100,000

618 College Pk/Univ Heights Trust Fund $234,955 111 Community Redevelopment Fund $188,535223 CRA Promissory Note $46,420

619 Art in Public Places $9,000 001 General Fund $9,000

621 Eastside Tax Increment Fund $26,679 111 Community Redevelopment Fund $26,679

Total Transfers Out $10,174,737 Total Transfers In $10,174,737

SUMMARY OF TRANSFERS OUT/IN (Continued)





001 General Fund $6,867,999 117 Water/Wastewater Infrastructure Fund $131,092220 First Fla Gov. Finance Comm 1996 Fund $385,625222 First Fla Gov. Finance Comm 1998 Fund $797,569

224 First Fla Gov. Finance Comm 2001 Fund $624,000 225 First Fla Gov. Finance Comm 2002 Fund $613,437 226 Pension Obligation Bond-Series 2003A $298,266

227 Pension Obligation Bond-Series 2003B $2,483,921302 General Capital Projects Fund $234,167415 Golf Course Enterprise Fund $220,000450 RTS Enterprise Fund $442,160

610 Downtown Tax Increment Fund $236,799 613 Fifth Ave/Pleasant St Tax Increment Fund $64,153 618 College Park/Depot Ave Tax Increment Fund $297,668 621 Eastside Tax Increment Fund $39,142

102 CDBG Fund $8,456 226 Pension Obligation Bond-Series 2003A $8,456

104 HOME Fund $1,197 226 Pension Obligation Bond-Series 2003A $1,197

111 Community Redevelopment Agency $1,931 226 Pension Obligation Bond-Series 2003A $1,931

413 Stormwater Mgmt. Utility Fund $232,874 222 First Fla Financing Comm 1998 Fund $198,124226 Pension Obligation Bond-Series 2003A $34,750

415 Golf Course Enterprise Fund $222,413 222 First Fla Financing Comm 1998 Fund $220,000226 Pension Obligation Bond-Series 2003A $2,413

420 Solid Waste Enterprise Fund $604,826 001 General Fund $300,000226 Pension Obligation Bond $4,826302 Pension Obligation Bond-Series 2003A $300,000

450 Regional Transit System Fund $97,492 226 Pension Obligation Bond-Series 2003A $97,492

502 Fleet Service Fund $21,718 226 Pension Obligation Bond-Series 2003A $21,718

503 General Insurance Fund $4,067 226 Pension Obligation Bond-Series 2003A $4,067

504 Emp. Hlth. & Accident Benefits Fund $1,242 226 Pension Obligation Bond-Series 2003A $1,242

507 Retiree Health Insurance Fund $115,369 504 Emp. Hlth. & Accident Benefits Fund $115,369

602 Evergreen Cemetery Trust Fund $45,110 001 General Fund $45,110


SUMMARY OF TRANSFERS OUT/IN

SUMMARY OF TRANSFERS OUT/IN (Continued)




604 General Pension Fund $3,378 226 Pension Obligation Bond-Series 2003A $3,378

610 Downtown Tax Increment Fund $386,397 001 General Fund $52,828111 Community Redevelopment Fund $143,748223 CRA Promissory Note $78,132225 First Fla Financing Comm 2002 Fund $111,689

613 Fifth Ave. Tax Increment Fund $116,416 111 Community Redevelopment Fund $64,583225 First Fla Financing Comm 2002 Fund $51,833

617 School Crossing Guard Fund $100,000 001 General Fund $100,000

618 College Pk/Univ Heights Trust Fund $239,161 111 Community Redevelopment Fund $192,741223 CRA Promissory Note $46,420

619 Art in Public Places $9,000 001 General Fund $9,000

621 Eastside Tax Increment Fund $29,464 111 Community Redevelopment Fund $29,464

Total Transfers Out $9,108,511 Total Transfers In $9,108,511



Capital Capital Total Outlay Vehicles Projects Capital Programs

RESPONSIBILITY AREAS: Building Inspection $0 $14,500 $0 $14,500 City Attorney $7,650 $0 $0 $7,650 City Manager $0 $22,000 $0 $22,000 Community Development $0 $45,000 $0 $45,000 Computer Services $150,000 $19,000 $0 $169,000 Cultural Affairs $9,600 $0 $0 $9,600 Economic Development $70,000 $0 $0 $70,000 Facilities Management $100,000 $76,240 $0 $176,240 Finance $0 $19,000 $0 $19,000 Fire Rescue $0 $151,960 $0 $151,960 Fleet Management $30,300 $30,700 $0 $61,000 Police $0 $1,394,950 $0 $1,394,950 Public Works $237,372 $740,820 $208,078 $1,186,270 Recreation & Parks $20,000 $174,560 $0 $194,560 Regional Transit System $40,000 $250,000 $0 $290,000 Risk Management $10,000 $0 $0 $10,000TOTALS $674,922 $2,938,730 $208,078 $3,821,730

FUNDING SOURCES: CDBG Fund $14,372 $0 $208,078 $222,450 Cultural Affairs Fund $9,600 $0 $0 $9,600 Economic Development Fund $70,000 $0 $0 $70,000 EHAB Fund $10,000 $0 $0 $10,000 Fleet Replacement Fund $0 $2,655,730 $0 $2,655,730 Fleet Services Fund $30,300 $0 $0 $30,300 General Fund $437,650 $0 $0 $437,650 Recreation Programs Fund $10,000 $0 $0 $10,000 RTS Fund $40,000 $250,000 $0 $290,000 Solid Waste Fund $10,000 $33,000 $0 $43,000 Stormwater Management Utility Fund $43,000 $0 $0 $43,000TOTALS $674,922 $2,938,730 $208,078 $3,821,730

ALL FUNDSSUMMARY OF CAPITAL PROGRAMS


________________ FY 2004- 2005/2005-2006 FINANCIAL _______________________________________________ AND OPERATING PLAN


Capital Capital Total Outlay Vehicles Projects Capital Programs

RESPONSIBILITY AREAS: Building Inspection $0 $35,060 $0 $35,060 City Attorney $2,650 $0 $0 $2,650 Community Development $0 $30,600 $0 $30,600 Computer Services $150,000 $0 $0 $150,000 Cultural Affairs $19,100 $0 $0 $19,100 Economic Development $20,000 $0 $0 $20,000 Facilities Management $100,000 $0 $0 $100,000 Fire Rescue $0 $597,790 $0 $597,790 Fleet Management $3,000 $94,820 $0 $97,820 Police $0 $1,075,640 $0 $1,075,640 Public Works $63,169 $648,490 $195,160 $906,819 Recreation & Parks $10,000 $142,920 $0 $152,920 Regional Transit System $40,000 $1,250,000 $0 $1,290,000 Risk Management $10,000 $0 $0 $10,000TOTALS $417,919 $3,875,320 $195,160 $4,488,399

FUNDING SOURCES: CDBG Fund $13,169 $0 $195,160 $208,329 Cultural Affairs Fund $9,600 $0 $0 $9,600 Economic Development Fund $20,000 $0 $0 $20,000 EHAB Fund $10,000 $0 $0 $10,000 Fleet Replacement Fund $0 $2,625,320 $0 $2,625,320 Fleet Services Fund $3,000 $0 $0 $3,000 General Fund $274,150 $0 $0 $274,150 Recreation Programs Fund $10,000 $0 $0 $10,000 RTS Fund $40,000 $1,250,000 $0 $1,290,000 Solid Waste Fund $10,000 $0 $0 $10,000 Stormwater Management Utility Fund $28,000 $0 $0 $28,000TOTALS $417,919 $3,875,320 $195,160 $4,488,399

ALL FUNDSSUMMARY OF CAPITAL PROGRAMS


________________ FY 2004- 2005/2005-2006 FINANCIAL _______________________________________________ AND OPERATING PLAN

_____________________________________________________________ CITY OF ________________________ GAINESVILLE

ALL FUNDSFY 05 AND FY 06 SUMMARY OF POSITIONS

(By Agency and Fund)

Financial Plan for FY 05 and FY 06

FY 2003 FY 2004 FY 2005 FY 2006Adopted Adopted Adopted Plan

GENERAL FUND Administrative Services 2.00 2.00 1.97 1.97 Building Inspection 20.00 20.00 20.00 20.00 City Auditor 4.50 4.50 4.50 4.50 City Attorney (1) 11.50 11.50 13.00 13.00 City Commission 5.00 7.00 7.00 7.00 City Manager 5.00 5.00 5.00 5.00 Clerk of the Commission 9.50 9.50 9.50 9.50 Community Development 36.70 37.70 37.70 37.70 Computer Services 15.00 16.00 16.00 16.00 Cultural Affairs 14.00 16.00 16.00 16.00 Economic Development 2.00 2.00 3.00 3.00 Equal Opportunity 4.00 6.00 6.00 6.00 Facilities Management 30.00 28.00 28.00 28.00 ^Finance 41.25 39.45 40.27 40.27 ^Fire Rescue 149.50 149.50 150.50 150.50 Human Resources 21.50 21.50 21.39 21.39 Management and Budget 7.50 7.50 7.50 7.50 ^Police(2) 359.00 362.00 361.00 361.00 ^Public Works 72.35 73.35 84.85 84.85 ^Recreation & Parks 85.50 85.50 80.50 80.50 Small Business Development(3) 2.00 2.00 0.00 0.00SUB-TOTAL GENERAL FUND 897.80 906.00 913.68 913.68

ENTERPRISE FUNDS Gainesville Regional Airport (4) 3.00 0.00 0.00 0.00 ^Ironwood Golf Course Enterprise 8.50 8.50 5.75 5.75 ^Regional Transit System Fund - RTS 192.00 212.00 218.00 218.00 Solid Waste Fund - Public Works 12.10 12.10 11.90 11.90 ^ ☺Stormwater Mngmnt. Util. - Public Works 62.80 61.80 62.00 62.00SUB-TOTAL ENTERPRISE FUNDS 278.40 294.40 297.65 297.65

_____________ FY 2004-2005/2005-2006 FINANCIAL ________________________________________________ AND OPERATING PLAN


ALL FUNDSFY 05 AND FY 06 SUMMARY OF POSITIONS

(By Agency and Fund)

Financial Plan for FY 05 and 06

FY 2003 FY 2004 FY 2005 FY 2006Adopted Adopted Adopted Plan

MISCELLANEOUS FUNDS ^Block Grant - Community Development(5) 15.80 15.65 14.65 14.65 ^COPs More Grant - Police 3.00 5.00 12.00 12.00 ^CRA Fund - Community Development 2.50 3.00 5.00 5.00 ^Destination Enhancement Fund - Cultural 0.50 0.50 0.875 0.875 Fleet Management 30.00 30.00 30.00 30.00 Employee Health & Accident Benefits 2.25 2.25 3.25 3.25 General Insurance Fund - City Attorney 1.50 1.50 1.50 1.50 General Insurance Fund - Risk Mngmnt 8.75 8.75 9.75 9.75 H.O.M.E. Grant - Community Development 0.00 1.15 1.15 1.15 Pension Funds - Administrative Services 0.00 0.00 0.03 0.03 Pension Funds - Finance 4.20 5.00 5.18 5.18 Pension Funds - Human Resources 0.00 0.00 0.11 0.11 Retiree Health Insurance Fund - Finance 0.05 0.05 0.05 0.05SUB-TOTAL MISCELLANEOUS FUNDS 68.55 72.85 83.545 83.545

TOTAL POSITIONS 1244.75 1273.25 1294.875 1294.875

(1) The Utilities Attorney is not included in this total, because it is funded in the Gainesville Regional Utilities' Budget.

(2) This total does not include the Police Legal Advisor which is funded in the City Attorney's budget.

(3) In FY2005, the Small Business Development Department is deleted and its functions reallocated to the Finance and Economic Development Departments.

(4) The last 3 Gainesville Regional Airport employees provided under contract were eliminated in October 1, 2003. As employees left, newly hired personnel became Airport Authority employees. 1995 legislation made the airport an independent agency, staffing is paid for by the Airport Authority.

(5) Total includes two (2.0FTE) positions funded through the Supplemental Housing Initiative Program (SHIP).

^Total includes positions added/deleted/reclassified during FY 2004.



NETGENERAL FUND

Administrative Services

DELETE Administrative Director (0.03)

NET CHANGE FOR DEPARTMENT (0.03)City Attorney

ADD Assistant City Attorney I 1.0Legal Assistant 0.5

NET CHANGE FOR DEPARTMENT 1.5

Computer Services

ADD ^Systems Programmer 1.0

DELETE ^Systems Analyst (1.0)


Economic Development

ADD SMB Development Coordinator 1.0


Finance

ADD SMB Procurement Program Coordinator 1.0

DELETE Finance Director (0.06)Treasury Manager (0.03)Treasury Supervisor (0.05)


Fire Rescue

ADD ^Public Education Specialist 1.0


Human Resources

DELETE Human Resources Analyst (0.05)Human Resources Director (0.01)Human Resources Technician (0.05)

NET CHANGE FOR DEPARTMENT (0.11)

ALL FUNDSSUMMARY OF POSITION CHANGES

(By Department and Source of Funds)




Police

ADD ^Police Captain 1.0^Human Resource Technician 1.0^Program Assistant 1.0^Community Relations Coordinator 1.0^Reichart House Youth Coordinator 2.0Êxecutive Assistant 1.0

DELETE Police Officer (3.0)^Police Lieutenant (1.0)^Staff Assistant II (2.0)^Police Sergeant (1.0)^Police Service Technician I (1.0)


Public Works

ADD Parking Operations Attendant I 2.5Parking Operations Attendant II 1.0Parking Operations Supervisor 1.0Êngineer IV 3.0Ôperations Section Supervisor 2.0^Principal Engineer 1.0^Supervising Engineer Project Team Leader 1.0^Survey Technician II 0.5

DELETE Engineer Technician I (1.0)^Civil Engineer I (1.0)^Civil Engineer II (3.0)^Streets Section Supervisor (2.0)^Traffic Engineer II (1.0)^Survey Technician I (0.5)

TRANSFER ^Right-of-Way Crew 8.0


Recreation and Parks

ADD ^Recreation Aide I 1.0^Recreation Aide II 1.0^Recreation Leader 1.0

TRANSFER ^Right-of-Way Crew (8.0)


Small Business Development

DELETE Small Business Development Director (1.0)Senior Staff Assistant (1.0)




NET CHANGE FOR GENERAL FUND IN 2004 6.0

NET CHANGE FOR GENERAL FUND TOTAL 7.7

COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Community Development

DELETE ^Program Assistant (1.0)


NET CHANGE FOR CDBG FUND (1.0)

COMMUNITY REDEVELOPMENT FUND

CRA

ADD Project Coordinator 1.5^Project Coordinator 0.5


NET CHANGE FOR CRA FUND 2.0

DESTINATION ENHANCEMENT FUND

Cultural Affairs

ADD ^Program Assistant 0.375


NET CHANGE FOR DESTINATION ENHANCEMENT FUND 0.375

EMPLOYEE HEALTH INSURANCE FUND

Risk Management

ADD Certified Athletic Trainer 1.0


NET CHANGE FOR EHAB INSURANCE FUND 1.0

FLEET FUND

Fleet Management

ADD ^Account Clerk 1.0

DELETE ^Support Services Supervisor (1.0)


NET CHANGE FOR FLEET FUND 0.0

GENERAL INSURANCE FUND

Risk Management

ADD Wellness Specialist 1.0


NET CHANGE FOR GENERAL INSURANCE FUND 1.0



GOLF COURSE FUND


DELETE ^Food & Beverage Manager (1.0)^Golf Course Attendant (0.5)^Short Order Cook (1.25)


NET CHANGE FOR GOLF COURSE FUND (2.75)

MISCELLANEOUS GRANT FUND

Police

ADD ^☺Police Officers 7.0


NET CHANGE FOR MISC. GRANT FUND 7.0

PENSION FUND


ADD Administrative Director 0.03


Finance

ADD Finance Director 0.06Treasury Manager 0.03Treasury Supervisor 0.05


Human Resources

ADD Human Resources Analyst 0.05Human Resources Director 0.01Human Resources Technician 0.05


NET CHANGE FOR PENSION FUND 0.27

REGIONAL TRANSIT SYSTEM FUND

Regional Transit System

ADD ^Transit Operator, RTS 5.0^Vehicle Service Attendant 1.0


NET CHANGE FOR R.T.S. FUND 6.0



STORMWATER MANAGEMENT FUND

Public Works

ADD ^Survey Technician II 0.5

DELETE ^Survey Technician I (0.5)


NET CHANGE FOR SMU FUND 0.0

NET CHANGE FOR ALL FUNDS IN 2004 16.125

NET CHANGE FOR ALL FUNDS 20.150

^Changes made during FY 2004☺ Grant funded



General FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG

Building Inspection ^< Customer Service Rep, Sr. 14 Customer Service Rep. II GG

Building Inspection ^< Customer Service Rep. 12 Customer Service Rep. I EE

City Attorney ^ Administrative Assistant 42 Legal Assistant, Sr. EXD

City Attorney ^ Paralegal 40 Legal Assistant EXB

City Auditor ^= Staff Assistant II 13 TBD TBD

Cultural Affairs ^ Account Clerk II 08 Account Clerk FF

Equal Opportunity ^ Executive Assistant 37 Executive Assistant, Senior EXC

Finance ^ Account Clerk Sr. 14 Financial Services Coordinator KK

Finance ^ Account Clerk III(8) 12 Account Clerk FF

Finance ^ Account Clerk II(2) 08 Account Clerk FF

Finance ^ Account Clerk II(2) 08 Customer Accounts Rep. DD

Finance ^ Account Clerk I(2) 06 Clerk CC

Finance ^ Management Analyst EXF Management Analyst, Senior EXH

Facilities Management ^ Custodial Worker(3) 04 TBD TBD

Facilities Management ^ Labor Crew Leader I 12 Maintenance Worker III DD

Police ^< Comm Serve Operator 08 Tel Serve Operator CC

Public Works ^ Account Clerk Senior 14 Account Clerk FF

Public Works ^ Account Clerk I 06 Storekeeper I CC

Public Works ^ Buyer Assistant 13 Account Clerk Senior HH

Recreation & Parks ^ Account Clerk II 08 Account Clerk FF

Recreation & Parks ^ General Const/Maint. Supvr. 17 Operations Supervisor L

SUMMARY OF RECLASSIFICATIONS/UPGRADES/TITLE CHANGES(By Department and Source of Funds)




SUMMARY OF RECLASSIFICATIONS/UPGRADES/TITLE CHANGES(By Department and Source of Funds)


Community Development Block Grant FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG

Community Development ^ Account Clerk III 12 Account Clerk FF

Community Development ^ Account Clerk II 08 Account Clerk FF

Pension FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG

Finance ^ Management Analyst EXF Treasury & Investment Coord. EXJ

Risk Management FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG

Risk Management ^ Safety Engineer 72 Worker's Comp. Loss Cntrl. Mgr. EXJ

Solid Waste FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG



Public Works ^ Customer Service Rep. 12 Customer Service Rep. I EE

Public Works ^ Customer Service Rep., Sr. 14 Customer Service Rep II GG

Stormwater Management FundDEPARTMENT FY 03-04 TITLE PG FY 05-06 TITLE PG




_____________________________________________________________ CITY OF _______________________ GAINESVILLE

___________________ FY 2004-2005/2005-2006 FINANCIAL ________________________________________ AND OPERATING PLAN

THE FUND STRUCTURE AND GOVERNMENTAL ACCOUNTING The City of Gainesville develops the revenue and expenditure/expense estimates contained in the annual budget in a manner that follows generally accepted accounting principles (GAAP). The budget is organized on the basis of funds, each of which is considered a separate budgetary and accounting entity. Government resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The purposes of the City’s various funds and account groups are as follows: Governmental Funds

General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial resources, except those required to be accounted for in another fund.

Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than major capital projects) that are restricted to expenditures for specified purposes.

Debt Service Funds - Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs.

Capital Projects Funds - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities or improvements (other than those financed by the Proprietary Funds).

Proprietary Funds

Enterprise Funds - Enterprise Funds are used to account for operations (a) that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, and other purposes.

Internal Service Fund - The Internal Service Fund is used to account for the financing of goods or services provided by the Insurance and Fleet Funds to other departments or agencies of the City on a cost reimbursement basis.

Fiduciary Funds

Pension Funds - The City maintains four (4) pension trust funds, the General Employees Pension Fund, the Police and Fire Fighters Consolidated Retirement Fund, the Disability Pension Fund, and the 401A Qualified Pension Trust Fund. These funds are used to account for public employee retirement systems.

Non-Expendable Trust Funds - The City has no Non-Expendable Trust Funds currently in use.

Expendable Trust Funds - Those funds maintained by the City whose principal and income may be expended in the course of their designated operations.

Agency Funds - A fund for which the governmental unit acts solely as custodian of assets for others. The City currently maintains one agency fund, the ICMA Deferred Compensation Trust Fund.

Because the revenue and expenditure/expense estimates are based on GAAP, it is important that the reader have an overview of accounting principles as they relate to the estimates. The following is a brief review of measurement focus and basis of accounting; the two principles which most directly affect those estimates.

_____________________________________________________________ CITY OF _______________________ GAINESVILLE


Basis of Accounting Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the measurement focus applied. All Governmental Funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recognized when they become measurable and available as net current assets. Primary revenues, including taxes, intergovernmental revenues, charges for services, rents and interest are treated as susceptible to accrual under the modified accrual basis. Other revenue sources are not considered measurable and available, and are not treated as susceptible to accrual. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Exceptions to this general rule include: (1) principal and interest on general long-term debt, which is recognized when due; (2) accumulated unpaid vacation and sick pay amounts which are not accrued; and (3) certain inventories of supplies, which are considered expenditures when purchased. The Proprietary Funds, Pension Funds and Non-Expendable Trust Funds are accounted for using the accrual basis of accounting. Under this method, revenues are recognized when they are earned and expenses are recognized when the related liability is incurred. Measurement Focus Governmental Fund Types and Expendable Trust Funds are accounted for on a “flow of current financial resources” measurement focus. This means that only current assets and current liabilities are generally included on the balance sheets. Accordingly, the reported unreserved fund balance is considered a measure of available, spendable or appropriable resource. These fund type operating statements present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. Proprietary Fund Types and Pension and Non-Expendable Trust Funds are accounted for on an “income determination” measurement focus. Accordingly, all assets and liabilities are included on their balance sheets, and the reported fund equities (total reported assets less total reported liabilities) provide an indication of the economic net worth of the funds. Operating statements for these fund types (on an income determination measurement focus) report increases (revenues) and decreases (expenses) in total economic net worth. Basis of Budgeting The budgets for all Governmental and Expendable Trust Funds are prepared using the modified accrual basis of accounting with few minor exceptions. The budgets for Proprietary and Pension Funds are prepared mostly under the accrual basis of accounting. One exception is the practice of budgeting for capital expenses in these funds.

____________________________________________________________ CITY OF ________________________ GAINESVILLE

________________ FY 2004-2005/2005-2006 FINANCIAL ___________________________________________ AND OPERATING PLAN

BUDGET PROCESS

The City of Gainesville Operating and Financial Plan focuses on City-wide goals and objectives obtained through departmental objectives and program plans. The budget is generally developed in three phases.

• The initial phase is concerned with financial planning for the City and setting city-wide goals and objectives.

• The second phase focuses on the development of departmental goals, service levels, and target budgets.

• The last and final phase results in the presentation of a proposed budget by the City Manager and a series of workshops with the City Commission, Citizens and Staff. A finalized Operating and Financial Plan is adopted by the end of the fiscal year (September 30).

The process begins:

PHASE I - PLANNING AND GOAL SETTING

• The Office of Management and Budget (OMB) develops the annual budget calendar and recommended budget process, which is reviewed by the City Manager.

• Long-range City goals and work plans are reviewed and revenue projections are developed.

• Input from Gainesville residents on City services are encouraged and “key issues” are addressed in the coming year. Recommendations are received from Advisory Boards and Committees.

• The City Commission, through Planning Sessions or a Retreat, develops “key issue” statements and priorities for the City.

• The City Commission sets the goals and objectives for the City.

The process continues:

PHASE II - DEVELOPING AND REVIEWING

• The City Manager and Departments meet to identify key issues and objectives. Service level measures are prepared.

• The OMB prepares preliminary revenue estimates.

• A manual is developed on the budget process and departmental assistance is provided by the Office of Management and Budget for City Departments. Funding applications are distributed to the Outside Agencies.

• Departments prepare and submit budget requests to the Office of Management and Budget. These requests generally consist of departmental work plans, service levels, service level enhancements or reductions and line item budgets.

• The OMB reviews budget requests for funding.

• The Assistant City Manager, the Administrative Services Director, and the OMB staff prepare recommendations for the City Manager’s review. The City Manager makes recommendations and sets priorities.

____________________________________________________________ CITY OF ________________________ GAINESVILLE

________________ FY 2004-2005/2005-2006 FINANCIAL ___________________________________________ AND OPERATING PLAN

• With the information received, the City Manager and OMB prepare the Proposed Operating and Financial Plan for the fiscal year.

• By July 1, the County Property Appraiser provides the initial certification of taxable value from which the City estimates the property tax revenues.

The process is completed:

PHASE III - PRESENTING AND ADOPTING

• The City Manager presents the Proposed Operating and Financial Plan to the City Commission during the first week in July.

• The City Commission conducts workshop sessions during which the City Manager and City Staff review and explain the budget documents and City services involved. Under Florida law, all meetings of governmental bodies in Florida are open to the public. As a result of these workshops, the City Commission determines the level of City funding and corresponding costs of services to be funded, and directs the City Manager to modify the proposed budget documents where necessary.

• In late July, the City Commission adopts a tentative operating budget, a proposed property tax millage rate, and sets the times and dates for the mandated public hearings. The Alachua County Property Appraiser is notified of the public hearings and the proposed tax millage rate.

• The Property Appraiser notifies each City property owner of the public hearings as required by the State’s Truth in Millage (TRIM) legislation.

• The City Manager and Staff prepare the tentative budget resolutions/ordinances upon conclusion of the public hearing. At the public hearing for the reading of the resolutions/ordinances, amendments to the budget are considered, the tentative budget resolutions/ordinances are modified (if applicable), an amended proposed millage rate is determined, and a public hearing for final budget adoption is scheduled. If the amended proposed millage rate exceeds that originally determined, a second notification to property owners is required.

• Within 15 days of the first public hearing, the City must advertise its intention to finalize its budget, the millage rate, the time and date for the final public hearing, and a summary of the proposed budget.

• Within 100 days of initial certification of value, and not less than 2 days or more than 5 days after the day that the advertisement is published, the City holds a final public hearing to adopt the millage rate and budget.

• Within three (3) days after the final public hearing, the City forwards the millage rate ordinance/resolution to the Property Appraiser and the Tax Collector.

• Within three (3) days after receipt of certification of final taxable value, the City recomputes its property tax revenues to confirm that the taxable values have not varied more than 1% between the initial and final certification by the Property Appraiser.

• Within 30 days of final adoption of the budget, the City files a Certificate of Compliance with the Florida Department of Revenue and provides certified copies of the required advertisements and approved ordinances.

• The approved Operating and Financial Plan is prepared for distribution.

• The budget calendar (see next page) provides the framework to be followed to ensure a timely budget process while also ensuring that the City complies with all applicable legal mandates.

_______________________________________________CITY OF _______________________ GAINESVILLE

____________FY 2004-2005/2005-2006 FINANCIAL______________________________________________ AND OPERATING PLAN

CALENDAR PROPOSED BUDGET FY 2005 & FY 2006

January OMB meeting with City Manager to review preliminary projections February City Commission Goal Setting Retreat and follow-up meeting with CCOM to

review draft goals and objectives February Budget Prep Workshops with Departments March – April Departments prepare Proposed Budget April Budget Submittals due to OMB May Budget workshops with City Manager, OMB and Department Heads May Management Proposed Budget discussions finalized June Proposed Budget document prepared June 21 Document to printer

BUDGET PRESENTATIONS/COMMISSION WORKSHOPS Jul – Aug Commission Budget Workshops End of July Wrap-up/Commission Public Hearings/Workshops mandatory for purpose of

adopting a Tentative Budget and Proposed Tax Millage Rate Early September Public Hearing – 1st Reading - Mandatory to adopt Millage Rate and Budget

Resolution for FY 2005-06 Late September Public Hearing – 2nd Reading – Mandatory to adopt a Final FY 2005-06

Millage Rate and Budget Ordinance

________________________________________________________ CITY OF ____________________ GAINESVILLE

__________________ FY 2004-2005/2005-2006 FINANCIAL _________________________________________ AND OPERATING PLAN

BUDGET ADMINISTRATION POLICY GENERAL PRINCIPLES The biennial budget is the primary short-term financial planning tool for the City. It is used to set forth the City’s estimates of resources available to fund services and to specify the way in which monitoring occurs as the year progresses so that material variances are identified and action taken to correct them. Further, since no plan will prove to be an absolutely accurate reflection of future events, management must have sufficient flexibility to make adjustments during the year which do not materially alter the general intent of the City Commission when adopting the budget. This policy is intended to provide that flexibility and to establish adequate controls, through budget monitoring and periodic reporting, to ensure that the overall distribution of resources achieves the results contemplated by the City Commission. ROLES AND RESPONSIBILITIES 1. City Commission - The City Commission establishes policies regarding service levels and priorities which

provide guidance to management in preparing the recommended budget, through its legislative authority to approve and adopt the budget by ordinance ensures that the final document reflects those policies, and reviews budget compliance throughout the year.

2. Audit and Finance Committee - The Audit and Finance Committee acts on behalf of the Commission to review in detail budget monitoring reports throughout the year to ensure compliance with the adopted budget within the parameters set forth in this policy.

3. Advisory Boards and Committees - Advisory Boards and Committees render advice to the City Commission and management regarding the establishment of service level priorities.

4. City Manager - The City Manager is responsible for proposing to the City Commission a balanced budget which is consistent with established service level priorities and with sound business practices, and for establishing a system for the preparation, execution, and control of the budget which provides reasonable assurance that the intent of this policy is met.

5. City Auditor - The City Auditor provides assurance to the City Commission, through the expression of a professional opinion, that the budget ordinance is consistent with the decisions made by the Commission during the process of reviewing, amending, and approving the City Manager’s proposed budget.

6. City Attorney - The City Attorney is responsible for preparing the budget ordinance in a form consistent with legal requirements.

7. Clerk of the Commission - The City Clerk is responsible for maintaining records of all City Commission proceedings relating to the budget, including all documents filed as part of those proceedings.

STATEMENT OF POLICY

1. General

This policy is intended to require that systematic procedures be used in the development, review, adoption, and monitoring of the budget, and to set forth the general nature of those procedures. The detailed procedures used are to be established by the City Manager.

2. Budget Calendar

A budget calendar shall be provided to the City Commission at the beginning of the budget process each year. The calendar shall set forth, at a minimum, dates for the following:



a. Submission of service level priorities by advisory boards and committees and a proposed date for the “Citizens Budget Workshop”.

b. Review and discussion of service level priorities by the City Commission.

c. Presentation of the City Manager’s proposed budget to the Commission, which shall be no later than the first week in July.

d. Actions of the City Commission required by law.

3. Form and Content of the City Manager’s Proposed Budget

a. The City Manager’s proposed budget shall be presented in a form which is sufficient to allow the City Commission to determine and review:

• Projected revenues by major category;

• Operating expenditures and disbursements by department and program, and by fund;

• Staffing levels;

• Summary of all personnel changes (new positions, reclassification, etc.) with job classification description;

• Capital improvement expenditures by project.

b. Comparisons with the preceding year’s actual results and current year’s projected results shall be provided for each category of revenue and expenditure shown in the budget.

c. A description of the service levels to be provided under the proposed budget will be included.

d. A statement of the services reduced or eliminated and the services improved or added, as compared to the current year, will be included.

4. Adoption of the Budget

The City Commission shall adopt the budget by ordinance, in the form and on the schedule required by law.

5. Budget Authority of the City Manager

The City Manager shall have the authority to amend appropriations within and among the various departments and projects within a fund, except the Law Enforcement Contraband Forfeiture Trust Fund, consistent with legal requirements, in order to achieve the general objectives contemplated in all budgets. Interfund transfers (except for short-term loans and their settlements) and intrafund transfers within the Law Enforcement Contraband Forfeiture Trust Fund require prior approval of the City Commission, and no expenditures may be made from any undesignated fund balances without an appropriation by the City Commission. Appropriations of contingency amounts which in any single instance exceed $25,000 must receive prior approval by the City Commission.

The City Manager shall have the authority to reasonably deviate from the budgeted personnel schedule, within the parameters set forth in Personnel Policy No. 3.



6. Budget Amendments by the City Commission

The City Commission may from time to time approve expenditures and identify funding sources not provided for in the original budget including those expenditures funded through undesignated fund balances or contingencies. All changes approved during the year are done by ordinance.

7. Automatic Adjustments and Reappropriations

a. Outstanding encumbrances at year-end will automatically be adjusted to current year and prior year budgets.

b. Incomplete multiple year project balances will automatically be reappropriated.

8. Budget Monitoring and Reporting

a. General Quarterly Reports - The City Manager shall prepare and submit to the Audit and Finance Committee, quarterly, a budget compliance report in substantially the same form as the final budget document, for all major operating funds, including the status of General Fund balances.

b. With the report, the City Manager shall provide recommendations to the Committee regarding any action which should be taken by the City Commission to amend the budget. The Audit and Finance Committee shall report its recommendation to the City Commission on matters of this kind.

9. Budget Reserve Policy (Resolutions #R-91-29, #R-93-01 and #R-94-38)

This reserve policy is adopted by the City of Gainesville General Government responsibility areas to ensure orderly provision of services to its citizens, as well as to retain its good standing in the credit markets.

It is the City Commission’s intention that the provisions of this reserve policy be observed and complied with during the annual budget development process.

COMBINED GENERAL FUND AND GENERAL INSURANCE FUND OPERATING RESERVES

The combined unreserved Fund Balances of the General Fund (i.e., General Fund Operating Reserve) and the General Insurance Fund will be equal to the greater of 8.33% (one month) of the proposed General Fund Revenue Budget or 75% of the most recent actuarially determined General Insurance Fund Contingent Liability, less the General Insurance Reserve. In addition, the amount held in reserve in the General Fund will be, at a minimum, five percent of the proposed General Fund Revenue Budget. These reserves will be maintained to provide for:

• Revenue and expenditure budget fluctuations;

• Unanticipated emergencies (e.g., natural disasters, public safety emergencies, capital emergencies, etc.);

• Compensated absences (i.e., vacation and sick leave time accrued by employees); and

• All other financial uncertainties.

An unreserved fund balance for the purposes of this policy is defined as: total fund balance less reserve for encumbrances, reserve for inventories, and all designations except that for emergencies and budget fluctuations which will become part of the General Fund Operating Reserve once this Policy is adopted. The General Fund



Operating Reserve will be calculated by the City Manager or his designee in conjunction with the annual budget development process.

In the case of an extraordinary event that creates a differential between the combined required reserve amount and current available funds of more than ten percent, a funding plan will be developed that will accomplish the objective of the reserve policy within three years of the extraordinary event.

SELF-INSURANCE RESERVES

(1) A General Insurance Reserve amount equal to the greater of the average claims expenditures, net of adjustments for changes in the Contingent Liability (actuarially determined) for the previous three years or $1,439,250 (1991 transfer from Gainesville Regional Utilities to establish General Insurance Fund Reserve).

(2) An Employee Health and Accident Benefits Fund reserve be maintained at the dollar level determined and certified to the State by the Fund actuary as required by Section 112.08 of the Florida Statutes.

To accomplish this objective, the City Manager or his designee will structure health insurance premiums at a level required to cover the annual expenditure budget needs as well as to reach the reserve objective within three (3) years from the end of FY 1991.

SPENDING AUTHORITY

(1) Reserve funds will not be used to solve long-term and/or recurring type financial problems.

(2) Prior City Commission approval will be required to spend the General Fund Operating Reserve, except in the case of unanticipated emergencies as provided below:

In those unanticipated emergency situations which demand immediate government action in the interest of public safety and welfare, the City Manager is authorized by the City Commission to spend up to a maximum of $600,000.00 from the General Fund Operating Reserve for unanticipated emergencies in accordance with procedures provided in the City of Gainesville Purchasing Policies. A financial accounting related to the emergency action taken by the City will be submitted to the City Commission by the City Manager as expeditiously as possible after the end of the emergency.

RENEWAL/REPLACEMENT OF EXPENDED RESERVES

When, and if, reserve balances are expended such that the balance falls below the minimum balances authorized by this policy, the shortfall, if less than 10%, will be budgeted in its entirety in the following year’s budget. Otherwise, the funding plan previously mentioned will be followed.

REVIEW

In conjunction with the biennial budget process (or more frequently if necessary), a review of this reserve policy will be completed by the City Manager, and recommendation for changes, if deemed appropriate, will be submitted to the City Commission for their action.

THIS POLICY TO CONTROL

This policy supersedes and replaces all previous reserve policies for General Fund operations and for self-insurance, which are hereby rescinded.

_____________________________________________________ CITY OF _______________________ GAINESVILLE

_____________ FY 2004-2005/2005-2006 FINANCIAL ______________________________________________ AND OPERATING PLAN

BUDGET TRANSFERS AND MODIFICATION PROCEDURES

AUTHORITY Section 16 - City of Gainesville Charter Section 2-17 - City of Gainesville Code City Commission Approval - October 3, 1983 Resolution R-83-62 POLICY This policy is intended to require that systematic procedures be used in the development, review, adoption, and monitoring of the budget, and to set forth the general nature of those procedures. The detailed procedures used are to be established by the City Manager. (Adopted by the City Commission, October 3, 1983). STATEMENT AND EXPLANATION OF POLICY The annual budget is the primary short-term financial planning tool for the City. It is used to set forth the City’s estimates of resources available to fund services and to specify the way in which to use those resources. Like any plan, the budget requires careful monitoring as the year progresses, so that material variances are identified and action taken to correct them. Further, since no plan will prove to be an absolutely accurate reflection of future events, management must have sufficient flexibility to make adjustments during the year which do not materially alter the general intent of the City Commission when adopting the budget. This policy is intended to provide that flexibility and to establish adequate controls, through budget monitoring and periodic reporting, to ensure that the overall distribution of resources achieves the results contemplated by the City Commission. The basic guideline of the City of Gainesville is to discourage any budget transfer unless required to perform necessary functions and duties assigned to the Department. However, since circumstances may arise which necessitate funding of unforeseen circumstances, it is necessary to have an established procedure which enables the City Departments to transfer funds from one line-item account to another.

NOTE: The City Manager hereby delegates the authority to each Department Head to make those budget transfers necessary for the ongoing operation of the public services provided in accordance with the previously stated policy and the procedures outlined below.

PROCEDURES

1. Budget Transfers Between Departments. A transfer of funds between any Department (e.g. from the Police Department to the Fire Department) will only be made upon approval of both Department Heads, recommendation of the Office of Management and Budget and approval of the respective Assistant City Manager, Administrative Services Director, or the City Manager.

2. Budget Transfers Between Divisions Within A Department. A transfer of funds between

divisions within a department (e.g. from Patrol Division to Crime Prevention) will be made upon the request of the Department Head, recommendation of the Office of Management and Budget and the approval of the Assistant City Manager, Administrative Services Director or City Manager.

3. Budget Transfers Within A Division or Unit. A transfer of funds within a Division will be

made upon the request and approval of the appropriate Department Head except as noted below (exception accounts):

a. All transfers affecting the Personal Services (1000 and 2000) accounts.

_____________________________________________________ CITY OF _______________________ GAINESVILLE

_____________ FY 2004-2005/2005-2006 FINANCIAL ______________________________________________ AND OPERATING PLAN

b. All transfers affecting the Capital Outlay (6000) accounts. c. All transfers affecting Allocated accounts. (These accounts will be identified as the budget

process evolves.) d. All transfers affecting Debt Service (7100, 7200, 7250, and 7300) accounts. e. All transfers affecting Grants and Aids (8000’s) and Non-Operating Expenses (9000’s).

When it is determined by a Department Head that a transfer of funds in an appropriation unit is necessary into or out of the Personal Services (1000 or 2000) accounts, the Budget Transfer form will be initiated by the Department Head and submitted to the City Manager’s Office for approval. Upon approval by the City Manager, the Budget Transfer form will be submitted to the OMB for review and processing. Minor Reallocation of Funds. In those cases where there is a demonstrated need to make minor (less than $5,000) adjustments to original capital requests and related items, or for revisions due to previously approved reorganizations within a Department, such requests must be forwarded by the related Department Head to the Office of Management and Budget for review and recommendation to the City Manager who will make the final decision. Applicability and Scope. This policy applies only to the transfer of funds in non-utility operating budget units. For those departments which report to the City Commission (i.e., Clerk of Commission, City Attorney and City Auditor), the appointed official may sign the transfer request or approval in lieu of the City Manager. When it is determined that a Budget Transfer is necessary between fund entities (e.g. General Fund to Pension Fund) the head of those departments reporting to the City Commission must submit such requests to the City Commission. The City Clerk, City Attorney and City Auditor Departments will forward an information copy of all transfers to the Office of Management and Budget. Follow-up. The Office of Management and Budget will return a completed copy of the Budget Transfer form to the originating Department when all action has been taken. Delegation of Authority. In those cases where the City Manager is designated in this operating procedure (except Budget Transfers between Department and the Appropriations of Contingency Amounts) authority is hereby delegated to the Office of Management and Budget’s manager to act on behalf of the City Manager giving due consideration to these procedures and to related City Commission actions. However, when the budget transfer request is between Departments reporting to the Administrative Services Director and the Assistant City Manager, such Administrative Services Director and Assistant City Manager must first jointly, if applicable, approve said transfer. However, in all cases, the transfer will not be made until the Office of Management and Budget’s manager, or designee, certifies that monies are available for such transfer. In no case is a Department or Fund permitted to overexpend its budget nor to change the general intent of the work plan without prior approval of the City Manager (or other appointed City Official) and the City Commission.

______________________________________________________________ CITY OF ______________________ GAINESVILLE


BUDGET BY FUND

This section of the budget document contains the “official” statement of revenues and expenditures to be recognized and appropriated for every major fund group for the City of Gainesville. The numbers in this section are explained in more detail by Agency (department) and organizational area under the PROGRAM PLAN section of this document.

NOTES:

1. For each fund, four years of data are presented for information; the adopted budget and actual results for FY 2003, the adopted budget for FY 2004, the adopted budget for FY 2005, and a financial plan for FY 2006.

2. Capital Projects funded with FY 2005 and FY 2006 dollars are summarized by Agency (department) in the SUMMARY INFORMATION section.



BUDGET BY FUND

Understanding the Flow of Funds

Readers and users of governmental budgets and financial statements are frequently confused by what they see. This confusion stems from the style of accounting (namely “fund accounting”), which is required for all governmental jurisdictions in order to segregate and account for restricted resources.

The City of Gainesville develops its source and use of funds estimates contained in the annual budget in a manner that follows generally accepted accounting principles (GAAP). The budget is organized on the basis of funds, each of which is considered a separate budgetary and accounting entity. Government resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent as the means by which spending activities are controlled. In many cases fund use will cross agency/organizational lines when resources from various areas are applied to a particular project or otherwise spent by different organizational units.

To understand why “funds” are established, the reader needs to have some understanding of the special terms and concepts used. The purpose of the following explanation is to help you understand and appreciate:

• why the resources of the City are classified the way they are, • how the budget and basic financial statements tell their story.

A review of the concepts will enhance understanding of the City’s overall finances.

WHY DOES IT EXIST?

Fund accounting is the specialized type of accounting used by local governments. It arose in response to the special limitations placed on significant amounts of the resources provided to governmental jurisdictions by legal ordinances, grantors, and other resource providers. A knowledge of the types of limitations usually found and how they are reflected in the City’s financial statements will greatly facilitate the understanding of the various “funds” used.

CLASSIFICATION OF RESOURCES

The Resource Classification Chart (page 5) graphically represents the questions the City’s accounting personnel must answer in order to properly classify new resources. The five basic questions are reviewed below.

Question (1): Owned or Not Owned?

At the center of the chart is the starting point (“New Resources to City”) for resources entering the City. The first question is:

• Does the City receive the resources as owner or as agent?

If the City receives resources that belong to another party and is acting simply as a:

• custodian, • paying agent, or • bank,

then the monies are classified as “Agency Funds”.

Such funds play no part in directly meeting the City’s operating or capital outlay requirements. For budgetary and analytical purposes, therefore, they may be ignored.



Question (2): Legally Restricted or Unrestricted?

The bulk of all funds received are owned by the City, so the next question is:

• Are the resources received legally restricted or unrestricted?

This distinction is at the heart of the need for fund accounting and is the cause of much complexity and confusion.

Restricted funds are:

• Resources that are provided to the City subject to legally binding limitations on their use.

These limitations are imposed by:

• laws or ordinances, • bond indentures, • grantors, or • other resource providers.

If the City legally adopts or accepts resources, with binding spending limitations, it must abide by the legally or externally imposed restrictions. There are several points to keep in mind about reviewing potential restrictions:

• A legally binding restriction usually must be evidenced in writing.

• The language used to describe the restriction must be clearly restrictive and not merely indicative of a wish or desire.

• Since the limitation imposed by legally binding restrictions cannot be removed casually by the recipient of the resources, the restrictions should be fully documented.

Even if events make impractical or impossible the use of restricted resources for the purpose originally specified, the City cannot deviate from the legal restrictions by itself. Relief is obtained only through the application of appropriate legal procedures.

When there is no legally binding restriction, the resources received by the City are considered to be unrestricted. One should realize that all unrestricted resources received are, by their nature, fully expendable. Furthermore, all “unrestricted expendable resources” coming into the City are first considered available for operating purposes and classified as “General Funds” for appropriation or transfer to another fund.

Question (3): Who Controls the Expenditures?

If the resources are expendable, the next question is:

• Does the City control the expenditure of these resources or are they expendable only at the direction of a trustee or trust agreement?

If the City controls the expenditure, then the following question applies:

Question (4): Expendable for What?

If the restricted resources are expendable, the specific nature of the restriction is used to classify the amount as expendable either for:

• Current operations accounted for in Special Revenue Funds,



• Principal and interest for indebtedness accounted for in Debt Service Funds,

• Major capital facilities or improvements not financed by Enterprise Funds accounted for in Capital Projects or Special Assessment Funds, or

• Operations and capital for those activities the City operates similar to a private business accounted for in Enterprise Funds.

However, if a trustee controls the expenditure, then one needs to ask:

Question (5): Expendable or Non-Expendable?

For trustee-controlled resources, if a legally binding restriction exists, the next question is:

• Does the restriction allow the trustee to expend the resources (used up in the normal course of meeting the restriction), or are the resources restricted to a use that does not contemplate their expenditure (the principal remaining intact with the asset invested)?

Non-Expendable Trust Funds are those whose principal must be preserved intact. Non-Expendable Trust Funds are most often used to account for the principal portion of endowments provided to the City by private donors with the stipulation that their principal be preserved intact.

The income from investment of Non-Expendable Trust Fund assets may be restricted to a particular purpose or may be unrestricted. For proper classification, the stream of resources arising from the investment income would have to go through the same question-and-answer process as new resources.

Expendable and Pension Trust Funds are those whose principal and income may be expended, at the direction of the trustee. If the City has the right of expenditure, then the funds are not classified in this group.



GENERAL FUND The General Fund accounts for those resources and their uses traditionally associated with government which are not required to be budgeted and accounted for in another fund.



(A) TAXES 31,814,274$ 33,875,936$ 6.48%(B) LICENSES & PERMITS 2,443,829$ 2,558,667$ 4.70%(C) INTERGOVERNMENTAL REVENUE 9,742,764$ 9,736,630$ -0.06%(D) MISCELLANEOUS REVENUE 1,213,020$ 1,250,045$ 3.05%(E) CHARGES FOR SERVICES 6,632,552$ 6,851,040$ 3.29%(F) FINES & FORFEITURES 1,474,715$ 1,496,835$ 1.50%(G) OTHER SOURCES* 29,454,493$ 29,171,694$ -0.96%

TOTAL 82,775,647$ 84,940,847$ 2.62%

*Includes Utility Transfer

GENERAL FUND

SOURCES BY CATEGORY

Where each dollar comes from...

FY 2005

G36%

F2% E

8% D1%

C12%

B3%

A38%

FY 2006

A40%

B3%

C12%

D1%

E8%

F2%

G34%




(A) PUBLIC SAFETY 42,411,149$ 43,839,269$ 3.37%(B) GENERAL GOVERNMENT SERVICES 16,952,192$ 17,639,779$ 4.06%(C) PHYSICAL ENVIRONMENT* 2,536,024$ 2,614,935$ 3.11%(D) TRANSPORTATION 8,400,767$ 8,552,074$ 1.80%(E) CULTURE & RECREATION 4,437,691$ 4,594,718$ 3.54%(F) OTHER USES 8,037,823$ 7,700,071$ -4.20%

TOTAL 82,775,647$ 84,940,847$ 2.6%

*Includes Economic Environment Activities

GENERAL FUND

USES BY FUNCTION

Where each dollar goes...

FY 2005

A51%

B21%

D 10%

C 3%

E5%

F10%

FY 2006

A52%

B21%

C 3%

D 10%

E5%

F9%



General Fund

Financial Plan for FY 2005 & FY 2006With Comparative Data for Prior Two Years

FY 2003 FY 2003 FY 2004 FY 2005 FY 2006ADOPTED ACTUAL ADOPTED ADOPTED PLAN

SOURCES OF FUNDS:

Revenues: Taxes $28,635,767 $28,594,030 $30,251,527 $31,814,274 $33,875,936 Licenses and Permits $2,035,198 $2,018,536 $2,204,098 $2,443,830 $2,558,667 Intergovernmental Revenue $7,913,741 $7,562,065 $8,884,948 $9,742,763 $9,736,630 Charges for Services $5,679,777 $6,403,068 $5,936,670 $6,632,552 $6,851,040 Fines and Forfeitures $1,331,018 $1,329,584 $1,533,981 $1,474,715 $1,496,835 Miscellaneous Revenues $1,175,863 $810,538 $1,127,796 $1,213,020 $1,250,045

$46,771,364 $46,717,821 $49,939,020 $53,321,154 $55,769,153

Transfers From: Other Funds $448,507 $551,783 $432,358 $607,523 $506,938 Utility Transfer $26,224,493 $25,916,113 $27,238,025 $27,210,060 $28,200,055 Fund Balance $2,560,281 $0 $1,406,910 $1,636,910 $464,701

$29,233,281 $26,467,896 $29,077,293 $29,454,493 $29,171,694

TOTAL SOURCES $76,004,645 $73,185,717 $79,016,313 $82,775,647 $84,940,847

USES OF FUNDS:

Expenditures: Expenses $71,359,873 $70,083,893 $71,957,053 $75,360,296 $78,072,848 Transfers $4,644,772 $6,420,595 $7,059,260 $7,415,351 $6,867,999

$76,004,645 $76,504,488 $79,016,313 $82,775,647 $84,940,847

TOTAL USES $76,004,645 $76,504,488 $79,016,313 $82,775,647 $84,940,847

EXCESS (DEFICIT) OF SOURCES OVER USES $0 ($3,318,771) $0 $0 $0

FUND BALANCES: October 1 $17,212,392 $17,897,583 $14,578,812 $13,171,902 $11,534,992

September 30 $14,652,111 $14,578,812 $13,171,902 $11,534,992 $11,070,291

NOTES: (1) The appropriation from fund balance in FY 2005 and FY 2006 are primarily related to debt service expenditures for the FFGFC of 1998, FFGFC of 2001, and FFGFC of 2002. The FY 2005 amount also includes $230,000 in proceeds from sale of the Savannah Grande parking lot. (2) The ending fund balances at the end of FY 2003 is based on the CAFR.



General FundRevenues and Other Sources of Funds Financial Plan for FY 2005 & FY 2006

With Comparative Data for Prior Two Years


TAXES: Real Property, Net $15,266,776 $15,532,877 $16,751,152 $18,204,817 $19,754,587 Hazmat Gross Receipts Tax $101,500 $241,065 $103,023 $204,403 $207,469 Local Option Gas Tax $572,342 $529,074 $544,146 $665,387 $774,973 Utility Service Tax: Electric $4,691,788 $5,082,096 $5,392,780 $5,431,600 $5,513,074 U of F Housing $28,414 $20,885 $27,049 $21,198 $21,516 U of F Physical Plant $51,519 $35,154 $44,527 $35,682 $36,217 Airport Tenant $656 $502 $554 $509 $517 Water $516,245 $553,894 $570,470 $620,000 $629,300 Natural Gas $643,170 $601,081 $644,445 $611,000 $620,165 Fuel Oil $6,005 $3,486 $3,542 $3,539 $3,592 Propane Gas $74,342 $68,117 $74,102 $69,139 $70,176 Simplified Communications Service Tax $6,683,010 $5,925,799 $6,095,737 $5,947,000 $6,244,350TOTAL TAXES $28,635,767 $28,594,030 $30,251,527 $31,814,274 $33,875,936

LICENSES AND PERMITS: Occupational Licenses $886,886 $869,124 $898,908 $903,350 $916,900 Home Occupational Permits $27,125 $26,736 $28,904 $29,338 $31,267 Building Permits $777,165 $773,719 $833,578 $890,155 $948,683 Miscellaneous Permits $14,310 $13,865 $15,251 $15,480 $16,498 Contractors Exam Fee $1,053 $1,140 $1,121 $1,138 $1,213 Electric, Plumbing & Gas Permits $148,266 $169,472 $157,653 $315,665 $336,420 Street Graphics Insp Fee $6,253 $8,269 $6,665 $6,765 $7,210 Landlord Licensing Fee $149,959 $135,781 $236,246 $255,780 $272,598 Taxi Licenses $3,881 $6,300 $4,137 $4,199 $4,475 Competency Renewal $20,300 $14,130 $21,635 $21,960 $23,403TOTAL LICENSES & PERMITS $2,035,198 $2,018,536 $2,204,098 $2,443,830 $2,558,667

INTERGOVERNMENTAL REVENUES: State Revenue Sharing - Sales Tax (Net) $1,277,917 $1,000,377 $1,364,516 $1,946,460 $1,801,398 State Revenue Sharing - Motor Fuel Tax (Net) $688,109 $729,085 $734,739 $1,048,095 $969,985 Mobile Home Licenses $33,110 $25,097 $33,763 $39,748 $40,543 Beverage Licenses $66,965 $59,254 $68,304 $74,535 $76,026 Half Cent Sales Tax $5,720,521 $5,447,266 $6,193,202 $6,042,262 $6,241,657 Firefighters Supplemental Comp $24,000 $39,191 $24,150 $24,000 $24,000 State Gas Tax Rebate $18,713 $27,141 $19,087 $19,469 $19,858 County/MTPO Contribution to B/PAB $6,586 $18,316 $6,586 $6,586 $6,586 FDOT-Traffic Signal Maintenance Agreement $36,000 $36,217 $126,321 $173,484 $178,689 FDOT-Streetlight Maintenance Agreement $0 $124,421 $271,624 $325,468 $335,232 State Grant-CAT Team $0 $13,880 $0 $0 $0 Payment in Lieu of Taxes-GHA Inc. $41,820 $41,820 $42,656 $42,656 $42,656TOTAL INTERGOV'TAL REVENUES $7,913,741 $7,562,065 $8,884,948 $9,742,763 $9,736,630






CHARGES FOR SERVICES: Airport Fire Services $391,400 $347,089 $399,228 $384,913 $396,460 Airport Security Services $251,852 $286,411 $256,889 $270,637 $276,049 S.F.C.C. Training Contract GPD - Recruitment $65,624 $65,624 $65,624 $65,624 $65,624 Miscellaneous Fees Police $25,500 $17,566 $26,010 $26,530 $27,061 GPD Billable Overtime $464,830 $474,425 $471,803 $500,000 $507,500 Zoning Fees $171,874 $192,605 $236,430 $312,355 $334,532 Document Reproduction Fees $1,893 $2,655 $1,930 $1,969 $2,008 Traffic Engineering Small Cities Projects $43,166 $7,002 $43,813 $44,470 $45,137 Fire Protection - County $0 $794,338 $0 $127,982 $130,542 Traffic Signals - County $131,376 $118,201 $134,004 $136,684 $139,418 Cemetery Fees $16,236 $32,645 $17,389 $43,860 $46,974 Parking-Meters and Permits $145,000 $171,773 $225,000 $287,200 $304,851 Parking Garage Revenues $0 $0 $0 $295,372 $335,784 Street Division Cost Recovery $88,642 $86,692 $92,188 $95,876 $99,711 Neighborhood Parking Decals $21,126 $17,780 $22,515 $22,853 $24,355 Recreation-Membership/Youth Sports $25,756 $19,551 $27,449 $27,861 $29,693 Swimming Pools $61,110 $75,389 $65,128 $66,105 $70,451 Recreation Centers/Playgrounds $116,016 $60,211 $123,644 $62,500 $66,609 Recreation Adult Sports $6,181 $4,500 $6,588 $6,687 $7,126 Utility Indirect Services $1,324,916 $1,324,906 $1,351,415 $1,389,576 $1,417,145 RTS Indirect Services $649,539 $649,539 $662,530 $675,781 $689,296 Airport Indirect Services $7,518 $6,401 $0 $0 $0 C.D.B.G. Indirect Services $130,535 $131,267 $133,145 $135,808 $138,524 S.M.U.F. Indirect Services $390,723 $390,723 $398,538 $406,509 $414,639 Solid Waste Indirect Services $105,380 $105,380 $107,488 $109,638 $111,831 Ironwood Indirect Services $127,713 $127,713 $130,267 $132,872 $135,530 Fleet Indirect Services $250,820 $250,820 $255,836 $260,953 $266,172 Gen. Insurance Indirect Services $123,749 $123,749 $126,224 $128,748 $131,323 E.H.A.B. Indirect Services $76,449 $76,449 $77,978 $79,538 $81,128 C.R.A. Indirect Services $71,054 $71,054 $72,475 $73,925 $75,403 Special Events Processing Fees $7,226 $4,740 $7,370 $7,515 $8,051 Cultural Affairs Accounts $97,912 $100,134 $104,438 $106,527 $114,090 Direct Financial Services - RTS $98,000 $98,000 $99,960 $101,959 $103,998 G.P.D./G.H.A./H.U.D. Contract $55,000 $42,406 $55,000 $55,000 $55,000 S.R.O. Contract - S.B.A.C $135,661 $125,330 $138,374 $188,725 $199,025TOTAL CHARGES FOR SERVICES $5,679,777 $6,403,068 $5,936,670 $6,632,552 $6,851,040






FINES & FORFEITURES: Court Fines & Forfeitures $820,220 $811,927 $984,344 $985,000 $999,775 Parking Fines $283,656 $324,825 $319,000 $325,000 $329,875 False Alarm Penalties $203,167 $161,885 $206,318 $140,031 $142,131 Code Enforcement Penalties $23,975 $30,947 $24,319 $24,684 $25,054TOTAL FINES & FORFEITURES $1,331,018 $1,329,584 $1,533,981 $1,474,715 $1,496,835

MISCELLANEOUS REVENUES: Interest on Investments $775,000 $501,342 $600,000 $675,000 $700,000 Rental of City Property $104,040 $122,544 $111,427 $113,656 $121,725 Porters Oaks Mortgages $4,000 $1,796 $4,000 $4,000 $4,000 AFSS Agreement-Airport $55,600 $55,600 $55,600 $55,600 $55,600 Demolition/Lot Clearing/Board & Seal $0 $32,042 $0 $30,000 $30,000 G.P.D. - Court Restitution $43,977 $28,797 $44,824 $26,528 $27,058 Recreation Nature Programs $55,080 $54,467 $58,991 $60,171 $61,374 CRA Promissory Notes Repayment $10,150 $0 $122,650 $115,525 $115,525 Other Misc Revenues $110,917 ($22,963) $112,863 $114,750 $116,617 Sale of Surplus Equipment $17,099 $36,913 $17,441 $17,790 $18,146TOTAL MISCELLANEOUS REVENUES $1,175,863 $810,538 $1,127,796 $1,213,020 $1,250,045

TOTAL REVENUES $46,771,364 $46,717,821 $49,939,020 $53,321,154 $55,769,153

TRANSFERS FROM OTHER FUNDS: Solid Waste Collection $300,000 $300,000 $300,000 $300,000 $300,000 General Capital Projects $0 $31,131 $0 $0 $0 Crossing Guard Trust $80,000 $80,000 $80,000 $100,000 $100,000 Cemetery Trust $42,507 $42,507 $43,358 $44,225 $45,110 U.D.A.G. $17,000 $78,009 $0 $133,380 $0 Downtown Redevelopment Trust $0 $0 $0 $20,918 $52,828 Arts in Public Places Trust $9,000 $9,000 $9,000 $9,000 $9,000 Miscellaneous Grants $0 $11,136 $0 $0 $0 Water/Wastewater Connections Surcharge $498,208 $445,512 $498,172 $257,040 $262,181 Electric Incentive $0 $235,756 $0 $0 $0 GRUCOMM $288,565 $288,565 $297,222 $306,138 $312,261 Gas Utility $1,095,527 $1,095,527 $1,120,157 $1,280,405 $1,344,425 Water $3,374,923 $3,119,264 $3,558,770 $3,372,828 $3,541,469 Wastewater $4,301,584 $4,064,950 $4,598,047 $4,313,022 $4,528,673 Electric $16,665,686 $16,666,539 $17,165,657 $17,680,627 $18,211,046TOTAL TRANSFERS $26,673,000 $26,467,896 $27,670,383 $27,817,583 $28,706,993

Appropriation from Fund Balance $2,560,281 $0 $1,406,910 $1,636,910 $464,701

TOTAL SOURCES $76,004,645 $73,185,717 $79,016,313 $82,775,647 $84,940,847

NOTE: (1) The appropriation from fund balance in FY 2005 and FY 2006 are primarily related to debt service expenditures for the FFGFC of 1998, FFGFC of 2001, and FFGFC of 2002. The FY 2005 amount also includes $230,000 in proceeds from sale of the Savannah Grande parking lot.



General FundExpenditures and Other Uses of Funds by Agency



AGENCY NAMES & NUMBERS Economic Development (660) $181,643 $161,361 $192,757 $283,061 $293,998 Administrative Services (700) $182,547 $186,289 $192,123 $188,636 $196,548 Commission (710) $175,415 $200,413 $213,566 $234,576 $234,576 Clerk of the Commission (720) $663,668 $637,832 $682,964 $708,832 $730,056 City Manager (730) $568,929 $544,782 $584,706 $639,189 $651,756 City Auditor (740) $396,555 $402,317 $408,622 $420,100 $429,104 City Attorney (750) $1,128,013 $1,015,089 $1,107,529 $1,257,720 $1,318,228 Computer Services (760) $2,006,117 $1,947,906 $2,069,278 $2,110,277 $2,214,252 Finance Department (770) $2,287,957 $2,200,808 $2,362,027 $2,469,995 $2,591,661 Equal Opportunity (780) $342,201 $320,404 $493,342 $432,456 $484,113 Community Development (790) $2,248,967 $2,143,511 $2,401,489 $2,454,982 $2,554,771 Public Works (800) $6,290,685 $6,206,274 $6,542,335 $7,296,920 $7,356,228 Police (810) $24,726,010 $24,689,209 $24,202,862 $25,690,398 $26,596,151 Fire/Rescue (820) $11,958,179 $12,151,614 $11,817,008 $12,064,348 $12,515,023 Combined Communications Center (830) $2,521,516 $2,630,896 $2,574,109 $2,574,109 $2,574,109 Recreation & Parks (850) $5,234,616 $5,157,167 $5,435,117 $5,525,748 $5,694,397 Building Inspection (860) $1,200,161 $1,172,883 $1,223,569 $1,286,051 $1,337,149 Cultural Affairs (870) $1,057,265 $1,084,705 $1,166,989 $1,212,473 $1,271,176 Human Resources (900) $1,219,582 $1,230,965 $1,268,703 $1,304,952 $1,355,469 Facilities Management (910) $2,057,549 $1,971,281 $2,014,453 $2,170,854 $2,220,576 Management and Budget (930) $493,599 $489,907 $512,832 $513,699 $533,815 Small Business Development (940) $98,565 $82,809 $102,382 $0 $0 Non-Departmental Expenditures (990) $8,964,906 $9,876,606 $11,447,551 $11,936,271 $11,787,691TOTAL GENERAL FUND USES $76,004,645 $76,504,488 $79,016,313 $82,775,647 $84,940,847

NOTES:(1) The FY 2003 actuals is net of $254,569 in encumbrances.



General Fund

Contingencies and TransfersFinancial Plan for FY 2005 & FY 2006



CONTINGENCY ACCOUNTS: Commission Contingency $150,000 $0 $187,371 $150,000 $150,000 Contract Issues $100,000 $24,273 $175,590 $100,000 $100,000 Retirees Adjustments $0 $483 $0 $0 $0 Insurance Premium-PPC $0 $0 $0 $0 $160,000 Charter Issues $145,031 $0 $0 $0 $0 PIO/Communication Office Issues $0 $0 $0 $143,136 $143,136 Personal Services Adjustment $100,000 $0 $100,000 $75,000 $75,000TOTAL CONTINGENCIES $495,031 $24,756 $462,961 $468,136 $628,136

TRANSFER TO OTHER FUNDS: Ironwood Golf Course $125,000 $125,000 $220,000 $220,000 $220,000 Downtown Parking Garage Construction (#326) $0 $792,171 $0 $0 $0 Road Construction Fund of 1996 $0 $5,000 $0 $0 $0 Misc Special Revenue Fund $0 $124,801 $0 $0 $0 Regional Transit System $442,160 $442,160 $442,160 $442,160 $442,160 Tax Increment 5th Ave $39,433 $41,840 $42,468 $61,098 $64,153 Tax Increment College Park/Univ. Heights $162,866 $189,378 $192,219 $283,494 $297,668 Tax Increment Downtown $177,438 $193,461 $207,414 $225,523 $236,799 Tax Increment Eastside $4,450 $21,116 $21,433 $37,278 $39,142 Miscellaneous Grants $0 $267,901 $0 $0 $0 General Capital Projects $889,481 $1,435,153 $415,000 $527,714 $234,168 Water/wastewater Surcharge Infrastructure $0 $0 $0 $128,520 $131,091 Economic Development Fund $125,000 $125,000 $0 $0 $0 FFGFC Bond of 1992 $0 $135 $0 $0 $0 FFGFC Bond of 1996 $480,243 $458,778 $479,093 $384,375 $385,625 FFGFC Bond of 1998 $965,807 $965,807 $963,211 $967,265 $797,569 FFGFC Bond of 2001 $625,600 $625,600 $624,200 $622,000 $624,000 FFGFC Bond of 2002 $607,294 $607,294 $611,710 $610,211 $613,437 POB-Series 2003A $0 $0 $506,431 $571,792 $298,266 POB-Series 2003B $0 $0 $2,333,921 $2,333,921 $2,483,921TOTAL TRANSFERS $4,644,772 $6,420,595 $7,059,260 $7,415,351 $6,867,999



General Fund

Non-Departmental (Agency #990) Expenditures Financial Plan for FY 2005 & FY 2006



ACCOUNT NAMES: Motor Pool $82,575 $87,503 $82,575 $95,139 $95,139 Unemployment Compensation State $20,000 $26,041 $20,000 $25,000 $25,000 Allowance Annexation Reserve $0 $3,556 $0 $0 $0 Summer Youth Job Program $35,000 $0 $35,000 $35,000 $35,000 Redistricting Analysis $0 $813 $0 $0 $0 Design Center $11,750 $15,618 $11,750 $11,750 $11,750 GIS Upgrade $12,000 $16,118 $12,360 $12,607 $12,859 Cable Franchise $27,000 $25,886 $0 $0 $0 Juvenile Assessment Center $70,000 $105,302 $0 $0 $0 Employer Homeowner Incentive $50,000 $20,000 $50,000 $50,000 $50,000 County Visioning Process $20,000 $20,000 $20,000 $0 $0 Wireless Master Telecommunications Plan $24,000 $0 $0 $0 $0 East Gainesville Development Corporation $15,000 $10,865 $0 $0 $0 Families Against Drugs $5,000 $5,000 $0 $0 $0 Freenet Project $25,000 $25,000 $25,000 $25,000 $25,000 Elections $90,000 $94,903 $95,000 $95,000 $95,000 Grant Match $0 $0 $57,515 $154,336 $203,936 Allowance for Boards & Committees (1) $702 $0 $0 $20,000 $20,000 Uncollectible Receivables $48,000 $116,349 $50,000 $50,000 $50,000 County Street Lights $588,175 $588,489 $599,938 $612,264 $624,509 County Fire Hydrant Rental $422,178 $435,228 $430,622 $452,811 $461,867 Transfer to Other Funds $4,644,772 $6,420,595 $7,059,260 $7,415,351 $6,867,999 Health Insurance Premium-Retirees $2,278,723 $2,133,675 $2,375,570 $2,352,377 $2,469,996 Contingency $495,031 $24,756 $462,961 $468,136 $628,136 Unallocated Health Insurance Credit (2) $0 ($319,091) $0 $0 $0 CP/UH Expansion $0 $0 $60,000 $0 $0 Keep Alachua County Beautiful $0 $0 $0 $30,000 $30,000 Gator Skeet Club $0 $0 $0 $6,500 $6,500 Gainesville Sports Organizing Committee $0 $0 $0 $25,000 $25,000 Parking Garage Maint. Fund $0 $0 $0 $0 $50,000 United Gainesville $0 $20,000 $0 $0 $0TOTALS $8,964,906 $9,876,606 $11,447,551 $11,936,271 $11,787,691

NOTE: (1) Allocated to individual operating departments in FY 2003 and FY 2004. (2) Adjustment required by the external auditor plus other minor adjustments.



GENERAL FUNDFY 2004 FUND BALANCE PROJECTION

Financial Plan for FY 2005 & FY 2006

9-30-03 FY 2004 Activity 9-30-04Actual Increases Decreases Projected

RESERVED FUND BALANCESInventories $ 97,855 0 0 97,855Operating Reserve Policy 4,193,648 0 0 4,193,648Electric Deregulation 2,214,200 0 0 2,214,200Encumbrances 254,569 222,713 0 477,282Long-Term Receivables: PC Loans 549,684 3,222 0 552,906 Lifequest 49,370 12,417 0 61,787 Arlington Square 54,275 0 (2,818) 51,457 Commerce Building 836,900 0 0 836,900 West Univ Ave. Lofts Project 466,000 0 0 466,000 Golf Carts 195,907 0 0 195,907 Other Notes Receivable 29,945 0 (2,961) 26,984Debt Service-FFGFC Loan of 1998 316,000 260,499 (171,000) 405,499Debt Service-FFGFC Loan of 2001 870,400 145,000 (624,200) 391,200Debt Service-FFGFC Loan of 2002 1,479,683 0 (611,710) 867,973State Road 26/26A Project 753,326 0 (753,326) 0Transfer to General Capital Projects Fund 1,672,513 0 (1,072,513) 600,000Carry Forward of Unspent Budgets 235,733 0 (161,183) 74,550FCT Grant Match 210,588 0 (210,588) 0FY 2005 Appropriations 0 230,000 0 230,000

14,480,596 873,851 (3,610,299) 11,744,148UNRESERVED FUND BALANCES

Undesignated 98,216 191,555 (289,771) 0TOTAL FUND BALANCE $ 14,578,812 1,065,406 (3,900,070) 11,744,148

NOTES:(1) The Operating Reserve Policy is based on the provisions of Resolution No. R-94-38 adopted June 27, 1994.

(2) The projected fund balance as of September 30, 2004, is based on pre-audit account balances.

(3) Unexpended reserve balances will be carried forward to future years until completion of its purpose.

__________________ FY 2004-2005/2005-2006 FINANCIAL__________________________________________________ AND OPERATING PLAN

_______________________________________________________________ CITY OF ________________________ GAINESVILLE



9-30-04 FY 2005 Activity 9-30-05Projected Increases Decreases Projected

RESERVED FUND BALANCESInventories $ 97,855 0 0 97,855Operating Reserve Policy 4,193,648 310,911 0 4,504,559Electric Deregulation 2,214,200 0 0 2,214,200Encumbrances 477,282 0 0 477,282Long-Term Receivables: PC Loans 552,906 0 0 552,906 Lifequest 61,787 0 0 61,787 Arlington Square 51,457 0 (3,000) 48,457 Commerce Building 836,900 0 (46,030) 790,870 West Univ Ave. Lofts Project 466,000 0 0 466,000 Golf Carts 195,907 0 (45,000) 150,907 Other Notes Receivable 26,984 0 0 26,984Debt Service-FFGFC Loan of 1998 405,499 0 (405,499) 0Debt Service-FFGFC Loan of 2001 391,200 0 (391,200) 0Debt Service-FFGFC Loan of 2002 867,973 0 (610,211) 257,762Transfer to General Capital Projects Fund 600,000 0 (250,000) 350,000Carry Forward of Unspent Budgets 74,550 0 0 74,550FY 2005 Appropriations 230,000 0 (230,000) 0

11,744,148 310,911 (1,980,940) 10,074,119UNRESERVED FUND BALANCES

Undesignated 0 0 0 0TOTAL FUND BALANCE $ 11,744,148 310,911 (1,980,940) 10,074,119



____________________FY 2004-2005/2005-2006 FINANCIAL__________________________________________________ AND OPERATING PLAN




9-30-05 FY 2006 Activity 9-30-06Projected Increases Decreases Projected

RESERVED FUND BALANCESInventories $ 97,855 0 0 97,855Operating Reserve Policy 4,504,559 204,918 0 4,709,477Electric Deregulation 2,214,200 0 0 2,214,200Encumbrances 477,282 0 0 477,282Long-Term Receivables: PC Loans 552,906 0 0 552,906 Lifequest 61,787 0 0 61,787 Arlington Square 48,457 0 (3,000) 45,457 Commerce Building 790,870 0 (46,030) 744,840 West Univ Ave. Lofts Project 466,000 0 0 466,000 Golf Carts 150,907 0 (45,000) 105,907 Other Notes Receivable 26,984 0 0 26,984Debt Service-FFGFC Loan of 2002 257,762 206,939 (464,701) 0Transfer to General Capital Projects Fund 350,000 0 0 350,000Carry Forward of Unspent Budgets 74,550 0 0 74,550

10,074,119 411,857 (558,731) 9,927,245UNRESERVED FUND BALANCES

Undesignated 0 0 0 0TOTAL FUND BALANCE $ 10,074,119 411,857 (558,731) 9,927,245



_____________________FY 2004-2005/2005-2006 FINANCIAL__________________________________________________ AND OPERATING PLAN

________________________________________________________ CITY OF____________________________ GAINESVILLE

______________ FY 2004-2005/2005-2006 FINANCIAL _____________________________________________ AND OPERATING PLAN

SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for specific revenue sources that are restricted to expenditures for specified purposes. The Special Revenue Funds used by the City of Gainesville are distinguished by a need for unique identification and/or reporting techniques which make it desirable to separate them from the General Fund. The following Special Revenue Funds are included in this budget:

Gainesville Enterprise Zone Development Agency (GEZDA) Fund - To account for the operation of the Gainesville Enterprise Zone Development Agency. This agency was created by City Ordinance number 4069, adopted April 10, 1995, to carry out the economic development and redevelopment purposes of Chapter 290, Florida Statutes.

Community Development Block Grant (CDBG) Fund - To account for unique requirements of an annual Federal entitlement used primarily to refurbish and rehabilitate deteriorated housing in target neighborhoods. Urban Development Action Grant (UDAG) Fund - To account for Urban Development Action Grant Funds loaned to a local developer for construction of a downtown parking garage. The loan is to be repaid based on provisions of an agreement. Home Investment Partnership (HOME) Grant Fund - To account for HOME Investment Partnerships Program Grant funds received by the City of Gainesville. This program was created under Title II of the Cranston-Gonzalez National Affordable Housing Act of 1990.

Cultural Affairs Special Projects Fund - To account for revenues and expenditures associated with various cultural, nature and special events activities provided for the benefit of City residents. Financing is provided by various charges for services and miscellaneous revenue sources. State Law Enforcement Contraband Forfeiture Fund - To account for law enforcement related projects funded by the proceeds from confiscated property forfeited under the provisions of Sections 932.701 through 932.704, Florida Statutes.

Federal Law Enforcement Contraband Forfeiture Fund - To account for federal law enforcement related projects funded by the proceeds from federal confiscated property forfeited under the provisions of USC 21 SS 881 and U.S. Department of Justice, Guide to Equitable Sharing of Federally Forfeited Property for State and Local Law Enforcement Agencies.

Community Redevelopment Agency Fund - To account for the operation of the Community Redevelopment Agency. This agency is primarily funded by tax increment revenues which were created for the purpose of carrying out community redevelopment activities (as authorized by Chapter 163, Florida Statutes). Street, Sidewalk, and Ditch Improvement Fund - To account for the provisions and financing of paving and ditch improvement projects. Prior to September 30, 1987, this fund was classified as a Special Assessment Fund type. In accordance with generally accepted accounting principles, the fund is classified as a Special Revenue Fund type during the non-construction phase. Economic Development Fund - To account for economic development related projects and activities funded primarily by occupational license fee revenues. This fund was established by the City Commission in FY 1996.

Miscellaneous Grants Fund - To account for miscellaneous grant activities. Grant accounts are normally established after execution of the grant agreement.



Transportation Concurrency Exception Area Fund (T.C.E.A.) – To account for funds contributed by real estate developers in the City of Gainesville to mitigate the development’s impact on transportation. This fund was established based on the provisions of Ordinance #981310 adopted December 13, 1999. Water/Wastewater Infrastructure Fund – To account for half of the funds collected for the surcharges on water and wastewater connection fees and used for the expansion of water, wastewater and reclaimed water facilities in the incorporated area of the City. Resolution #030223 specifies that expenditures will be based on the following: 20% for Health/Safety/Environmental projects, 20% for Affordable Housing projects, and 60% for Programmed Extension projects. Recreation Programs Fund – To account for revenues and expenditures related to special recreation programs.

Miscellaneous Special Revenue Fund - To account for revenues which are restricted to a specific project or activity. Destination Enhancement Fund – To account for revenues and expenditures related to Tourism Development and Destination Enhancement activities. The City’s Cultural Affairs Department administers the program for Alachua County based on an agreement.


GEZDA 101

Community Development Block Grant

102

Urban Development Action Grant

103

HOME Grant

104

Cultural Affairs Special

Projects 107

Law Enforcement Contraband

108SOURCES OF FUNDS:Revenues: Intergovernmental Revenue $0 $1,504,000 $0 $949,406 $0 $0 Charges for Services $0 $0 $0 $0 $426,500 $0 Fines and Forfeitures $0 $0 $0 $0 $0 $0 Miscellaneous Revenues $0 $0 $156,751 $0 $97,400 $0

$0 $1,504,000 $156,751 $949,406 $523,900 $0Transfers: General Fund $0 $0 $0 $0 $0 $0 Redevelopment Trust Funds $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0

Total Sources $0 $1,504,000 $156,751 $949,406 $523,900 $0

USES OF FUNDS:

Expenditures: Special Revenue Projects $0 $1,487,790 $0 $947,111 $476,972 $0

Transfers to: General Fund $0 $0 $133,380 $0 $0 $0 Debt Service Funds $0 $16,210 $0 $2,295 $0 $0

$0 $16,210 $133,380 $2,295 $0 $0

Total Uses $0 $1,504,000 $133,380 $949,406 $476,972 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $0 $0 $23,371 $0 $46,928 $0

FUND BALANCES: October 1 $5,038 $172,462 $364,285 $11,963 $165,601 $29,338

September 30 $5,038 $172,462 $387,656 $11,963 $212,529 $29,338

Special Revenue Funds


_________________ FY 2004-2005/2005-2006 FINANCIAL ________________________________________________ AND OPERATING PLAN



109

Community Redev. Agency

111

Street, Sidewalk & Ditch

113

Economic Developmen

t 114

Misc. Grants

115T.C.E.A.

116

Water/WW Expansion

117

Recreation Programs

122

Misc. Special

Revenue 123

Destination Enhancement

124

TOTALS

$0 $0 $0 $0 $0 $0 $0 $0 $5,000 $312,567 $2,770,973$0 $0 $0 $0 $0 $0 $0 $192,055 $250,000 $0 $868,555$0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $50,000$0 $0 $8,776 $158,500 $42,500 $0 $0 $0 $0 $0 $463,927$0 $0 $8,776 $158,500 $42,500 $0 $0 $192,055 $305,000 $312,567 $4,153,455

$0 $0 $0 $0 $0 $0 $128,520 $0 $0 $0 $128,520$0 $408,462 $0 $0 $0 $0 $0 $0 $0 $0 $408,462$0 $408,462 $0 $0 $0 $0 $128,520 $0 $0 $0 $536,982

$0 $408,462 $8,776 $158,500 $42,500 $0 $128,520 $192,055 $305,000 $312,567 $4,690,437

$0 $382,649 $0 $299,500 $0 $0 $128,520 $195,109 $305,000 $312,567 $4,535,218

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $133,380$0 $3,700 $0 $0 $0 $0 $0 $0 $0 $0 $22,205$0 $3,700 $0 $0 $0 $0 $0 $0 $0 $0 $155,585

$0 $386,349 $0 $299,500 $0 $0 $128,520 $195,109 $305,000 $312,567 $4,690,803

$0 $22,113 $8,776 ($141,000) $42,500 $0 $0 ($3,054) $0 $0 ($366)

$4,805,581 $68,376 $107,195 $301,752 $1,162,135 $87,156 $0 $63,998 $179,916 $103,290 $7,628,086

$4,805,581 $90,489 $115,971 $160,752 $1,204,635 $87,156 $0 $60,944 $179,916 $103,290 $7,627,720

Special Revenue Funds (Continued)




GEZDA 101


102

Urban Development Action Grant

103

HOME Grant

104

Cultural Affairs Spec.

Projects 107


108SOURCES OF FUNDS:Revenues: Intergovernmental Revenue $0 $1,504,000 $0 $895,228 $0 $0 Charges for Services $0 $0 $0 $0 $426,500 $0 Fines and Forfeitures $0 $0 $0 $0 $0 $0 Miscellaneous Revenues $0 $0 $156,751 $0 $97,400 $0

$0 $1,504,000 $156,751 $895,228 $523,900 $0Transfers: General Fund $0 $0 $0 $0 $0 $0 Redevelopment Trust Funds $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0

Total Sources $0 $1,504,000 $156,751 $895,228 $523,900 $0

USES OF FUNDS:

Expenditures: Special Revenue Projects $0 $1,495,544 $0 $894,031 $461,972 $0

Transfers to: Debt Service Funds $0 $8,456 $0 $1,197 $0 $0

$0 $8,456 $0 $1,197 $0 $0

Total Uses $0 $1,504,000 $0 $895,228 $461,972 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $0 $0 $156,751 $0 $61,928 $0

FUND BALANCES: October 1 $5,038 $172,462 $387,656 $11,963 $212,529 $29,338

September 30 $5,038 $172,462 $544,407 $11,963 $274,457 $29,338






109

Community Redev. Agency

111

Street, Sidewalk & Ditch

113

Economic Developmen

t 114

Misc. Grants

115T.C.E.A.

116

Water/WW Expansion

117

Recreation Programs

122

Misc. Special

Revenue 123

Destination Enhancement

124

TOTALS

$0 $0 $0 $0 $0 $0 $0 $0 $5,000 $312,567 $2,716,795$0 $0 $0 $0 $0 $0 $0 $199,798 $250,000 $0 $876,298$0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $50,000$0 $0 $8,776 $162,500 $42,500 $0 $0 $0 $0 $0 $467,927$0 $0 $8,776 $162,500 $42,500 $0 $0 $199,798 $305,000 $312,567 $4,111,020

$0 $0 $0 $0 $0 $0 $131,092 $0 $0 $0 $131,092$0 $430,536 $0 $0 $0 $0 $0 $0 $0 $0 $430,536$0 $430,536 $0 $0 $0 $0 $131,092 $0 $0 $0 $561,628

$0 $430,536 $8,776 $162,500 $42,500 $0 $131,092 $199,798 $305,000 $312,567 $4,672,648

$0 $406,499 $0 $254,500 $0 $0 $131,092 $202,187 $305,000 $312,567 $4,463,392

$0 $1,930 $0 $0 $0 $0 $0 $0 $0 $0 $11,583$0 $1,930 $0 $0 $0 $0 $0 $0 $0 $0 $11,583

$0 $408,429 $0 $254,500 $0 $0 $131,092 $202,187 $305,000 $312,567 $4,474,975

$0 $22,107 $8,776 ($92,000) $42,500 $0 $0 ($2,389) $0 $0 $197,673

$4,805,581 $90,489 $115,971 $160,752 $1,204,635 $87,156 $0 $60,944 $179,916 $103,290 $7,627,720

$4,805,581 $112,596 $124,747 $68,752 $1,247,135 $87,156 $0 $58,555 $179,916 $103,290 $7,825,393

Special Revenue Funds (Continued)





SOURCES OF FUNDS: Revenues: Miscellaneous: Interest on Investments $0 $122 $0 $0 $0 Transfer from General Fund $0 $10,400 $0 $0 $0

TOTAL SOURCES $0 $10,522 $0 $0 $0

USES OF FUNDS: Expenditures: East G'ville Master Plan $0 $11,221 $0 $0 $0

TOTAL USES $0 $11,221 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $0 ($699) $0 $0 $0

FUND BALANCES: October 1 $7,411 $5,737 $5,038 $5,038 $5,038

September 30 $7,411 $5,038 $5,038 $5,038 $5,038

NOTE:



G.E.Z.D.A.

(1) This fund was established during FY96/97 to account for Gainesville Enterprise Zone Development Agency (G.E.Z.D.A.) activities.

Fund 101Financial Plan for FY 2005 & FY 2006




SOURCES OF FUNDS: Revenues: Intergov'mental.-Fed. Entitlement: Current Year $1,615,000 $1,615,089 $1,530,000 $1,483,000 $1,483,000 Prior Year $50,000 $0 $0 $21,000 $21,000

$1,665,000 $1,615,089 $1,530,000 $1,504,000 $1,504,000

Miscellaneous: Property Rentals $0 $71,058 $0 $0 $0 Other $0 $48,462 $0 $0 $0

$0 $119,520 $0 $0 $0

TOTAL SOURCES $1,665,000 $1,734,609 $1,530,000 $1,504,000 $1,504,000

USES OF FUNDS: Expenditures: Housing $766,205 $790,937 $717,300 $707,924 $706,142 Economic Development $45,000 $88,358 $32,700 $16,620 $33,241 Public Facilities/Infrastructure $282,590 $328,492 $244,500 $258,582 $232,958 Public Services $242,250 $254,162 $229,500 $222,450 $222,450 Acquisition $50,412 $0 $0 $0 $0 Administration/Planning $278,543 $272,660 $306,000 $298,424 $309,209

TOTAL USES $1,665,000 $1,734,609 $1,530,000 $1,504,000 $1,504,000

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $0 $0 $0 $0


September 30 $172,462 $172,462 $172,462 $172,462 $172,462

NOTE:(1) FY 2003 total uses is net of encumbrances.


Community Development Block Grant Fund 102





Community Development Block Grant Fund 102

Financial Plan for FY 2005Program Expenditures

FY 2005ADOPTED TOTALS

HOUSING: Housing Division $611,324 Central Florida Comm Action Agency $30,000 Dignity Project $21,600 Neighborhood Housing Development Corporation $45,000SUBTOTAL $707,924

ECONOMIC DEVELOPMENT: East Gainesville Development Corp. $16,620SUBTOTAL $16,620

PUBLIC FACILITIES: McGurn YMCA $9,000 City of Gainesville - Rosa B. Williams Park $9,030 City of Gainesville - T.B. McPherson Center $16,620 Gainesville Public Works Infrastructure Projects $222,450 Peaceful Paths Domestic Abuse Network (SPARC) $6,600SUBTOTAL $263,700

PUBLIC SERVICES (15% Cap): Boys & Girls Club of Alachua County $20,000 Central Florida Community Action Agency $20,000 Child Advocacy Center $12,600 Child Care Resources, Inc. $21,340 Cultural Arts Coalition $4,000 Easter Seals Florida, Inc. $6,710 Elder Care of Alachua County (Santa Fe Community Care) $67,000 Fl Certified Organic Growers, Inc. $5,000 Gateway Girl Scout Council, Inc. $7,000 Interfaith Hospitality Network of Greater Gainesville $10,000 Peaceful Paths Domestic Abuse Network (SPARC) $8,000 Pleasant Place $10,000 Programs for Interdisciplinary Education $7,000 St. Francis House $20,000 The Preserve $3,800SUBTOTAL $222,450

PLANNING & ADMINISTRATION: Block Grant Division $254,287 Indirect Cost $39,019SUBTOTAL $293,306

TOTAL EXPENDITURES $1,504,000



FY 2003 FY 2003 FY 2004 FY 2005 FY 2006ADOPTED ACTUAL AMENDED ADOPTED PLAN

SOURCES OF FUNDS: Revenues: Loan Interest $47,304 $43,680 $39,559 $35,995 $32,322 Loan Principal $126,641 $191,079 $117,192 $120,756 $124,429

TOTAL SOURCES $173,945 $234,759 $156,751 $156,751 $156,751

USES OF FUNDS: Transfer to: General Fund $17,000 $78,009 $0 $133,380 $0 Downtown Pkg. Garage Construction $0 $0 $0 $0 $0

TOTAL USES $17,000 $78,009 $0 $133,380 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $156,945 $156,750 $156,751 $23,371 $156,751


September 30 $207,728 $207,534 $364,285 $387,656 $544,407

NOTES:

With Comparative Data for Prior Two YearsFinancial Plan for FY 2005 & FY 2006


Urban Development Action Grant FundFund 103

(1) The $200,000 bridge loan made from the General Fund was repaid, about five years ahead of schedule, on October 29, 2002.(2) The $2,000,000 U.D.A.G. Loan will be paid off in November, 2013.

(3) This Fund contributed $619,810 from its fund balance for the construction of the Downtown Parking Garage in FY 2002.




SOURCES OF FUNDS: Federal Grant $783,000 $602,259 $863,360 $949,406 $895,228 Property Sales $0 $173,077 $0 $0 $0 Loan Repayments $0 $24,780 $0 $0 $0 Other Revenues $0 $19,202 $0 $0 $0TOTAL SOURCES $783,000 $819,318 $863,360 $949,406 $895,228

USES OF FUNDS: Gainesville Community Ministry $18,000 $14,657 $19,442 $19,442 $19,442 CFCAA $78,000 $101,800 $84,207 $79,000 $79,000 Habitat for Humanity $50,000 $41,209 $49,900 $0 $0 St. Francis House $25,000 $33,307 $40,000 $23,000 $23,000 Subtotal $171,000 $190,973 $193,549 $121,442 $121,442Planning & Administration: Block Grant Mgmt & Review $68,662 $73,074 $83,062 $82,018 $85,106 Subtotal $68,662 $73,074 $83,062 $82,018 $85,106Housing Division: Homeowner Rehab Program $250,000 $333,459 $300,749 $455,126 $372,860 Cedar Grove II $0 $76,539 $0 $50,000 $0 Infill Housing - New Construction $50,000 $0 $0 $0 $0 Rental Housing - New Construction $50,000 $0 $50,000 $0 $0 Purchase Rehab $50,000 $14,852 $75,000 $0 $75,000 Rental Rehab Program $50,000 $9,710 $75,000 $50,000 $50,000 Subtotal $450,000 $434,560 $500,749 $555,126 $497,860N.H.D.C.: CHDO Operating Expenses $5,678 $2,947 $6,000 $3,875 $3,875 New Construction $87,660 $33,448 $80,000 $186,945 $186,945 Affordable Housing Development $0 $84,315 $0 $0 $0 Subtotal $93,338 $120,710 $86,000 $190,820 $190,820

TOTAL USES $783,000 $819,317 $863,360 $949,406 $895,228



September 30 $11,962 $11,963 $11,963 $11,963 $11,963


HOME Grant FundFund 104





SOURCES OF FUNDS: Revenues: Charges for Services $401,500 $245,540 $406,000 $426,500 $426,500 Intergovernmental Revenue $0 $6,000 $0 $0 $0 Transfer from General Fund $0 $10,000 $0 $0 $0 Miscellaneous: Interest $6,000 $6,158 $6,000 $6,000 $6,000 Donations $165,000 $180,815 $15,000 $71,000 $71,000 Rents & Fees $28,364 $12,980 $30,000 $20,400 $20,400TOTAL SOURCES $600,864 $461,493 $457,000 $523,900 $523,900

USES OF FUNDS: Hoggetowne Medieval Faire $300,000 $210,291 $300,000 $241,110 $241,110 Downtown Festival & Arts Show $91,950 $73,776 $90,000 $81,150 $81,150 Downtown Plaza Events $25,000 $24,940 $29,000 $4,000 $4,000 Festival of Lights $0 $28,436 $0 $0 $0 Ice Skating Rink $0 $25,000 $0 $74,600 $59,600 Jazz Festival $0 $57,336 $0 $41,400 $41,400 Cultural Tourism Grant $45,479 $0 $0 $0 $0 Thomas Center Projects $5,000 $1,257 $5,000 $5,000 $5,000 Wilhemina Johnson Resource Ctr. $0 $0 $0 $0 $0 Tench Building $2,000 $1,798 $2,000 $2,000 $2,000 Gator Trails $150,000 $116,758 $0 $0 $0 AfterJam $0 $13,163 $0 $20,230 $20,230 Other Events $25,596 $28,093 $27,232 $7,482 $7,482

TOTAL USES $645,025 $580,848 $453,232 $476,972 $461,972

EXCESS (DEFICIT) OF SOURCESOVER USES ($44,161) ($119,355) $3,768 $46,928 $61,928


September 30 $161,833 $172,446 $165,601 $212,529 $274,457


Cultural Affairs FundFund 107






SOURCES OF FUNDS: Revenues: Fines & Forfeitures $0 $3,313 $0 $0 $0 Miscellaneous: Auction Proceeds $0 $2,898 $0 $0 $0 Investment Income $0 $1,104 $0 $0 $0TOTAL SOURCES $0 $7,315 $0 $0 $0

USES OF FUNDS: Expenditures: Legal Office $0 $12,744 $0 $0 $0 Neighborhood Crime Watch $0 $945 $0 $0 $0 Drug-Free Calendar $0 $5,000 $0 $0 $0TOTAL USES $0 $18,689 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $0 ($11,374) $0 $0 $0


September 30 $44,598 $29,338 $29,338 $29,338 $29,338

NOTES:


(1) Florida State Law forbids anticipation of forfeiture funds for budget purposes.(2) This Fund was redefined in FY 1999 to account for State forfeiture funds only. Prior to FY 1999, this Fund accounted for both Federal and State forfeiture funds and activities.(3) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.



State Law Enforcement Contraband Forfeiture FundFund 108




SOURCES OF FUNDS: Revenues: Fines & Forfeitures $0 $5,028,894 $0 $0 $0 Miscellaneous: Investment Income $0 $86,990 $0 $0 $0TOTAL SOURCES $0 $5,115,884 $0 $0 $0

USES OF FUNDS: Expenditures: Joint Aviation Unit $0 $56,314 $0 $0 $0 ID-A-Kid $0 $74 $0 $0 $0 Mounted Unit $0 $24,666 $0 $0 $0 Compstat Room/Video Equipment $0 $15,784 $0 $0 $0 GIS Conversion Project $0 $2,841 $0 $0 $0 Wireless Project $0 $332,088 $0 $0 $0 Comprehensive Drug Plan $0 $30,731 $0 $0 $0 Property Bldg./Front Desk Renovation $0 $2,500 $0 $0 $0

TOTAL USES $0 $464,998 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $4,650,886 $0 $0 $0

FUND BALANCES: October 1 $298,527 $154,695 $4,805,581 $4,805,581 $4,805,581

September 30 $298,527 $4,805,581 $4,805,581 $4,805,581 $4,805,581

NOTES:



Federal Law Enforcement Contraband Forfeiture FundFund 109

(2) This Fund was established after adoption of the FY 1999 budget. The initial fund balance was established via a fund equity transfer from Fund 108.(3) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.

(1) Federal Law forbids anticipation of forfeiture funds for budget purposes.




SOURCES OF FUNDS: Transfers From: Downtown Redevelop. Trust $105,055 $105,055 $109,047 $136,407 $143,748 Fifth Avenue Redevelop. Trust $25,490 $25,490 $26,412 $56,841 $64,583 College Pk./University Heights Trust $105,555 $105,555 $109,547 $188,535 $192,741 East Gainesville Redev. Trust $10,246 $11,597 $10,564 $26,679 $29,464 Miscellaneous $0 $1,718 $0 $0 $0TOTAL SOURCES $246,346 $249,415 $255,570 $408,462 $430,536

USES OF FUNDS: Expenditures: CRA-Administration $226,346 $275,882 $248,157 $382,649 $406,499 Transfer to POB-S2003A (226) $0 $0 $3,278 $3,700 $1,930

TOTAL USES $226,346 $275,882 $251,435 $386,349 $408,429

EXCESS (DEFICIT) OF SOURCESOVER USES $20,000 ($26,467) $4,135 $22,113 $22,107


September 30 $131,885 $64,241 $68,376 $90,489 $112,596

NOTES:


(1) The Community Redevelopment Agency was established by Ordinance #4074, adopted May 8, 1995.



Community Redevelopment Agency FundFund 111

(2) The College Park/Depot Avenue District Name was changed to College Park/University Heights during FY 96/97.




SOURCES OF FUNDS: Miscellaneous: Assessments $0 $4,776 $0 $4,776 $4,776 Interest on Investments $4,000 $3,082 $4,000 $4,000 $4,000 Interest on Special Assessments $0 $623 $0 $0 $0TOTAL SOURCES $4,000 $8,481 $4,000 $8,776 $8,776

USES OF FUNDS: Street & Sidewalk Projects $0 $0 $0 $0 $0

TOTAL USES $0 $0 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $4,000 $8,481 $4,000 $8,776 $8,776


September 30 $95,091 $103,195 $107,195 $115,971 $124,747

NOTE:



Street, Sidewalk & Ditch Improvement FundFund 113

(1) This Fund had $22,912 in Assessments Receivable at the end of FY 2003.




SOURCES OF FUNDS: Miscellaneous: Interest on Investments $7,500 $9,515 $7,500 $4,500 $4,500 Rental Income $76,439 $103,894 $80,261 $153,000 $157,000 Other $864 $5,661 $907 $1,000 $1,000 Transfer from: General Fund $125,000 $125,000 $0 $0 $0TOTAL SOURCES $209,803 $244,070 $88,668 $158,500 $162,500

USES OF FUNDS: Technology Incubator $147,303 $205,774 $151,168 $224,500 $229,500 Plan East G'ville-Land/Infrastructure $0 $0 $0 $50,000 $0 GTEC Tenant Transition Program $0 $0 $0 $15,000 $15,000 Business Retention Program $0 $0 $0 $10,000 $10,000 Airport Industrial Park $0 $39,776 $0 $0 $0TOTAL USES $147,303 $245,550 $151,168 $299,500 $254,500

EXCESS (DEFICIT) OF SOURCESOVER USES $62,500 ($1,480) ($62,500) ($141,000) ($92,000)


September 30 $121,439 $364,252 $301,752 $160,752 $68,752

NOTES:



Economic Development FundFund 114

(1) This Fund was established in FY 1996.

(2) Significant portion of this Fund's fund balance is expected to be reserved for economic development incentive program.




SOURCES OF FUNDS: Intergovernmental Revenue $0 $3,663,752 $0 $0 $0 Miscellaneous: Interest on Investments $50,000 $116,584 $50,000 $42,500 $42,500 Other Revenues $0 $82,672 $0 $0 $0 Transfer from: General Fund $0 $329,077 $0 $0 $0 General Capital Projects Fund $0 $150,000 $0 $0 $0 FFGFC of 2002 Capital Projects Fund $0 $15,000 $0 $0 $0TOTAL SOURCES $50,000 $4,357,085 $50,000 $42,500 $42,500

USES OF FUNDS: Grant Expenditure $0 $5,016,039 $0 $0 $0 Transfer to General Fund $0 $11,136 $0 $0 $0TOTAL USES $0 $5,027,175 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $50,000 ($670,090) $50,000 $42,500 $42,500


September 30 $1,550,202 $1,112,135 $1,162,135 $1,204,635 $1,247,135

NOTES:


Miscellaneous Grants Fund

(1) This Fund was established after adoption of the FY 1999 budget.

(2) Miscellaneous Grant budgets are not recognized until the grants are officially received. (3) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.






SOURCES OF FUNDS: Transportation Concurrency Exception Fees $0 $92,217 $16,606 $0 $0 Miscellaneous: Interest on Investments $0 $7,948 $0 $0 $0TOTAL SOURCES $0 $100,165 $16,606 $0 $0

USES OF FUNDS: Project Expenditures $0 $1,077 $157,234 $0 $0TOTAL USES $0 $1,077 $157,234 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $99,088 ($140,628) $0 $0


September 30 $65,303 $227,784 $87,156 $87,156 $87,156

NOTES:



Transportation Concurrency Exception Area FundFund 116


(1) This Fund was established based on the provisions of Ordinance # 981310 adopted December 13, 1999.(2) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed. FY 2003 actual uses do not include $83,746 encumbrances.




SOURCES OF FUNDS:General Fund Transfer $0 $0 $222,756 $128,520 $131,092TOTAL SOURCES $0 $0 $222,756 $128,520 $131,092

USES OF FUNDS:Health /Safety/Environment $0 $0 $44,551 $25,704 $26,218Affordable Housing $0 $0 $44,551 $25,704 $26,218Programmed Extensions $0 $0 $133,654 $77,112 $78,655TOTAL USES $0 $0 $222,756 $128,520 $131,092


FUND BALANCES: October 1 $0 $0 $0 $0 $0

September 30 $0 $0 $0 $0 $0

NOTE: (1) This Fund was established based on the provisions of Resolution #030223 adopted July 28, 2003.



Water/Wastewater Infrastructure FundFund 117





SOURCES OF FUNDS: Administrative Program Revenues $0 $1,623 $0 $0 $0 Aquatic Program Revenues $35,000 $35,523 $35,000 $32,285 $37,800 Athletic Program Revenues $103,000 $119,971 $103,000 $119,770 $121,998 Centers Program Revenues $40,000 $61,729 $40,000 $40,000 $40,000 Playground Program Revenues $0 $11,885 $0 $0 $0TOTAL SOURCES $178,000 $230,731 $178,000 $192,055 $199,798

USES OF FUNDS: Aquatic Programs $35,000 $71,995 $35,000 $29,283 $34,799 Athletic Programs $103,000 $120,329 $103,000 $121,826 $123,388 Centers Programs $40,000 $37,728 $40,000 $44,000 $44,000 Playgrounds Programs $0 $1,478 $0 $0 $0TOTAL USES $178,000 $231,530 $178,000 $195,109 $202,187

EXCESS (DEFICIT) OF SOURCESOVER USES $0 ($799) $0 ($3,054) ($2,389)


September 30 $6,718 $63,998 $63,998 $60,944 $58,555

NOTE:


Recreation Programs FundFund 122

(1) This Fund was established in FY 2002 to account for special recreation projects which were previously accounted for in Miscellaneous Gifts/Grants Fund (106). Fund 106, for all practical purposes, was closed at the end of FY 2001.





SOURCES OF FUNDS: Intergovernmental Revenue $5,000 $8,426 $5,000 $5,000 $5,000 Charges for Services $250,000 $250,000 $250,000 $250,000 $250,000 Property Sales $0 $29,781 Fines & Forfeitures $50,000 $51,546 $50,000 $50,000 $50,000 Miscellaneous: Other Revenues $0 $11,808 $0 $0 $0 Transfer from: General Fund $0 $114,801 $0 $0 $0TOTAL SOURCES $305,000 $466,362 $305,000 $305,000 $305,000

USES OF FUNDS: Hippodrome Rental Agreement $250,000 $250,000 $250,000 $250,000 $250,000 Law Enforcement Education $50,000 $46,037 $50,000 $50,000 $50,000 Local Arts Agency License Tags $5,000 $6,499 $5,000 $5,000 $5,000 Neighborhood Planning Program $0 $18,607 $0 $0 $0 Other Projects $0 $6,945 $0 $0 $0TOTAL USES $305,000 $328,088 $305,000 $305,000 $305,000

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $138,274 $0 $0 $0

FUND BALANCES: October 1 $0 $41,642 $179,916 $179,916 $179,916

September 30 $0 $179,916 $179,916 $179,916 $179,916

NOTES:


(1) This Fund was established in FY 2002 to account for special revenue projects (non-recreational) which were previously accounted for in Miscellaneous Gifts/Grants Fund (106). Fund 106, for all practical purposes, was closed at the end of FY 2001. (2) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.


Miscellaneous Special Revenue FundFund 123





SOURCES OF FUNDS: Intergovernmental Revenues: County- Tourist Dev. Fund Balance $0 $0 $0 $0 $0 County- General Fund $33,334 $33,333 $0 $0 $0 County- Tourist Dev. Revenues $249,919 $174,815 $312,567 $312,567 $312,567TOTAL SOURCES $283,253 $208,148 $312,567 $312,567 $312,567

USES OF FUNDS: Administration $25,493 $18,401 $28,131 $28,131 $28,131 Professional Arts Production Institutions $98,052 $95,174 $103,387 $103,387 $103,387 Community Arts Associations $98,052 $109,915 $103,387 $103,387 $103,387 Eco-Heritage Tourism Council $42,216 $37,811 $51,553 $51,553 $51,553 New Programs $19,440 $3,293 $26,109 $26,109 $26,109TOTAL USES $283,253 $264,594 $312,567 $312,567 $312,567



September 30 $0 $103,290 $103,290 $103,290 $103,290

NOTE:

Destination Enhancement FundFund 124



(1) This Fund was established during FY 2002 to account for Tourism Development/Destination Enhancement activities. The City's Cultural Affairs Department administers this program for Alachua County.




DEBT SERVICE FUNDS1

Municipalities in Florida are authorized by State Statutes (Section 166.111, F.S.) to borrow money, contract loans and issue bonds (the term “bonds” is defined to include bonds, debentures, notes, certificates of indebtedness, mortgage certificates, or other obligations or evidences of indebtedness of any type or character) from time to time to finance the undertaking of any capital or other project for the purposes permitted by the State Constitution and may pledge the funds, credit, property and taxing power of the municipality for the payment of such debts and bonds.

Debt Service Funds are used to account for the accumulation of resources for the payment of general long-term debt principal and interest.

The following Debt Service Funds are included in this budget:

GERRB of 1994 Fund - To receive and disburse funds in connection with debt service requirements for the Guaranteed Entitlement Revenue and Refunding Bonds of 1994 ($15,892,220). The borrowing is repayable from and secured by a lien upon and pledge of the Guaranteed Entitlement portion of the City’s State Revenue Sharing Funds.

The Bond, with an arbitrage yield rate of 5.82 percent, was issued to refund the outstanding balance of Public Improvement Revenue Bond of 1987, which had an average interest rate of 6.83 percent. The refunding generated $3,318,000 in new monies to finance various capital projects of the City.

GERRB of 2004 - To account for revenues and expenditures associated with partial refunding of the Guaranteed Entitlement Refunding and Revenue Bond of 1994 through 2017. The Guaranteed Entitlement Refunding and Revenue Bond of 2004 for $9,805,000 is payable from and secured by a lien on the Guaranteed Entitlement portion of the City’s State Revenue Sharing Fund. The refunding reduced the amount of State Revenue sharing required for debt service by approximately $750,000.

CRA Promissory Notes – To account for the debt service requirements of the Community Redevelopment Agency for loans from the General Fund.

Pension Obligation Bond – Series 2003A – This Fund was established to account for revenues and expenditures to retire $40,042,953 in bonds issued to fund the unfunded pension obligations of the City to the General Employees’ Pension Plan.

Pension Obligation Bond – Series 2003B – To account for revenues and expenditures to retire $49,851,806 in bonds issued to fund the unfunded pension obligations of the City to the Consolidated Police Officers’ and Firefighters’ Pension Plan.

1 Additional Debt Service information is provided in the Appendix.



The following four Debt Service Funds were established in order to account for borrowing through the First Florida Governmental Financing Commission (FFGFC). The Commission was created pursuant to the Florida Interlocal Cooperation Act of 1969, Section 163.01, Florida Statutes, as amended, through an interlocal agreement between participating local governments. The Commission is a separate legal entity and public body corporate and politic and as such is authorized to issue and sell bonds for the purpose of financing or refinancing any capital projects. The Commission issues the bonds and the bond proceeds are used to make loans to certain participating local governments in Florida. The Commission makes such loans through a separate loan agreement. The City of Gainesville as a member of the Commission, participated in the bond issues of 1987, 1988, 1992, 1994, 1996, 1998, 2001 and 2002.

FFGFC Bond of 1996 - To account for revenues and expenditures to retire $4,990,000 in debt issuance dated May 1, 1996. The proceeds from this borrowing are to be used for road improvement projects.

FFGFC Bond of 1998 - To refinance a portion of the FFGFC of 1992. The FFGFC of 1992 that was due after FY 2002, excluding the Heavy Equipment Acquisition portion, was refunded. The proceeds from this borrowing are to be used for radio acquisition in association with the 800 MHz systems.

FFGFC Bond of 2001 – To account for revenues and expenditures related to the $2,775,000 borrowing from the FFGFC. The proceeds from this loan were used to purchase fire trucks and other vehicles.

FFGFC Bond of 2002 – To account for revenues and expenditures related to the $9,870,000 borrowing from the FFGFC. The proceeds from this loan will be used to fund various capital improvement projects.


GERRB FFGFC FFGFC CRA of Bond of Bond of Promissory

1994 1996 1998 Notes217 220 222 223

SOURCES OF FUNDS:Revenues: State Revenue Sharing $0 $0 $0 $0 Contribution-Airport $0 $0 $0 $0 Contribution-GRU $0 $0 $0 $0 Interest on Investments $0 $36,000 $2,000 $0

$0 $36,000 $2,000 $0Transfers: General Fund $0 $384,375 $967,265 $0 Downtown Redevelopment Trust $0 $0 $0 $78,671 CP/UH Redevelopment Trust $0 $0 $0 $46,420 CDBG $0 $0 $0 $0 HOME $0 $0 $0 $0 GERRB of 1994 $0 $0 $0 $0 Fifth Ave./Plsnt.St. Redev. Trust $0 $0 $0 $0 Community Redev. Agency $0 $0 $0 $0 Stormwater Utility Fund $0 $0 $198,124 $0 Ironwood Enterprise Fund $0 $0 $219,335 $0 Solid Waste Collection $0 $0 $0 $0 Regional Transit System $0 $0 $0 $0 Fleet Services Fund $0 $0 $0 $0 Risk Management Funds $0 $0 $0 $0 General Pension Fund $0 $0 $0 $0

$0 $384,375 $1,384,724 $125,091

Total Sources $0 $420,375 $1,386,724 $125,091

USES OF FUNDS:

Debt Service: Certificate Maturities $0 $375,000 $1,010,000 $3,796 Interest Payments $0 $140,375 $371,885 $121,295 Transfer to GERRB of 2004 $276,000 $0 $0 $0 Other Costs $0 $5,000 $5,000 $0Total Uses $276,000 $520,375 $1,386,885 $125,091

EXCESS (DEFICIT) OF SOURCES OVER USES ($276,000) ($100,000) ($161) $0

FUND BALANCES: October 1 $277,535 $727,422 $34,911 $0

September 30 $1,535 $627,422 $34,750 $0

Debt Service Funds




FFGFC FFGFC POB POB GERRBBond of Bond of SERIES SERIES of

2001 2002 2003A 2003B 2004224 225 226 227 228 TOTALS

$0 $0 $0 $0 $762,781 $762,781$0 $0 $5,551 $0 $0 $5,551$0 $0 $1,309,625 $0 $0 $1,309,625$0 $0 $0 $1,000 $16,210 $55,210$0 $0 $1,315,176 $1,000 $778,991 $2,133,167

$622,000 $610,211 $571,792 $2,333,921 $0 $5,489,564$0 $112,014 $0 $0 $0 $190,685$0 $0 $0 $0 $0 $46,420$0 $0 $16,210 $0 $0 $16,210$0 $0 $2,295 $0 $0 $2,295$0 $0 $0 $0 $276,000 $276,000$0 $51,984 $0 $0 $0 $51,984$0 $0 $3,701 $0 $0 $3,701$0 $0 $66,617 $0 $0 $264,741$0 $0 $4,626 $0 $0 $223,961$0 $0 $9,252 $0 $0 $9,252$0 $0 $186,896 $0 $0 $186,896$0 $0 $41,635 $0 $0 $41,635$0 $0 $10,178 $0 $0 $10,178$0 $0 $6,477 $0 $0 $6,477

$622,000 $774,209 $919,679 $2,333,921 $276,000 $6,819,999

$622,000 $774,209 $2,234,855 $2,334,921 $1,054,991 $8,953,166

$575,000 $350,000 $1,120,000 $0 $580,000 $4,013,796$47,000 $424,209 $1,114,855 $2,333,921 $462,613 $5,016,153

$0 $0 $0 $0 $0 $276,000$0 $0 $0 $1,000 $1,000 $12,000

$622,000 $774,209 $2,234,855 $2,334,921 $1,043,613 $9,317,949

$0 $0 $0 $0 $11,378 ($364,783)

$19,208 $49,650 $16,471 $33,032 $0 $1,158,229

$19,208 $49,650 $16,471 $33,032 $11,378 $793,446

Debt Service Funds (Continued)




GERRB FFGFC FFGFC CRA of Bond of Bond of Promissory

1994 1996 1998 Notes217 220 222 223

SOURCES OF FUNDS:Revenues: State Revenue Sharing $0 $0 $0 $0 Contribution-Airport $0 $0 $0 $0 Contribution-GRU $0 $0 $0 $0 Interest on Investments $0 $36,000 $2,000 $0

$0 $36,000 $2,000 $0Transfers: General Fund $0 $385,625 $797,569 $0 Downtown Redevelopment Trust $0 $0 $0 $78,132 CP/UH Redevelopment Trust $0 $0 $0 $46,420 CDBG $0 $0 $0 $0 HOME $0 $0 $0 $0 Fifth Ave./Plsnt.St. Redev. Trust $0 $0 $0 $0 Community Redev. Agency $0 $0 $0 $0 Stormwater Utility Fund $0 $0 $198,124 $0 Ironwood Enterprise Fund $0 $0 $220,000 $0 Solid Waste Collection $0 $0 $0 $0 Regional Transit System $0 $0 $0 $0 Fleet Services Fund $0 $0 $0 $0 Risk Management Funds $0 $0 $0 $0 General Pension Fund $0 $0 $0 $0

$0 $385,625 $1,215,693 $124,552

Total Sources $0 $421,625 $1,217,693 $124,552

USES OF FUNDS:

Debt Service: Certificate Maturities $0 $395,000 $885,000 $64,113 Interest Payments $0 $121,625 $328,455 $60,439 Other Costs $0 $5,000 $5,000 $0Total Uses $0 $521,625 $1,218,455 $124,552

EXCESS (DEFICIT) OF SOURCES OVER USES $0 ($100,000) ($762) $0

FUND BALANCES: October 1 $1,535 $627,422 $34,750 $0

September 30 $1,535 $527,422 $33,988 $0

Debt Service Funds




FFGFC FFGFC POB POB GERRBBond of Bond of SERIES SERIES of

2001 2002 2003A 2003B 2004224 225 226 227 228 TOTALS

$0 $0 $0 $0 $1,042,313 $1,042,313$0 $0 $2,896 $0 $0 $2,896$0 $0 $683,144 $0 $0 $683,144$0 $0 $0 $1,000 $22,150 $61,150$0 $0 $686,040 $1,000 $1,064,463 $1,789,503

$624,000 $613,437 $298,266 $2,483,921 $0 $5,202,818$0 $111,689 $0 $0 $0 $189,821$0 $0 $0 $0 $0 $46,420$0 $0 $8,456 $0 $0 $8,456$0 $0 $1,197 $0 $0 $1,197$0 $51,833 $0 $0 $0 $51,833$0 $0 $1,931 $0 $0 $1,931$0 $0 $34,750 $0 $0 $232,874$0 $0 $2,413 $0 $0 $222,413$0 $0 $4,826 $0 $0 $4,826$0 $0 $97,492 $0 $0 $97,492$0 $0 $21,718 $0 $0 $21,718$0 $0 $5,309 $0 $0 $5,309$0 $0 $3,378 $0 $0 $3,378

$624,000 $776,959 $479,736 $2,483,921 $0 $6,090,486

$624,000 $776,959 $1,165,776 $2,484,921 $1,064,463 $7,879,989

$600,000 $365,000 $67,351 $134,702 $600,000 $3,111,166$24,000 $411,959 $1,098,425 $2,349,219 $442,313 $4,836,435

$0 $0 $0 $1,000 $1,000 $12,000$624,000 $776,959 $1,165,776 $2,484,921 $1,043,313 $7,959,601

$0 $0 $0 $0 $21,150 ($79,612)

$19,208 $49,650 $16,471 $33,032 $11,378 $793,446

$19,208 $49,650 $16,471 $33,032 $32,528 $713,834

Debt Service Funds (Continued)





SOURCES OF FUNDS: Revenues: Interest on Investments $10,000 $26,487 $16,524 $0 $0 State Revenue Sharing $1,095,679 $1,095,679 $1,099,641 $0 $0TOTAL SOURCES $1,105,679 $1,122,166 $1,116,165 $0 $0

USES OF FUNDS: Expenditures: Certificate Maturities $495,000 $495,000 $525,000 $0 $0 Interest Payments $599,892 $599,892 $300,777 $0 $0 Other Costs $1,000 $0 $1,000 $0 $0 Transfer to GERRB of 2004 $0 $0 $248,735 $276,000 $0TOTAL USES $1,095,892 $1,094,892 $1,075,512 $276,000 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $9,787 $27,274 $40,653 ($276,000) $0


September 30 $201,069 $236,882 $277,535 $1,535 $1,535

NOTES:(1) The refunding and revenue bond of 1994 was issued to refund the PIRB of 1987 and to finance some needed public improvements. The Guaranteed Entitlement portion of the City's State Revenue Sharing was pledged to amortize the bonds by FY 2024.(2) There is no reserve requirements in connection with this borrowing due to the guaranteed nature of the pledged revenue source.(3) A portion of this Bond maturing through 2017 will be refunded via the Guaranteed Entitlement Refunding Revenue Bond of 2004, which the City Commission authorized to be issued at the November 10, 2003 meeting.

Guaranteed Entitlement Revenue and Refunding Bond of 1994Fund 217

Debt Service Funds





SOURCES OF FUNDS: Revenues: Interest on Investments $36,000 $29,127 $36,000 $36,000 $36,000 Transfer from General Fund $480,243 $458,778 $479,093 $384,375 $385,625TOTAL SOURCES $516,243 $487,905 $515,093 $420,375 $421,625

USES OF FUNDS: Expenditures: Certificate Maturities $340,000 $340,000 $355,000 $375,000 $395,000 Interest Payments $173,743 $173,743 $157,593 $140,375 $121,625 Other Costs $2,500 $4,492 $2,500 $5,000 $5,000TOTAL USES $516,243 $518,235 $515,093 $520,375 $521,625

EXCESS (DEFICIT) OF SOURCESOVER USES $0 ($30,330) $0 ($100,000) ($100,000)


September 30 $708,287 $727,422 $727,422 $627,422 $527,422

NOTES:(1) This loan from the First Florida Governmental Financing Commission will be used for road improvement projects. The Loan is dated May 1, 1996, and is scheduled to be completely amortized in FY 2010.(2) Ten percent of the $4,990,000.00 loan must be retained in a reserve account.

First Florida Governmental Financing Commission Bond of 1996

Debt Service Funds






SOURCES OF FUNDS: Revenues: Interest on Investments $2,000 $1,614 $2,000 $2,000 $2,000 Transfer from: General Fund $965,807 $965,807 $963,211 $967,265 $797,569 Ironwood Enterprise Fund $219,517 $219,517 $219,158 $219,335 $220,000 Stormwater Utility Fund $198,449 $198,449 $198,124 $198,124 $198,124TOTAL SOURCES $1,385,773 $1,385,387 $1,382,493 $1,386,724 $1,217,693

USES OF FUNDS: Expenditures: Certificate Maturities $930,000 $930,000 $965,000 $1,010,000 $885,000 Interest Payments $450,773 $450,545 $412,493 $371,885 $328,455 Other Costs $5,000 $1,827 $5,000 $5,000 $5,000TOTAL USES $1,385,773 $1,382,372 $1,382,493 $1,386,885 $1,218,455

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $3,015 $0 ($161) ($762)


September 30 $37,632 $34,911 $34,911 $34,750 $33,988

NOTES:(1) This loan was used to refund a portion of the FFGFC Bond of 1992 and to purchase communications equipment.(2) No reserve balance is required due to purchase of Bond Insurance for the FFGFC Bond of 1998. The Bond is dated April 1, 1998, and is scheduled to be amortized by FY 2012.

Debt Service Funds

First Florida Government Financing Commission Bond of 1998Fund 222





SOURCES OF FUNDS: Transfer from: Downtown Redev. Trust Fund $8,800 $8,800 $118,800 $78,671 $78,132 C. Park/Univ. Hts. Redev. Trust $0 $0 $0 $46,420 $46,420TOTAL SOURCES $8,800 $8,800 $118,800 $125,091 $124,552

USES OF FUNDS: Expenditures: Certificate Maturities $2,483 $2,645 $60,716 $3,796 $64,113 Interest Payments $6,317 $6,155 $58,084 $121,295 $60,439TOTAL USES $8,800 $8,800 $118,800 $125,091 $124,552


FUND BALANCES: October 1 $0 $0 $0 $0 $0

September 30 $0 $0 $0 $0 $0

NOTES:(1) This Fund is used to account for General Fund loans to the Community Redevelopment Agency. (2) Three Promissory Notes with a total value of $1,120,483 are still outstanding. The Notes are: $60,000 related to the construction of additions to Arlington Apartments, $839,400 related to the construction of the Commerce Building, and $221,083 related to the Stringfellow Property acquisition. (3) The Stringfellow Property related note is expected to be refinanced in FY 2004. A new loan to the CRA is expected to be approved for $466,000 to facilitate the West University Avenue Lofts, LLC, redevelopment projec The repayment on the new loan is expected to start in FY 2005.(4) This Financial Plan is net of the proposed FAPS borrowing from the National Trust for Historic Preservation. Even though the loan from the National Trust for Historic Preservation is from an non-General Fund source, it will be accounted for in this Fund.

Debt Service Funds


CRA Promissory NotesFund 223





SOURCES OF FUNDS: Revenues: Interest on Investments $0 $1,921 $0 $0 $0 Transfer from: General Fund $625,600 $625,600 $624,200 $622,000 $624,000TOTAL SOURCES $625,600 $627,521 $624,200 $622,000 $624,000

USES OF FUNDS: Expenditures: Certificate Maturities $535,000 $535,000 $555,000 $575,000 $600,000 Interest Payments $90,600 $90,600 $69,200 $47,000 $24,000 Other Costs $0 $597 $0 $0 $0 Transfer to Fleet Replacement Fund $0 $0 $0 $0 $0TOTAL USES $625,600 $626,197 $624,200 $622,000 $624,000



September 30 $4,700 $19,208 $19,208 $19,208 $19,208

NOTES:(1) This loan will be used to acquire fire/rescue apparatus and other vehicles. (2) No reserve balance is required due to purchase of Bond Insurance. The Bond is dated May 01, 2001, and is scheduled to be completely amortized by FY 2006.


Debt Service Funds


First Florida Government Financing Commission Bond of 2001




SOURCES OF FUNDS: Revenues: Interest on Investments $0 $1,698 $0 $0 $0 Transfer from: General Fund $607,294 $607,294 $611,710 $610,211 $613,437 Downtown Redev Trust Fund $113,383 $113,383 $112,288 $112,014 $111,689 5th Ave/Plsnt St Redev Trust Fund $52,619 $52,619 $52,111 $51,984 $51,833TOTAL SOURCES $773,296 $774,994 $776,109 $774,209 $776,959

USES OF FUNDS: Expenditures: Certificate Maturities $325,000 $325,000 $340,000 $350,000 $365,000 Interest Payments $448,296 $448,296 $436,109 $424,209 $411,959 Other Costs $0 $1,868 $0 $0 $0TOTAL USES $773,296 $775,164 $776,109 $774,209 $776,959

EXCESS (DEFICIT) OF SOURCESOVER USES $0 ($170) $0 $0 $0


September 30 $0 $49,650 $49,650 $49,650 $49,650

NOTES:(1) This loan will be used to partially fund the construction of a downtown parking garage, streetscaping and various recreation/parks projects.(2) No reserve balance is required due to purchase of Bond Insurance. The Bond is dated April 26, 2002, and is scheduled to be completely amortized by FY 2022.


Debt Service Funds

First Florida Government Financing Commission Bond of 2002





SOURCES OF FUNDS: Revenues: Proceeds of Bond Issue $40,042,953 $40,042,953 $0 $0 $0 Interest on Investments $0 $15,687 $0 $0 $0 Transfer from: Gainesville Regional Utilities $0 $0 $1,159,923 $1,309,625 $683,144 General Fund $0 $0 $506,431 $571,792 $298,266 CDBG $0 $0 $14,358 $16,210 $8,456 HOME $0 $0 $2,032 $2,295 $1,197 Community Redev. Agency $0 $0 $3,278 $3,701 $1,931 Stormwater Management Utility $0 $0 $59,002 $66,617 $34,750 Ironwood Golf Course $0 $0 $4,098 $4,626 $2,413 Solid Waste Collection $0 $0 $8,195 $9,252 $4,826 Regional Transit System $0 $0 $165,533 $186,896 $97,492 Fleet Services Fund $0 $0 $36,877 $41,635 $21,718 Risk Management Funds $0 $0 $9,015 $10,178 $5,309 General Pension $0 $0 $5,737 $6,477 $3,378 Airport $0 $0 $4,917 $5,551 $2,896TOTAL SOURCES $40,042,953 $40,058,640 $1,979,396 $2,234,855 $1,165,776

USES OF FUNDS: Expenditures: Certificate Maturities $0 $0 $850,000 $1,120,000 $67,351 Interest Payments $599,204 $599,204 $1,129,390 $1,114,855 $1,098,425 Other Costs $809,616 $808,838 $0 $0 $0 Transfer to: General Pension Fund $38,634,133 $38,634,133 $0 $0 $0TOTAL USES $40,042,953 $40,042,175 $1,979,390 $2,234,855 $1,165,776


FUND BALANCES: October 1 $0 $0 $16,465 $16,471 $16,471

September 30 $0 $16,465 $16,471 $16,471 $16,471

NOTES:(1) The Series 2003A Pension Obligation Bond proceeds were used to finance the Unfunded Actuarial Accrued Liabilty for the General Pension Plan through September 30, 2003. (2) No reserve balance is required due to purchase of Bond Insurance. The Bond is dated March 20, 2003, and is scheduled to be completely amortized by FY 2032.


Pension Obligation Bond - Series 2003AFund 226





SOURCES OF FUNDS: Revenues: Proceeds of Bond Issue $49,851,806 $49,851,806 $0 $0 $0 Interest on Investments $0 $32,221 $0 $1,000 $1,000 Transfer from: General Fund $0 $0 $2,333,921 $2,333,921 $2,483,921TOTAL SOURCES $49,851,806 $49,884,027 $2,333,921 $2,334,921 $2,484,921

USES OF FUNDS: Expenditures: Certificate Maturities $0 $0 $0 $0 $134,702 Interest Payments $1,238,275 $1,238,275 $2,333,921 $2,333,921 $2,349,219 Other Costs $885,005 $884,194 $0 $1,000 $1,000 Transfer to: Police Officers Pension Fund $29,591,686 $29,591,686 $0 $0 $0 Firefighters Pension Fund $18,136,840 $18,136,840 $0 $0 $0TOTAL USES $49,851,806 $49,850,995 $2,333,921 $2,334,921 $2,484,921



September 30 $0 $33,032 $33,032 $33,032 $33,032

NOTES:(1) The Series 2003B Pension Obligation Bond proceeds were used to finance the Unfunded Actuarial Accrued Liabilty for the Police Officers and Firefighters Consolidated Pension Plan through September 30, 2003. (2) No reserve balance is required due to purchase of Bond Insurance. The Bond is dated March 20, 2003, and is scheduled to be completely amortized by FY 2033.


Pension Obligation Bond - Series 2003BFund 227




SOURCES OF FUNDS: Revenues: Proceeds of Bond Issue $0 $0 $10,533,392 $0 $0 Interest on Investments $0 $0 $0 $16,210 $22,150 State Revenue Sharing $0 $0 $0 $762,781 $1,042,313 Transfer from GERRB of 94 $0 $0 $248,735 $276,000 $0TOTAL SOURCES $0 $0 $10,782,127 $1,054,991 $1,064,463

USES OF FUNDS: Expenditures: Deposit to Escrow Account $0 $0 $10,460,859 $0 $0 Underwriter's Discount $0 $0 $65,203 $0 $0 Insurance $0 $0 $43,742 $0 $0 Other Issuance Costs $0 $0 $100,524 $0 $0 Certificate Maturities $0 $0 $0 $580,000 $600,000 Interest Payments $0 $0 $111,799 $462,613 $442,313 Other Costs $0 $0 $0 $1,000 $1,000TOTAL USES $0 $0 $10,782,127 $1,043,613 $1,043,313

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $0 $0 $11,378 $21,150

FUND BALANCES: October 1 $0 $0 $0 $0 $11,378

September 30 $0 $0 $0 $11,378 $32,528

NOTES:(1) This Bond, with a delivery date of May 4, 2004, was issued to refund a portion of the Guaranteed Entitlement Refunding and Revenue Bonds of 1994. (2) There is no reserve requirements in connection with this borrowing due to the guaranteed nature of the pledged revenue source.(3) Interest is due on February 1 and August 1, and pricipal payment is due on August 1.


Guaranteed Entitlement Revenue and Refunding Bond of 2004Fund 228


Debt Service Funds


___________________________________________________________ CITY OF ________________________ GAINESVILLE


CAPITAL PROJECTS FUNDS

Capital Projects Funds account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust Funds).

The City of Gainesville maintains, under separate cover, a 5-year Capital Improvement Plan. The Plan is updated biennially in conjunction with the adoption of the Financial and Operating Plan budget. Capital projects are often financed through bond issues and loans. In FY 1992 the City borrowed $15,830,000 through the First Florida Governmental Financing Commission (FFGFC) to finance various capital improvement projects. The City generated an additional $3,318,000 to fund various capital improvement projects through the Guaranteed Entitlement Revenue and Refunding Bond issue of 1994. The FFGFC Bond of 1994 for $2,995,000 provided a significant amount of funding required for the automation of the City’s information system, and the FFGFC Bond of 1996 for $4,990,000 provides financing for road improvements. In 1998, the City borrowed $10,955,000 to partially refinance the FFGFC Bond of 1992 and to pay for acquisition of radios in association with the 800 Mhz project. The City borrowed $2,775,000 from FFGFC in 2001 to purchase vehicles. The most recent loan from FFGFC of $9,870,000 in 2002 will be used for various capital improvement projects.

As a result of major capital spending identified in the biennial Financial and Operating Plan as well as in the Capital Improvement Plan, an estimated annual net operating budget impact of about $300,000 is anticipated. A more detailed description of the impacts is included in the Capital Improvement Plan document. Also, a summary of FY 2004 and FY 2005 capital programs can be found in Section 3 of this budget document.

The following Capital Projects Funds are included in this budget:

General Capital Projects Fund - To account for the costs of various projects, which are of relatively small dollar value in nature. Financing is generally provided by operating transfers from other funds of the City and interest earnings.

Greenspace Acquisition Fund - To account for the costs of acquiring undeveloped land. Financing is provided by operating transfers from other funds of the City and interest earnings.

FY 1996 Road Improvement Fund - To account for the cost of construction and improvements to the City’s roads. Financing is provided via the FFGFC Bond of 1996.

Downtown Parking Garage Construction Funds – To account for the various sources of funds to construct the parking garage. A separate fund has been established to account for FFGFC Bond of 2002 proceeds contributed by the CRA. A second fund was established to account for the County’s contribution from the one-cent infrastructure sales tax. And, finally, a fund was established to account for the City’s contribution to the construction project.

Public Improvement Capital Projects Fund of 1994 - To account for the cost of various capital projects funded with the non-refunding portion of the Guaranteed Entitlement Revenue and Refunding Bond of 1994.

Communication Equipment Capital Projects Fund of 1998 - To account for the cost of acquiring communications equipment compatible with the 800 Mhz project. Financing provided via the FFGFC of 1998.

Capital Acquisition Fund of 1998 - To account for the cost of miscellaneous capital projects financed through the release of reserves as a result of debt refunding in 1998.

FFGFC 2002 Capital Projects Fund – To account for all of the FFGFC Bond of 2002 loan proceeds not used for the Downtown Parking Garage and Fifth Avenue/Pleasant Street projects.

FFGFC 2002 Fifth Avenue/Pleasant Street Projects Fund – To account for FFGFC Bond of 2002 loan proceeds earmarked for Fifth Avenue/Pleasant Street projects.


Capital Projects Funds


General Capital Projects PICF of 1994

GreenspaceAcquisition

FY 1996Road

Projects

Comm. Equipment Projects of

1998

Capital Acquisition of

1998302 304 306 323 324 325

SOURCES OF FUNDS:Revenues: County Contribution/Surtax $0 $0 $0 $0 $0 $0 Investment Income $25,000 $0 $0 $0 $0 $0

$25,000 $0 $0 $0 $0 $0Transfers: General Fund $527,714 $0 $0 $0 $0 $0 Downtown Redevelopment Trust $0 $0 $0 $0 $0 $0 Solid Waste Enterprise Fund $300,000 $0 $0 $0 $0 $0

$827,714 $0 $0 $0 $0 $0

Total Sources $852,714 $0 $0 $0 $0 $0

USES OF FUNDS:

Expenditures: Capital Projects/Equipment $827,714 $0 $17,500 $0 $0 $0

Total Uses $827,714 $0 $17,500 $0 $0 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $25,000 $0 ($17,500) $0 $0 $0

FUND BALANCES: October 1 $1,010,214 $276,883 $46,340 $1,364,817 $63,230 $58,302

September 30 $1,035,214 $276,883 $28,840 $1,364,817 $63,230 $58,302



Downtown ParkingGarage

FFGFC 2002 Capital Projects

FFGFC 2002 Fifth

Avenue/Pleasant Street Projects

TOTALS

326/329/331 328 330

$0 $0 $0 $0$0 $0 $0 $25,000$0 $0 $0 $25,000

$0 $0 $0 $527,714$0 $0 $0 $0$0 $0 $0 $300,000$0 $0 $0 $827,714

$0 $0 $0 $852,714

$0 $0 $0 $845,214

$0 $0 $0 $845,214

$0 $0 $0 $7,500

$7,689,073 $5,728,509 $497,303 $16,734,671

$7,689,073 $5,728,509 $497,303 $16,742,171

Capital Projects Funds (Continued)




Capital Projects Funds


General Capital Projects

Greenspace Acquisition

FY 1996 Road

Projects

Downtown Parking Garage

302 306 323 326/329/331SOURCES OF FUNDS:Revenues: Investment Income $25,000 $0 $0 $0

$25,000 $0 $0 $0Transfers: General Fund $234,168 $0 $0 $0 Solid Waste Enterprise Fund $300,000 $0 $0 $0

$534,168 $0 $0 $0

Total Sources $559,168 $0 $0 $0

USES OF FUNDS:

Expenditures: Capital Projects/Equipment $534,168 $0 $0 $0

Total Uses $534,168 $0 $0 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $25,000 $0 $0 $0

FUND BALANCES: October 1 $1,035,214 $28,840 $1,364,817 $7,689,073

September 30 $1,060,214 $28,840 $1,364,817 $7,689,073



FFGFC 2002 Capital Projects

FFGFC 2002 Fifth

Avenue/Pleasant Street Projects

TOTALS

328 330

$0 $0 $25,000$0 $0 $25,000

$0 $0 $234,168$0 $0 $300,000$0 $0 $534,168

$0 $0 $559,168

$0 $0 $534,168

$0 $0 $534,168

$0 $0 $25,000

$5,728,509 $497,303 $16,343,756

$5,728,509 $497,303 $16,368,756

Capital Projects Funds (Continued)




Capital Project Funds

General Capital Projects FundFund 302



SOURCES OF FUNDS: Revenues: Federal/State Grants $0 $415,643 $0 $0 $0 Interest on Investments $25,000 $15,236 $25,000 $25,000 $25,000 County/Other Contributions $0 $255,655 $0 $0 $0 Transfer from: General Fund $889,481 $1,435,153 $415,000 $527,714 $234,168 Rec. Programs Fund 122 $0 $26,730 $0 $0 $0 Solid Waste Enterprise Fund $300,000 $300,000 $300,000 $300,000 $300,000TOTAL SOURCES $1,214,481 $2,448,417 $740,000 $852,714 $559,168

USES OF FUNDS: Expenditures: Cofrin Park Project $0 $0 $0 $50,000 $0 Bivens Boardwalk $0 $0 $0 $50,000 $0 Phoenix Playground $0 $0 $0 $100,000 $0 Ballfield Renovations $0 $0 $0 $100,000 $0 McPherson Center Lighting $0 $0 $0 $33,380 $0 Lot Purchase-NE 8th Ave/15th St $0 $0 $0 $57,250 $0 General Roadway Resurfacing $625,000 $587,609 $325,000 $397,084 $494,168 Bike/Pedestrain Corridor $0 $342,151 $0 $0 $0 Depot Avenue Facility - GRU $0 $245,488 $0 $0 $0 Traffic Calming $30,000 $20,129 $25,000 $0 $0 Sidewalk Projects $100,000 $48,017 $100,000 $0 $0 State Road 26/26A Project $0 $100,000 $0 $0 $0 N.E. 1st Project $15,000 $12,549 $15,000 $0 $0 Median Project $0 $0 $0 $15,000 $15,000 Historic Preserv. - Old Depot Project $0 $321,182 $0 $0 $0 ADA Compliance $25,000 $1,000 $25,000 $25,000 $25,000 Water/Wwtr. Line Installations $250,000 $0 $250,000 $0 $0 Cone Park Construction $147,481 $0 $0 $0 $0 Other Misc. Projects $22,000 $213,733 $0 $0 $0 Transfer to Misc. Grants Fund (115) $0 $31,131 $0 $0 $0 Transfer to General Fund $0 $150,000 $0 $0 $0TOTAL USES $1,214,481 $2,072,989 $740,000 $827,714 $534,168

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $375,428 $0 $25,000 $25,000

FUND BALANCES: October 1 $306,205 $634,786 $1,010,214 $1,010,214 $1,035,214

September 30 $306,205 $1,010,214 $1,010,214 $1,035,214 $1,060,214

NOTE: This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed. FY 2003 actual uses do not include encumbrances.




Public Improvement Capital Projects Fund of 1994Fund 304



SOURCES OF FUNDS: Revenues: Interest on Investments $0 $3,247 $0 $0 $0TOTAL SOURCES $0 $3,247 $0 $0 $0

USES OF FUNDS: Expenditures: Priority Sidewalks $0 $7,950 $0 $0 $0 Street Construction/Improvements $0 $0 $0 $0 $0 SW 23rd Tr.: Wlstn. Rd-Archer Rd $47,000 $0 $0 $0 $0 Rails to Trails $0 $0 $0 $0 $0 Other Capital Imp. Projects* $0 $0 $0 $0 $0TOTAL USES $47,000 $7,950 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES ($47,000) ($4,703) $0 $0 $0

FUND BALANCES: October 1 $1,006,719 $281,586 $276,883 $276,883 $276,883

September 30 $959,719 $276,883 $276,883 $276,883 $276,883

NOTES: (1) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed. At the end of FY 2003, this Fund had an unexpended appropriation of $255,997. (2) FY 2003 actual uses do not include encumbrances.




Greenspace Acquisition FundFund 306



SOURCES OF FUNDS: Revenues: Interest on Investments $3,000 $1,756 $3,000 $0 $0TOTAL SOURCES $3,000 $1,756 $3,000 $0 $0

USES OF FUNDS: Expenditures: Annual Payment-Lofton Contract $16,200 $16,200 $16,200 $17,500 $0TOTAL USES $16,200 $16,200 $16,200 $17,500 $0

EXCESS (DEFICIT) OF SOURCESOVER USES ($13,200) ($14,444) ($13,200) ($17,500) $0


September 30 $60,498 $59,540 $46,340 $28,840 $28,840

NOTE: This Fund has traditionally been funded by transfers from General Fund. A transfer of $102,000 was authorized from the General Fund in FY 1998 to partially cover the cost of acquiring the Lofton Property. The ten year contract for the purchase of the Lofton Property will expire in FY 2005.




Road Improvement Capital Project Fund of 1996Fund 323



SOURCES OF FUNDS: Revenues: Interest on Investments $90,000 $54,243 $0 $0 $0 Other Misc. Revenues $0 $15,000 $0 $0 $0TOTAL SOURCES $90,000 $69,243 $0 $0 $0

USES OF FUNDS: Expenditures: NW 29th Road $0 $914,129 $0 $0 $0 NW 19th Street/NW 31st Ave. $0 $149,892 $0 $0 $0 SW 23rd Tr.: Wlstn. Rd-Archer Rd $243,000 $0 $0 $0 $0 Roadway Improvement Projects $0 $5,303 $0 $0 $0TOTAL USES $243,000 $1,069,324 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES ($153,000) ($1,000,081) $0 $0 $0


September 30 $3,718,150 $1,364,817 $1,364,817 $1,364,817 $1,364,817

NOTES: (1) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.

(2) This Fund still had unexpended appropriation of $1,255,498 at the end of FY 2003.

.




Communication Equipment Capital Project Fund of 1998Fund 324



SOURCES OF FUNDS: Revenues: Interest on Investments $0 $5,243 $0 $0 $0TOTAL SOURCES $0 $5,243 $0 $0 $0

USES OF FUNDS: Expenditures: GPD Records Management $100,000 $62,439 $0 $0 $0 Field Communications Project $47,000 $35,490 $0 $0 $0 Firefighter Safety Pass Device $0 $4,433 Arbitrage Rebate $0 $32,490 $0 $0 $0TOTAL USES $147,000 $134,852 $0 $0 $0



September 30 $37,419 $63,230 $63,230 $63,230 $63,230

NOTES: (1) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed. (2) That portion of the FFGFC Bond of 1998 earmarked for acquisition of communication equipment was transferred to this Fund in FY 1998. The total communication equipment project is expected to receive additional funding from other sources.

(3) This Fund had an unexpended appropriation of $59,628 at the beginning of FY 2004.




Capital Acquisition Fund of 1998Fund 325



SOURCES OF FUNDS: Revenues: Interest on Investments $0 $1,737 $0 $0 $0 Transfer from CP/UH (618) $0 $0 $0 $0 $0TOTAL SOURCES $0 $1,737 $0 $0 $0

USES OF FUNDS: Expenditures: Restrooms-Fire Stations #4 and #7 $58,000 $0 $0 $0 $0 Hogtown Trail Project $0 $3,083 $0 $0 $0TOTAL USES $58,000 $3,083 $0 $0 $0



September 30 $392,752 $58,302 $58,302 $58,302 $58,302

NOTES: (1) This Fund was established to account for miscellaneous capital projects financed through the release of reserves as a result of debt refunding in 1998.

(2) All available funds are appropriated in this Fund.




Downtown Parking Garage Construction FundFunds 326, 329 & 331



SOURCES OF FUNDS: Revenues: County Contribution/Surtax $2,750,000 $2,750,000 $0 $0 $0 Interest on Investments $100,000 $208,911 $0 $0 $0 Transfer from: General Fund $0 $792,171 $0 $0 $0 FFGFC of 2002 Fund $0 $479,718 $0 $0 $0 U.D.A.G. Fund $0 $0 $0 $0 $0 Downtown Redev. Trust Fund $31,465 $31,465 $0 $0 $0TOTAL SOURCES $2,881,465 $4,262,265 $0 $0 $0

USES OF FUNDS: Expenditures:

Transfer to Downtown Parking Garage - FFGFC 02 $0 $479,718 $0 $0 $0

Parking Garage $2,881,465 $512,332 $0 $0 $0TOTAL USES $2,881,465 $992,050 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $0 $3,270,215 $0 $0 $0

FUND BALANCES: October 1 $112 $4,418,858 $7,689,073 $7,689,073 $7,689,073

September 30 $112 $7,689,073 $7,689,073 $7,689,073 $7,689,073

NOTES: (1) Three separate funds have been created to account for the downtown parking garage project. The funds have been established based on the various sources of revenues to finance the project. A fund has been created to account for financing via the one-cent infrastructure sales tax contributed by Alachua County. Another was established to account for FFGFC Bond of 2002 borrowing contributed by the CRA. And finally, a fund was set up to account for City of Gainesville contribution from various sources.

(2) This is a multiple year budget and any unspent appropriation will be carried forward to subsequent years until the project is completed.




FFGFC 2002 Capital Projects FundFund 328



SOURCES OF FUNDS: Revenues: Interest on Investments $150,000 $208,799 $0 $0 $0 Transfer from: FFGFC Bond of 2002 $0 $0 $0 $0 $0TOTAL SOURCES $150,000 $208,799 $0 $0 $0

USES OF FUNDS: Expenditures: Finance/Human Resources System $0 $1,472,300 $0 $0 $0 GPD Record Management System $0 $147,000 $0 $0 $0 Parking Management System $0 $109,675 $0 $0 $0 Roadway Projects $0 $24,055 $0 $0 $0 Neighborhood Parks $0 $186,855 $0 $0 $0 Mickle Pool Resurfacing $0 $30,000 $0 $0 $0 211Office Building Roof Repair $0 $29,700 $0 $0 $0 Depot Building Rehabilitation $0 $44,909 $0 $0 $0 Sixth Street Rails-to-Trails Corridor $0 $0 $0 $0 $0 Downtown Connector $0 $0 $0 $0 $0TOTAL USES $0 $2,044,494 $0 $0 $0

EXCESS (DEFICIT) OF SOURCESOVER USES $150,000 ($1,835,695) $0 $0 $0

FUND BALANCES: October 1 $0 $7,564,204 $5,728,509 $5,728,509 $5,728,509

September 30 $150,000 $5,728,509 $5,728,509 $5,728,509 $5,728,509

NOTES: (1) This Fund was established in FY 2002 in conjunction with the First Florida Governmental Financing Commission Loan of 2002. The borrowing to finance various unmet capital needs was authorized by Resolution No. 002436, adopted at the February 25, 2002, City Commission meeting.


(3) This Fund had an unexpended appropriation of $5,526,738 at the beginning of FY 2004. Approximately $350,000 is available for appropriation as of June 15, 2004.




FFGFC 2002 Fifth Avenue/Pleasant Street Projects FundFund 330



SOURCES OF FUNDS: Revenues: Interest on Investments $25,000 $18,360 $10,000 $0 $0 Transfer from: FFGFC Bond of 2002 $0 $0 $0 $0 $0TOTAL SOURCES $25,000 $18,360 $10,000 $0 $0

USES OF FUNDS: Expenditures: FA/PS Projects $25,000 $185,243 $10,000 $0 $0TOTAL USES $25,000 $185,243 $10,000 $0 $0



September 30 $0 $497,303 $497,303 $497,303 $497,303

NOTES: (1) This Fund was established in FY 2002 in conjunction with the First Florida Governmental Financing Commission Loan of 2002. The borrowing to finance various unmet capital needs was authorized by Resolution No. 002436, adopted at the February 25, 2002, City Commission meeting.


(3) This Fund only had about $11,000 in unappropriated assets as of June 15, 2004.




PROPRIETARY FUNDS Proprietary Funds (Enterprise and Internal Service) are used to account for operations: (a) that are financed and operate in a manner similar to private business enterprises - where the intent of the

governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or

(b) where the governing body has decided that periodic determination of revenues earned, expense incurred,

and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

The City’s General Government responsibility area maintains the following Proprietary Funds: Enterprise Funds

Stormwater Management Utility Fund - To account for revenues and expenditures relating to the Stormwater Management Program. Ironwood Golf Course Fund - To account for the operations of the City-owned golf course. The Ironwood Golf Course was acquired by the City on March 31, 1992, with proceeds from the First Florida Governmental Financing Commission Bond of 1992. Solid Waste Collection Fund - To account for the City’s refuse collection program. The actual collections are performed by a private contractor. Prior to FY 1993, the Solid Waste Collection activities were accounted for in the General Fund. Regional Transit System Fund - To account for the operations of the City’s mass transit system. In FY 1998 the Regional Transit System Garage supervision was transferred from the Fleet Management Department to the Regional Transit System.

Notes:

(1) In addition to the above, the City separately budgets for the Gainesville Regional Utilities - which includes the following five operating funds: Electric, Water, Wastewater, Gas and GRUCOM (Communications). Article 3.06(2)(b) of the City’s Charter Laws provides that the General Manager for the Gainesville Regional Utilities (a Charter Officer):

“Shall submit to the Commission for its consideration a yearly budget for the operation of the Utility System;”

The City Manager is charged by the City’s Charter Laws with recommending annual budgets for those areas not related to the operation of the “Utility System”.

(1) The Florida Legislature amended the “Gainesville-Alachua County Regional Airport Authority Act” in

1995, which made the Airport an independent entity for budgeting and reporting purposes.



Internal Service Funds

Fleet Funds - To account for revenues and expenditures relating to the City’s fleet maintenance and replacement management programs. The Fleet Management Department (previously a part of Gainesville Regional Utilities) became a part of General Government in FY 1991. In FY 1998 the Regional Transit System Garage supervision was transferred from the Fleet Management Department to the Regional Transit System.

General Insurance Fund - To account for costs associated with administering a self-insurance plan for workers’ compensation, automobile, general, and public official liability benefits. The plan is administered externally.

Employees’ Health and Accident Benefits Fund - To account for costs associated with administering a self-insurance plan for employees’ health and accident claims. The plan is administered externally for an annually contracted amount, which is based upon volume of claims.

Retirees’ Health Insurance Fund - To account for costs associated with providing a self-insurance plan for retirees’ health coverage. The plan is administered externally through a contract.


Proprietary Funds


Enterprise Funds


TOTALS

SOURCES OF FUNDS: Revenues $28,396,942 $28,785,938 $57,182,880 Transfers from Other Funds $662,160 $112,966 $775,126

Total Sources $29,059,102 $28,898,904 $57,958,006

USES OF FUNDS:Expenditures: Operating Expenses $26,424,755 $24,059,504 $50,484,259 Capital $43,000 $2,865,294 $2,908,294 Depreciation $1,459,000 $1,439,847 $2,898,847

$27,926,755 $28,364,645 $56,291,400

Transfers to Other Funds $1,284,850 $158,768 $1,443,618

Total Uses $29,211,605 $28,523,413 $57,735,018

NET INCREASE (DECREASE) IN RETAINED EARNINGS ($152,503) $375,491 $222,988

Adjustment to Depreciation on Contributed Capital $1,000,000 $0 $1,000,000

RETAINED EARNINGS: October 1 $679,363 $14,297,227 $14,976,590

September 30 $1,526,860 $14,672,718 $16,199,578



Enterprise Funds


TOTALS

SOURCES OF FUNDS: Revenues $29,071,351 $29,678,777 $58,750,128 Transfers from Other Funds $662,160 $115,369 $777,529

Total Sources $29,733,511 $29,794,146 $59,527,657

USES OF FUNDS:Expenditures: Operating Expenses $27,364,843 $25,016,300 $52,381,143 Capital $260,000 $2,643,550 $2,903,550 Depreciation $1,457,000 $1,191,819 $2,648,819

$29,081,843 $28,851,669 $57,933,512

Transfers to Other Funds $1,157,605 $142,396 $1,300,001

Total Uses $30,239,448 $28,994,065 $59,233,513

NET INCREASE (DECREASE) IN RETAINED EARNINGS ($505,937) $800,081 $294,144

Adjustment to Depreciation on Contributed Capital $1,000,000 $0 $1,000,000

RETAINED EARNINGS: October 1 $1,526,860 $14,672,718 $16,199,578

September 30 $2,020,923 $15,472,799 $17,493,722

Proprietary Funds




Proprietary Funds

Enterprise Funds Financial Plan for FY 2005

Stormwater Ironwood Solid Regional TOTALManagement Golf Waste Transit

Utility Course Collection System 413 415 420 450

SOURCES OF FUNDS:Revenues: Operating $5,217,100 $1,076,000 $6,983,584 $7,654,231 $20,930,915 Other $152,800 $6,000 $87,800 $7,219,427 $7,466,027Transfers $0 $220,000 $0 $442,160 $662,160Total Sources $5,369,900 $1,302,000 $7,071,384 $15,315,818 $29,059,102

USES OF FUNDS:Expenditures: Operating Expenses $4,634,515 $1,078,039 $5,583,650 $15,128,551 $26,424,755 Capital $0 $0 $43,000 $0 $43,000 Depreciation $150,000 $124,000 $30,000 $1,155,000 $1,459,000Transfers $264,741 $223,961 $609,252 $186,896 $1,284,850Total Uses $5,049,256 $1,426,000 $6,265,902 $16,470,447 $29,211,605

NET INCREASE (DECREASE) IN RETAINED EARNINGS $320,644 ($124,000) $805,482 ($1,154,629) ($152,503)

Depreciation of Fixed Assets Acquired by Capital Contribution $0 $0 $0 $1,000,000 $1,000,000

RETAINED EARNINGS: October 1 ($149,765) ($2,375,874) $64,109 $3,140,893 $679,363

September 30 $170,879 ($2,499,874) $869,591 $2,986,264 $1,526,860



Proprietary Funds

Enterprise Funds Financial Plan for FY 2006

Stormwater Ironwood Solid Regional TOTALManagement Golf Waste Transit

Utility Course Collection System 413 415 420 450

SOURCES OF FUNDS:Revenues: Operating $5,295,350 $1,105,000 $7,059,419 $7,832,802 $21,292,571 Other $154,000 $6,000 $91,356 $7,527,424 $7,778,780Transfers $0 $220,000 $0 $442,160 $662,160Total Sources $5,449,350 $1,331,000 $7,150,775 $15,802,386 $29,733,511

USES OF FUNDS:Expenditures: Operating Expenses $5,099,253 $1,108,587 $5,702,249 $15,454,754 $27,364,843 Capital $0 $0 $10,000 $250,000 $260,000 Depreciation $150,000 $122,000 $30,000 $1,155,000 $1,457,000Transfers $232,874 $222,413 $604,826 $97,492 $1,157,605Total Uses $5,482,127 $1,453,000 $6,347,075 $16,957,246 $30,239,448

NET INCREASE (DECREASE) IN RETAINED EARNINGS ($32,777) ($122,000) $803,700 ($1,154,860) ($505,937)

Depreciation of Fixed Assets Acquired by Capital Contribution $0 $0 $0 $1,000,000 $1,000,000

RETAINED EARNINGS: October 1 $170,879 ($2,499,874) $869,591 $2,986,264 $1,526,860

September 30 $138,102 ($2,621,874) $1,673,291 $2,831,404 $2,020,923



Proprietary Fund - Enterprise Fund

Stormwater Management UtilityFund 413



SOURCES OF FUNDS: Revenues: Stormwater Management Fees $5,056,612 $5,022,167 $5,258,877 $5,217,100 $5,295,350 Interest Income $200,000 $172,240 $200,000 $120,000 $120,000 Miscellaneous $0 $18,630 $0 $32,800 $34,000 Capital Contributions $1,618,000 $796,531 $1,100,000 $0 $0TOTAL SOURCES $6,874,612 $6,009,568 $6,558,877 $5,369,900 $5,449,350

USES OF FUNDS: Expenditures: Stormwater Management $4,447,760 $3,840,040 $4,441,957 $4,634,515 $4,768,253 Capital Projects $1,618,000 $0 $1,100,000 $0 $0 Transfer to: FFGFC Bond of FY 1998 $198,449 $198,449 $198,124 $198,124 $198,124 POB-S2003A Debt Svc. (226) $0 $0 $59,002 $66,617 $34,750 Loss on Sale of Fixed Assets $0 $75,070 $0 $0 $0 Reserved for Depot Park Debt Svc $0 $0 $0 $0 $331,000 Depreciation $150,000 $190,981 $150,000 $150,000 $150,000TOTAL USES $6,414,209 $4,304,540 $5,949,083 $5,049,256 $5,482,127

NET INCREASE (DECREASE) INRETAINED EARNINGS $460,403 $1,705,028 $609,794 $320,644 ($32,777)

RETAINED EARNINGS: October 1 ($6,143,545) ($2,464,587) ($759,559) ($149,765) $170,879

September 30 ($5,683,142) ($759,559) ($149,765) $170,879 $138,102

NOTE:

(1) The FY 2003 actual uses is net of encumbrances, and roughly $185,500 in capitalized expenses. It does includes $151,935 for the NPDES Project and $750 for the NE Park Joint Use Facility.




Ironwood Golf CourseFund 415



SOURCES OF FUNDS: Revenues: Greens Fees $651,874 $349,877 $530,000 $467,000 $480,000 Cart Rentals $387,980 $216,497 $290,329 $324,000 $330,000 Pro-shop Sales $80,000 $65,031 $70,000 $70,000 $70,000 Driving Range $52,000 $24,889 $35,000 $30,000 $35,000 Concessions $385,000 $241,312 $325,000 $185,000 $190,000 Other Revenues $3,000 ($18,712) $3,000 $6,000 $6,000 Capital Contributions $0 $0 $0 $0 $0 Transfers from: General Fund $125,000 $125,000 $220,000 $220,000 $220,000TOTAL SOURCES $1,684,854 $1,003,894 $1,473,329 $1,302,000 $1,331,000

USES OF FUNDS: Expenditures: Administration $420,685 $427,071 $397,640 $405,589 $413,507 Pro Shop $296,074 $227,113 $105,480 $78,732 $82,034 Concessions $308,578 $323,055 $256,951 $122,039 $122,553 Golf Course Maintenance $440,000 $431,423 $440,000 $441,679 $460,493 Merchandising $0 $0 $50,000 $30,000 $30,000 Transfer to: POB-S2003A Debt Svc. (226) $0 $0 $4,100 $4,626 $2,413 FFGFC Bond of FY 1998 $219,517 $219,517 $219,158 $219,335 $220,000 Depreciation $150,000 $123,709 $150,000 $124,000 $122,000TOTAL USES $1,834,854 $1,751,888 $1,623,329 $1,426,000 $1,453,000

NET INCREASE (DECREASE) IN RETAINED EARNINGS ($150,000) ($747,994) ($150,000) ($124,000) ($122,000)

RETAINED EARNINGS: October 1 ($1,189,363) ($1,477,880) ($2,225,874) ($2,375,874) ($2,499,874)

September 30 ($1,339,363) ($2,225,874) ($2,375,874) ($2,499,874) ($2,621,874)

NOTE: (1) FY 2003 actual uses includes indirect cost and loss on disposition of fixed assets but is net of encumbrances and capitalized expenses.




Solid Waste CollectionFund 420



SOURCES OF FUNDS: Revenues: Refuse Collection Fees $4,650,000 $4,889,865 $4,766,250 $6,383,584 $6,447,419 Franchise Fees $540,000 $662,057 $540,000 $600,000 $612,000 Non-Operating Revenue: State Grant $35,000 $0 $0 $0 $0 Other $75,000 $92,407 $70,000 $87,800 $91,356TOTAL SOURCES $5,300,000 $5,644,329 $5,376,250 $7,071,384 $7,150,775

USES OF FUNDS: Expenditures: Personal Services $580,110 $556,809 $588,150 $619,387 $647,812 Operating Expenses $4,467,686 $5,135,973 $4,617,686 $4,964,263 $5,054,437 Capital Outlay $79,000 $0 $21,000 $43,000 $10,000 Transfer to: General Capital Projects Fund $300,000 $300,000 $300,000 $300,000 $300,000 POB-S2003A Debt Svc. (226) $0 $0 $8,195 $9,252 $4,826 General Fund $300,000 $300,000 $300,000 $300,000 $300,000 Depreciation $5,000 $17,800 $5,000 $30,000 $30,000TOTAL USES $5,731,796 $6,310,582 $5,840,031 $6,265,902 $6,347,075

NET INCREASE (DECREASE) INRETAINED EARNINGS ($431,796) ($666,253) ($463,781) $805,482 $803,700

RETAINED EARNINGS: October 1 $1,572,059 $1,194,143 $527,890 $64,109 $869,591

September 30 $1,140,263 $527,890 $64,109 $869,591 $1,673,291

NOTES: (1) FY 2003 actual uses is net of encumbrances and $295,427 in capitalized expenses. (2) A rate increase was approved effective January 1, 2004, in conjunction with the awarding of a waste collection contract.




Regional Transit SystemFund 450



SOURCES OF FUNDS: Revenues: Fares and Passes $741,480 $822,861 $750,000 $801,480 $801,480 UF - Student Fees $2,777,509 $2,799,369 $3,327,000 $5,246,000 $5,377,000 Campus Shuttle $1,000,000 $1,863,386 $1,359,102 $1,100,000 $1,100,000 Later Gator Services $400,000 $0 $400,000 $0 $0 County Transit Agreement-Base $247,180 $247,180 $247,180 $294,751 $342,322 Other Revenues (Adv., Fuel Tax Ref., etc.) $164,890 $209,114 $169,390 $212,000 $212,000 Non-Operating Revenue: Grants $4,292,917 $4,355,973 $4,643,825 $4,581,403 $4,771,916 Local Option Gas Tax $2,214,000 $2,127,858 $2,176,582 $2,082,636 $2,033,508 Contribution-CDA Trust Fund $651,896 $651,896 $669,900 $533,388 $700,000 Other Revenues ( Int., surplus sales, etc.) $22,000 ($15,023) $22,000 $22,000 $22,000 Transfer from General Fund $442,160 $442,160 $442,160 $442,160 $442,160 Capital Contributions $0 $489,313 $0 $0 $0TOTAL SOURCES $12,954,032 $13,994,087 $14,207,139 $15,315,818 $15,802,386

USES OF FUNDS: Expenditures: Administration $2,227,154 $1,282,286 $2,345,996 $878,421 $900,049 Commuter Assistance Program $252,473 $194,361 $253,498 $282,861 $285,003 Garage $2,329,271 $2,450,822 $2,031,027 $3,121,752 $3,286,040 Main Bus $5,658,733 $6,692,674 $7,329,369 $8,615,202 $8,862,214 ADA Transportation Services $775,101 $736,336 $771,517 $980,315 $1,121,448 SIB Loan Repayment $1,000,000 $0 $1,000,000 $1,000,000 $0 Grants and Other Expenses $711,300 $579,913 $310,200 $250,000 $1,250,000 Transfer to POB-S2003A Debt Svc. Fund $0 $0 $165,532 $186,896 $97,492 Depreciation $1,143,000 $1,374,258 $1,143,000 $1,155,000 $1,155,000TOTAL USES $14,097,032 $13,310,650 $15,350,139 $16,470,447 $16,957,246

NET INCREASE (DECREASE) INRETAINED EARNINGS ($1,143,000) $683,437 ($1,143,000) ($1,154,629) ($1,154,860)

Adjustment to Depreciation $1,000,000 $611,286 $1,000,000 $1,000,000 $1,000,000

RETAINED EARNINGS: October 1 $121,172 $1,989,170 $3,283,893 $3,140,893 $2,986,264

September 30 ($21,828) $3,283,893 $3,140,893 $2,986,264 $2,831,404

NOTES: (1) FY 2003 actual uses includes indirect cost and loss on disposition of fixed assets but is net of encumbrances and $228,889 in capitalized expenses. (2) The sources and uses of the University of Florida Campus Development Agreement (CDA) Trust Fund (451) is not included in this proposal.



Proprietary Funds

Internal Service FundsFinancial Plan for FY 2005

Fleet Insurance TOTALSServices Funds Funds 503,504 &

501/502 507 SOURCES OF FUNDS:Revenues: Operating $6,347,834 $21,793,104 $28,140,938 Other $81,000 $564,000 $645,000Transfers from: Other Funds $0 $112,966 $112,966Total Sources $6,428,834 $22,470,070 $28,898,904

USES OF FUNDS:Expenditures: Operating Expenses $3,588,520 $20,489,288 $24,077,808 Transfers to Other Funds $41,635 $117,133 $158,768 Capital $2,846,990 $0 $2,846,990 Depreciation $1,419,347 $20,500 $1,439,847Total Uses $7,896,492 $20,626,921 $28,523,413

NET INCREASE (DECREASE) INRETAINED EARNINGS ($1,467,658) $1,843,149 $375,491


September 30 $6,041,855 $8,630,863 $14,672,718



Proprietary Funds

Internal Service FundsFinancial Plan for FY 2006

Fleet Insurance TOTALSServices Funds Funds 503,504 &

501/502 507 SOURCES OF FUNDS:Revenues: Operating $6,457,110 $22,576,667 $29,033,777 Other $81,000 $564,000 $645,000Transfers from: Other Funds $0 $115,369 $115,369Total Sources $6,538,110 $23,256,036 $29,794,146

USES OF FUNDS:Expenditures: Operating Expenses $3,703,628 $21,312,672 $25,016,300 Transfers to Other Funds $21,718 $120,678 $142,396 Capital $2,643,550 $0 $2,643,550 Depreciation $1,171,319 $20,500 $1,191,819Total Uses $7,540,215 $21,453,850 $28,994,065

NET INCREASE (DECREASE) INRETAINED EARNINGS ($1,002,105) $1,802,186 $800,081


September 30 $5,039,750 $10,433,049 $15,472,799



Proprietary Fund - Internal Service

Fleet Services FundsFund 501/502



SOURCES OF FUNDS: Revenues: Vehicle Maintenance Fees: Gen. Gov't. Departments $1,215,082 $1,245,040 $1,137,077 $1,269,670 $1,322,997 GRU Departments $1,461,522 $1,389,112 $1,519,982 $1,581,561 $1,631,381 Fuel Cost Recovery: Gen. Gov't. Departments $279,264 $291,381 $424,586 $347,616 $461,757 GRU Department $423,620 $501,872 $440,564 $440,608 $332,596 Proceeds - Surplus Sales $266,195 $10,900 $266,195 $231,490 $231,490 Fixed Vehicle Replacement $2,395,999 $2,398,413 $2,406,819 $2,476,889 $2,476,889 Capital Contributions $0 $424,525 $0 $0 $0 Transfers from Other Funds $0 $0 $0 $0 $0 Other $84,000 $110,164 $84,000 $81,000 $81,000TOTAL SOURCES $6,125,682 $6,371,407 $6,279,223 $6,428,834 $6,538,110

USES OF FUNDS: Expenditures: Vehicle Repairs & Maintenance $3,403,487 $3,335,834 $3,503,133 $3,588,520 $3,703,628 Capital Expenses $1,335,200 $1,700,406 $2,185,700 $2,846,990 $2,643,550 Transfer to POB-S2003A Debt Svc. (226) $0 $0 $36,876 $41,635 $21,718 Depreciation $1,264,900 $1,581,014 $1,274,475 $1,419,347 $1,171,319TOTAL USES $6,003,587 $6,617,254 $7,000,184 $7,896,492 $7,540,215

NET INCREASE (DECREASE) INRETAINED EARNINGS $122,095 ($245,847) ($720,961) ($1,467,658) ($1,002,105)

RETAINED EARNINGS: October 1 $5,970,863 $8,476,321 $8,230,474 $7,509,513 $6,041,855

September 30 $6,092,958 $8,230,474 $7,509,513 $6,041,855 $5,039,750

NOTES: (1) FY 2003 actual uses includes indirect cost and loss on disposition of fixed assets but is net of encumbrances and roughly $1,700,000 in capitalized expenses. (2) The recognition of non-cash revenues from capital contributions is consistent with the provisions of GASB 33



Proprietary Funds-Internal Service Funds

Insurance FundsFinancial Plan for FY 2005

General Employee Retiree TOTALS

Insurance Health & Health Accident Insurance

503 504 507 SOURCES OF FUNDS:Revenues: Premiums: $4,855,096 $0 $0 $4,855,096 City Department Charges $0 $6,773,731 $3,708,964 $10,482,695 Employees $0 $2,992,970 $0 $2,992,970 Retirees $0 $0 $1,312,884 $1,312,884 GRU Reimbursements $1,274,459 $0 $0 $1,274,459 Life Insurance $0 $325,000 $0 $325,000 Interest on Investments $0 $50,000 $0 $50,000 Transfer from Retiree Health $0 $112,966 $0 $112,966 Flex Plan Contribution $0 $500,000 $0 $500,000 Other Revenues $234,000 $0 $330,000 $564,000Total Sources $6,363,555 $10,754,667 $5,351,848 $22,470,070

USES OF FUNDS:Expenditures: Risk Management $372,779 $151,280 $0 $524,059 Health Services $396,476 $0 $0 $396,476 City Attorney $150,837 $0 $0 $150,837 Fees & Assessments $524,000 $1,175,760 $459,943 $2,159,703 Claims/Benefits Paid $2,735,000 $7,938,000 $3,540,777 $14,213,777 Insurance Premiums $1,910,000 $274,144 $106,612 $2,290,756 Life Insurance $0 $325,000 $0 $325,000 Employee Assistant Program $0 $67,000 $0 $67,000 Comprehensive Wellness $0 $153,700 $0 $153,700 Indirect Cost $130,000 $77,980 $0 $207,980 Transfer to E.H.A.B. $0 $0 $106,955 $106,955 Transfer to POB-S2003A Debt Svc. (226) $7,796 $2,382 $0 $10,178 Depreciation $13,000 $7,500 $0 $20,500Total Uses $6,239,888 $10,172,746 $4,214,287 $20,626,921

NET INCREASE (DECREASE) INRETAINED EARNINGS $123,667 $581,921 $1,137,561 $1,843,149

RETAINED EARNINGS: October 1 ($2,214,001) ($163,068) $9,164,783 $6,787,714

September 30 ($2,090,334) $418,853 $10,302,344 $8,630,863



Proprietary Funds-Internal Service Funds

Insurance FundsFinancial Plan for FY 2006

General Employee Retiree TOTALS

Insurance Health & Health Accident Insurance

503 504 507 SOURCES OF FUNDS:Revenues: Premiums: $5,097,850 $0 $0 $5,097,850 City Department Charges $0 $6,973,163 $2,390,875 $9,364,038 Employees $0 $3,145,728 $0 $3,145,728 Retirees $0 $0 $1,401,959 $1,401,959 GRU Reimbursements $1,287,928 $0 $1,404,164 $2,692,092 Life Insurance $0 $325,000 $0 $325,000 Interest on Investments $0 $50,000 $0 $50,000 Transfer from Retiree Health $0 $115,369 $0 $115,369 Flex Plan Contribution $0 $500,000 $0 $500,000 Other Revenues $234,000 $0 $330,000 $564,000Total Sources $6,619,778 $11,109,260 $5,526,998 $23,256,036

USES OF FUNDS:Expenditures: Risk Management $372,840 $141,280 $0 $514,120 Health Services $404,425 $0 $0 $404,425 City Attorney $158,045 $0 $0 $158,045 Fees & Assessments $524,000 $1,293,336 $505,799 $2,323,135 Claims/Benefits Paid $2,735,000 $8,310,500 $3,659,424 $14,704,924 Insurance Premiums $2,010,000 $316,010 $117,273 $2,443,283 Life Insurance $0 $325,000 $0 $325,000 Employee Assistant Program $0 $70,000 $0 $70,000 Comprehensive Wellness $0 $153,700 $0 $153,700 Indirect Cost $136,500 $79,540 $0 $216,040 Transfer to E.H.A.B. $0 $0 $115,369 $115,369 Transfer to POB-S2003A Debt Svc. (226) $4,067 $1,242 $0 $5,309 Depreciation $13,000 $7,500 $0 $20,500Total Uses $6,357,877 $10,698,108 $4,397,865 $21,453,850

NET INCREASE (DECREASE) INRETAINED EARNINGS $261,901 $411,152 $1,129,133 $1,802,186

RETAINED EARNINGS: October 1 ($2,090,334) $418,853 $10,302,344 $8,630,863

September 30 ($1,828,433) $830,005 $11,431,477 $10,433,049




Insurance Funds - General InsuranceFund 503



SOURCES OF FUNDS: Revenues: GRU Reimbursements $899,359 $908,925 $946,125 $1,274,459 $1,287,928 Miscellaneous ( int., sales of fixed assets, etc.) $234,000 $192,557 $234,000 $234,000 $234,000 Insurance Premiums: General Fund $3,321,502 $3,321,502 $3,487,577 $3,487,577 $3,661,956 Airport $53,700 ($23,913) $53,700 $0 $0 General Pension $44,000 $44,000 $53,000 $56,000 $58,800 Fire Pension $12,500 $12,500 $13,500 $19,000 $19,950 Solid Waste Collections $14,551 $14,551 $16,007 $16,007 $16,807 Community Development Block Grant $9,500 $9,500 $9,500 $5,000 $5,250 Regional Transit System $888,917 $888,917 $977,809 $977,809 $1,026,699 Police Pension $12,500 $12,500 $13,500 $19,000 $19,950 Ironwood Golf Course $50,000 $50,000 $50,000 $50,000 $52,500 Fleet Services Fund $57,777 $57,777 $63,555 $63,555 $66,733 Stormwater Management Utilities $146,498 $146,498 $161,148 $161,148 $169,205TOTAL SOURCES $5,744,804 $5,635,314 $6,079,422 $6,363,555 $6,619,778

USES OF FUNDS: Expenditures: Risk Management $295,908 $263,563 $319,413 $372,779 $372,840 City Attorney $135,824 $144,430 $141,569 $150,837 $158,045 Health Services $382,932 $271,911 $384,996 $396,476 $404,425 Fees & Administration $495,000 $519,619 $495,000 $524,000 $524,000 Self Insurance Claims $2,650,000 $2,265,871 $2,750,000 $2,735,000 $2,735,000 Insurance Premiums $1,500,000 $1,569,498 $1,660,000 $1,910,000 $2,010,000 Indirect Cost $123,800 $123,749 $126,500 $130,000 $136,500 Transfer to POB-S2003A Debt Svc. (226) $0 $0 $6,907 $7,796 $4,067 Depreciation $13,000 $11,812 $13,000 $13,000 $13,000TOTAL USES $5,596,464 $5,170,453 $5,897,385 $6,239,888 $6,357,877

NET INCREASE (DECREASE) INRETAINED EARNINGS $148,340 $464,861 $182,037 $123,667 $261,901

RETAINED EARNINGS: October 1 ($150,596) ($2,860,899) ($2,396,038) ($2,214,001) ($2,090,334)

September 30 ($2,256) ($2,396,038) ($2,214,001) ($2,090,334) ($1,828,433)

NOTE: (1) FY 2003 actual uses are net of encumbrances.




Insurance Funds - Employee Health & Accident BenefitsFund 504



SOURCES OF FUNDS: Premium/Other Revenues: City Contributions-employees $5,804,939 $5,790,558 $6,599,121 $6,773,731 $6,973,163 Participants Share - Employees $2,838,243 $2,937,597 $3,494,086 $2,992,970 $3,145,728 Life Insurance $291,000 $290,673 $291,000 $325,000 $325,000 Interest on Investments $50,000 ($28,623) $50,000 $50,000 $50,000 Transfer from Retiree Health Insurance $107,156 $410,891 $110,219 $112,966 $115,369 Flex Plan Contribution $400,000 $465,824 $400,000 $500,000 $500,000 Other $0 $155,498 $0 $0 $0TOTAL SOURCES $9,491,338 $10,022,418 $10,944,426 $10,754,667 $11,109,260

USES OF FUNDS: Expenditures: Risk Management $162,915 $160,962 $163,700 $151,280 $141,280 Administrative Fees $945,000 $1,018,666 $1,085,000 $1,175,760 $1,293,336 Benefit Payments $7,062,000 $6,443,361 $8,367,000 $7,438,000 $7,810,500 Flex Claims $400,000 $482,928 $400,000 $500,000 $500,000 Stop-Loss Insurance $191,590 $235,659 $204,000 $274,144 $316,010 Life Insurance $291,000 $308,642 $291,000 $325,000 $325,000 Employee Assistance Program $80,000 $55,834 $80,000 $67,000 $70,000 Comprehensive Wellness $88,000 $109,041 $89,000 $153,700 $153,700 Indirect Cost $76,450 $76,449 $77,980 $77,980 $79,540 Transfer to POB-S2003A Debt Svc. (226) $0 $0 $2,108 $2,382 $1,242 Depreciation $7,500 $6,560 $7,500 $7,500 $7,500TOTAL USES $9,304,455 $8,898,102 $10,767,288 $10,172,746 $10,698,108

NET INCREASE (DECREASE) INRETAINED EARNINGS $186,883 $1,124,316 $177,138 $581,921 $411,152

RETAINED EARNINGS: October 1 $408,667 ($1,464,522) ($340,206) ($163,068) $418,853

September 30 $595,550 ($340,206) ($163,068) $418,853 $830,005

NOTE: (1) FY 2003 actual uses are net of encumbrances.




Insurance Funds - Retiree HealthFund 507



SOURCES OF FUNDS: Premium/Other Revenues: City Contributions-General Gov't. $2,278,723 $2,133,676 $2,375,569 $2,336,647 $2,390,875 City Contributions-G.R.U. $1,072,340 $1,246,542 $1,117,915 $1,372,317 $1,404,164 Retirees Contribution $1,100,000 $1,256,247 $1,250,000 $1,312,884 $1,401,959 Miscellaneous Revenues $600,000 $266,110 $330,000 $330,000 $330,000TOTAL SOURCES $5,051,063 $4,902,575 $5,073,484 $5,351,848 $5,526,998

USES OF FUNDS: Expenditures: Benefit Payments $3,638,000 $2,308,738 $4,183,000 $3,540,777 $3,659,424 Fees & Administration $442,000 $312,924 $510,000 $457,240 $502,964 Insurance Premiums $90,160 $72,392 $96,000 $106,612 $117,273 Other Expenses $2,865 $6,973 $2,387 $2,703 $2,835 Transfer to E.H.A.B. $107,156 $410,891 $110,219 $106,955 $115,369TOTAL USES $4,280,181 $3,111,918 $4,901,606 $4,214,287 $4,397,865

NET INCREASE (DECREASE) INRETAINED EARNINGS $770,882 $1,790,657 $171,878 $1,137,561 $1,129,133

RETAINED EARNINGS: October 1 $6,100,227 $7,202,248 $8,992,905 $9,164,783 $10,302,344

September 30 $6,871,109 $8,992,905 $9,164,783 $10,302,344 $11,431,477

NOTE: (1) This fund was created by City Ordinance #4066 adopted March 27, 1995.


___________________________________________________________ CITY OF ________________________ GAINESVILLE

______________ FY 2004-2005/2005-2006 FINANCIAL______________________________________________ AND OPERATING PLAN

FIDUCIARY FUNDS

Pension Trust Funds

Pension Trust Funds are used to account for public employee retirement systems.

The City maintains the following Pension Trust Funds:

General Pension Fund - To account for the accumulation of resources to be used for pension payments to participants of the City’s Employees Pension Plan.

Police Officers and Fire Fighters Consolidated Retirement Fund - To account for the accumulation of resources to be used for pension payments to participants of the City’s Consolidated Police Officers and Fire Fighters Retirement Plan.

401A Qualified Pension Fund - To account for the accumulation of resources to be used for pension benefit payments to participants of the Money Purchase Retirement Plan administered by the ICMA Retirement Corporation.

Disability Pension Fund - To account for the accumulation of resources to be used for benefit payments to eligible participants.

Expendable Trust Funds

Expendable Trust Funds are those whose principal and income may be expended in the course of their designated operations.

The following Expendable Trust Funds are included in this budget:

Evergreen Cemetery Trust Fund - To account for revenues which will be used to finance perpetual care for certain City cemetery grave sites. Interest income and income from lot sales and perpetual care contracts provide the financing sources.

Thomas Center Endowment Fund - To account for donated funds, and interest earned on such funds, which are to be used for certain specific projects involving the Thomas Center.

Art in Public Places Trust Fund - This Fund was established by City Ordinance # 3509, adopted January 23, 1989, to enhance the quality of visual environment in the City of Gainesville. One percent of fund appropriated for local government building construction and major building renovation must be used to carry out the purposes of this Ordinance.

School Crossing Guard Trust Fund - To account for surcharge imposed on parking fines to fund the School Crossing Guard Program.

Downtown Redevelopment Trust Fund - To account for certain property tax increments, and interest earned on such funds, which are to be used for specific projects involving downtown redevelopment.

Fifth Avenue / Pleasant Street Redevelopment Trust Fund - To account for certain property tax increments, and interest earned on such funds, which are to be used for specific projects involving Fifth Avenue and Pleasant Street Neighborhood redevelopment.

College Park/University Heights Redevelopment Trust Fund - To account for property tax increment and interest earned on such funds, for specific projects within the College Park/University Heights Redevelopment District.

Eastside Redevelopment Trust Fund – To account for property tax increment and interest earned on such funds, for specific projects within the Eastside Redevelopment District.


Fiduciary Funds


Pension Trust Funds


TOTALS

SOURCES OF FUNDS: Revenues: Interest and Dividends $3,594,075 $44,474 $3,638,549 Contributions $9,543,064 $0 $9,543,064 Property Tax increments $0 $1,102,173 $1,102,173 Cemetery Revenues $0 $20,000 $20,000 Gain on Investments $32,828,850 $0 $32,828,850 Surcharge on Parking Fines $0 $58,000 $58,000 Miscellaneous $32,500 $1,000 $33,500Transfers from: General Fund $0 $607,393 $607,393Total Sources $45,998,489 $1,833,040 $47,831,529

USES OF FUNDS: Expenditures: Downtown Redevelopment $0 $287,634 $287,634 5th. Ave./Pleasant St. Redev. $0 $63,465 $63,465 College Pk./Univ. Hts. Redev. $0 $564,075 $564,075 Eastside Redev. $0 $5,250 $5,250 Benefit Payments $17,505,000 $0 $17,505,000 Other Expenses $2,892,876 $0 $2,892,876Transfers To: General Fund (001) $0 $174,143 $174,143 CRA Operating (111) $0 $408,462 $408,462 CRA Debt Service (223) $0 $125,091 $125,091 FFGFC of 2002 Debt Svc. (225) $0 $163,996 $163,996 POB-S2003A Debt Svc.(226) $6,477 $0 $6,477Total Uses $20,404,353 $1,792,116 $22,196,469

EXCESS (DEFICIT) OF SOURCES OVER USES $25,594,136 $40,924 $25,635,060

FUND BALANCES: October 1 $365,677,223 $2,799,331 $368,476,554

September 30 $391,271,359 $2,840,255 $394,111,614



Fiduciary Funds


Pension Trust Funds


TOTALS

SOURCES OF FUNDS: Revenues: Interest and Dividends $4,080,325 $44,474 $4,124,799 Contributions $9,913,222 $0 $9,913,222 Property Tax increments $0 $1,158,870 $1,158,870 Cemetery Revenues $0 $20,000 $20,000 Gain on Investments $35,675,300 $0 $35,675,300 Surcharge on Parking Fines $0 $58,000 $58,000 Miscellaneous $32,500 $1,000 $33,500Transfers from: General Fund $0 $637,762 $637,762Total Sources $49,701,347 $1,920,106 $51,621,453

USES OF FUNDS: Expenditures: Downtown Redevelopment $0 $282,619 $282,619 5th. Ave./Pleasant St. Redev. $0 $64,486 $64,486 College Pk./Univ. Hts. Redev. $0 $599,821 $599,821 Eastside Redev. $0 $1,750 $1,750 Benefit Payments $18,775,100 $0 $18,775,100 Other Expenses $3,106,624 $0 $3,106,624Transfers To: General Fund (001) $0 $206,938 $206,938 CRA Operating (111) $0 $417,786 $417,786 CRA Debt Service (223) $0 $124,552 $124,552 FFGFC of 2002 Debt Svc. (225) $0 $176,271 $176,271 POB-S2003A Debt Svc.(226) $3,378 $0 $3,378Total Uses $21,885,102 $1,874,222 $23,759,324

EXCESS (DEFICIT) OF SOURCES OVER USES $27,816,245 $45,884 $27,862,129

FUND BALANCES: October 1 $391,271,359 $2,840,255 $394,111,614

September 30 $419,087,604 $2,886,139 $421,973,743



Fiduciary FundsPension Trust Funds


General Pension Plan

Disability Pension

401 A Qualified Pension

Consolidated Pension Plan TOTALS

604 605 606 607 & 608 SOURCES OF FUNDS: Revenues: Employee Contributions $3,047,275 $0 $203,650 $1,492,052 $4,742,977 Employer Contributions $1,438,200 $676,110 $407,425 $1,259,700 $3,781,435 State Contributions: Insurance Tax $0 $0 $0 $1,018,652 $1,018,652 Interest & Dividends $1,669,075 $0 $650,000 $1,275,000 $3,594,075 Gain on Investment $21,353,850 $0 $0 $11,475,000 $32,828,850 Miscellaneous $7,500 $0 $0 $25,000 $32,500Total Sources $27,515,900 $676,110 $1,261,075 $16,545,404 $45,998,489

USES OF FUNDS: Expenditures: Financial Svcs.-Departmental $176,737 $0 $0 $101,568 $278,305 Benefit Payments $9,577,150 $307,700 $0 $7,047,400 $16,932,250 Refund of Contributions $347,750 $0 $0 $225,000 $572,750 Managerial Fees $1,280,100 $0 $0 $863,700 $2,143,800 Actuarial Fees $50,000 $0 $0 $20,000 $70,000 Insurance Premium $45,000 $0 $0 $34,000 $79,000 Pension Boards/Committees $20,000 $0 $0 $45,000 $65,000 Other Expense $89,350 $40,571 $0 $126,850 $256,771 Transfers-Out $6,477 $0 $0 $0 $6,477Total Uses $11,592,564 $348,271 $0 $8,463,518 $20,404,353

EXCESS (DEFICIT) OF SOURCES OVER USES $15,923,336 $327,839 $1,261,075 $8,081,886 $25,594,136


September 30 $236,700,279 $3,777,909 $9,685,758 $141,107,413 $391,271,359



Fiduciary FundsPension Trust Funds


General Pension Plan

Disability Pension

401 A Qualified Pension

Consolidated Pension Plan TOTALS

604 605 606 607 & 608 SOURCES OF FUNDS: Revenues: Employee Contributions $3,184,400 $0 $210,000 $1,559,200 $4,953,600 Employer Contributions $1,502,920 $706,550 $415,000 $1,316,500 $3,940,970 State Contributions: Insurance Tax $0 $0 $0 $1,018,652 $1,018,652 Interest & Dividends $2,021,125 $0 $675,000 $1,384,200 $4,080,325 Gain on Investment $23,242,950 $0 $0 $12,432,350 $35,675,300 Miscellaneous $7,500 $0 $0 $25,000 $32,500Total Sources $29,958,895 $706,550 $1,300,000 $17,735,902 $49,701,347

USES OF FUNDS: Expenditures: Financial Svcs.-Departmental $185,014 $0 $0 $106,310 $291,324 Benefit Payments $10,330,450 $320,050 $0 $7,502,500 $18,153,000 Refund of Contributions $372,100 $0 $0 $250,000 $622,100 Managerial Fees $1,398,500 $0 $0 $937,100 $2,335,600 Actuarial Fees $50,000 $0 $0 $20,000 $70,000 Insurance Premium $50,000 $0 $0 $36,400 $86,400 Pension Boards/Committees $20,000 $0 $0 $45,000 $65,000 Other Expense $89,350 $42,100 $0 $126,850 $258,300 Transfers-Out $3,378 $0 $0 $0 $3,378TOTAL USES $12,498,792 $362,150 $0 $9,024,160 $21,885,102

EXCESS (DEFICIT) OF SOURCES OVER USES $17,460,103 $344,400 $1,300,000 $8,711,742 $27,816,245


September 30 $254,160,382 $4,122,309 $10,985,758 $149,819,155 $419,087,604



Fiduciary Funds - Pension Trust FundsGeneral Pension Plan

Fund 604



SOURCES OF FUNDS: Revenues: Employee Contributions $2,661,756 $11,802,522 $2,768,258 $3,047,275 $3,184,400 Employer Contributions $2,594,536 $2,254,904 $2,698,317 $1,438,200 $1,502,920 Interest & Dividends $5,255,648 $2,468,817 $5,709,020 $1,669,075 $2,021,125 Gain (Loss) on Investments $9,704,776 $31,736,562 $10,602,467 $21,353,850 $23,242,950 Transfer from P.O.B. 2003A (226) $0 $38,634,133 $0 $0 $0 Miscellaneous $5,000 $8,343 $5,000 $7,500 $7,500TOTAL SOURCES $20,221,716 $86,905,281 $21,783,062 $27,515,900 $29,958,895

USES OF FUNDS: Expenditures: Financial Svcs.-Departmental $164,756 $159,281 $172,294 $176,737 $185,014 Benefit Payments $8,082,874 $8,878,777 $8,325,360 $9,577,150 $10,330,450 DROP Plan Payments $800,000 $1,077 $800,000 $0 $0 Refund of Contributions $325,000 $587,729 $325,000 $347,750 $372,100 Managerial Fees $750,000 $761,064 $750,000 $1,280,100 $1,398,500 Actuarial Fees $50,000 $60,085 $50,000 $50,000 $50,000 Insurance Premiums $40,000 $44,000 $40,000 $45,000 $50,000 Pension Boards/Committees $9,000 $31 $9,000 $20,000 $20,000 Other Expenses $79,850 $13,780 $79,850 $89,350 $89,350 Transfer to POB-S2003A $0 $0 $5,737 $6,477 $3,378TOTAL USES $10,301,480 $10,505,824 $10,557,241 $11,592,564 $12,498,792

EXCESS (DEFICIT) OF SOURCES OVER USES $9,920,236 $76,399,457 $11,225,821 $15,923,336 $17,460,103


September 30 $162,240,464 $209,551,122 $220,776,943 $236,700,279 $254,160,382



Fiduciary Funds - Pension Trust FundsDisability Pension Plan

Fund 605



SOURCES OF FUNDS: Revenues: Gen. Gov't. Contributions $280,776 $304,222 $293,411 $317,900 $332,200 GRU Contributions $402,244 $342,784 $420,345 $358,210 $374,350 Interest on Investments $89,956 $84,971 $94,005 $0 $0TOTAL SOURCES $772,976 $731,977 $807,761 $676,110 $706,550

USES OF FUNDS: Expenditures: Benefit Payments-Gen. Gov't. $133,873 $135,732 $133,873 $141,200 $146,850 Benefit Payments-GRU $133,875 $156,734 $133,875 $166,500 $173,200 Administration $95,429 $7,308 $95,693 $40,571 $42,100TOTAL USES $363,177 $299,774 $363,441 $348,271 $362,150

EXCESS (DEFICIT) OF SOURCES OVER USES $409,799 $432,203 $444,320 $327,839 $344,400


September 30 $2,961,292 $3,005,750 $3,450,070 $3,777,909 $4,122,309

NOTE:

(1) This Fund was established effective October 1, 1997, to accommodate the financial requirements of the actuarial valuation report accepted and approved by the City commission on August 25, 1997.



Fiduciary Funds - Pension Trust Funds401 A Qualified Pension Plan

Fund 606



SOURCES OF FUNDS: Revenues: Employer Contributions $945,000 $465,628 $945,000 $407,425 $415,000 Employee Contributions $472,500 $232,732 $472,500 $203,650 $210,000 Interest on Investments $1,000,000 $1,093,708 $1,000,000 $650,000 $675,000TOTAL SOURCES $2,417,500 $1,792,068 $2,417,500 $1,261,075 $1,300,000

USES OF FUNDS: Expenditures: Refund of Contributions $175,000 $4,684,837 $175,000 $0 $0TOTAL USES $175,000 $4,684,837 $175,000 $0 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $2,242,500 ($2,892,769) $2,242,500 $1,261,075 $1,300,000


September 30 $13,946,698 $6,182,183 $8,424,683 $9,685,758 $10,985,758



Fiduciary Funds - Pension Trust FundsConsolidated Pension Plan

Fund 607 & 608



SOURCES OF FUNDS: Revenues: Employee Contributions $1,258,960 $1,427,795 $1,459,000 $1,492,052 $1,559,200 Employer Contributions $2,528,733 $2,629,438 $2,930,000 $1,259,700 $1,316,500 State Contributions: Insurance Tax $793,734 $1,018,653 $793,734 $1,018,652 $1,018,652 Interest & Dividends $1,820,000 $2,188,006 $1,983,800 $1,275,000 $1,384,200 Gain (Loss) on Investments $4,680,000 $20,138,390 $5,101,200 $11,475,000 $12,432,350 Transfer from Debt Service (227) $0 $47,728,526 $0 $0 $0 Miscellaneous $5,000 $23,729 $5,000 $25,000 $25,000TOTAL SOURCES $11,086,427 $75,154,538 $12,272,734 $16,545,404 $17,735,902

USES OF FUNDS: Expenditures: Financial Svcs.-Departmental $94,600 $91,622 $98,902 $101,568 $106,310 Benefit Payments $4,301,380 $5,207,871 $4,368,753 $5,572,400 $5,962,500 Disability Payments $250,121 $265,802 $257,630 $275,000 $290,000 Refund of Contributions $246,862 $201,980 $254,268 $225,000 $250,000 DROP Plan Payments $1,737,627 $1,171,801 $1,789,756 $1,200,000 $1,250,000 Managerial Fees $340,000 $363,417 $370,600 $863,700 $937,100 Actuarial Fees $15,000 $23,971 $15,000 $20,000 $20,000 Insurance Premiums $19,017 $25,000 $19,288 $34,000 $36,400 Pension Boards/Committees $48,562 $35,184 $35,701 $45,000 $45,000 Other Expenses $92,792 $74,221 $106,458 $126,850 $126,850TOTAL USES $7,145,961 $7,460,869 $7,316,356 $8,463,518 $9,024,160

EXCESS (DEFICIT) OF SOURCES OVER USES $3,940,466 $67,693,669 $4,956,378 $8,081,886 $8,711,742


September 30 $77,395,601 $128,069,149 $133,025,527 $141,107,413 $149,819,155



Fiduciary Funds - Expendable Trust Funds


Evergreen Cemetery

Fund

Thomas Center

Endowment

Downtown Redevelopment

Trust

Fifth Avenue Pleasant St.

Redevelopment

602 603 610 613SOURCES OF FUNDS: Revenues: Interest and Dividends $41,674 $800 $0 $0 Surcharge on Parking Fines $0 $0 $0 $0 Cemetery Revenues $20,000 $0 $0 $0 Miscellaneous Revenues $1,000 $0 $0 $0 Property Tax Increment: County $0 $0 $410,121 $111,190Transfers From: General Fund $0 $0 $225,523 $61,098Total Sources $62,674 $800 $635,644 $172,288

USES OF FUNDS: Expenditures: Downtown Redevelopment $0 $0 $287,634 $0 5th. Ave./Pleasant St. Redev. $0 $0 $0 $63,465 College Pk./Univ. Hts. Redev. $0 $0 $0 $0 Eastside Redevelopment $0 $0 $0 $0Transfers to Other Funds: General Fund (001) $44,225 $0 $20,918 $0 CRA Operating (111) $0 $0 $136,407 $56,841 CRA Debt Service (223) $0 $0 $78,671 $0 FFGFC of 2002 Debt Svc. (225) $0 $0 $112,014 $51,982 Downtown Pkg. Garage (326) $0 $0 $0 $0Total Uses $44,225 $0 $635,644 $172,288


FUND BALANCES: October 1 $1,081,806 $21,799 $408,831 $256,690

September 30 $1,100,255 $22,599 $408,831 $256,690



Fiduciary Funds - Expendable Trust Funds (continued)


School Crossing

Guards Fund

College Park/ University

Heights Redevelopment

Arts in Public Places

Eastside Redevelopment

TrustTOTALS

617 618 619 621

$2,000 $0 $0 $0 $44,474$58,000 $0 $0 $0 $58,000

$0 $0 $0 $0 $20,000$0 $0 $0 $0 $1,000

$0 $515,536 $0 $65,326 $1,102,173

$0 $283,494 $0 $37,278 $607,393

$60,000 $799,030 $0 $102,604 $1,833,040

$0 $0 $0 $0 $287,634$0 $0 $0 $0 $63,465$0 $564,075 $0 $0 $564,075$0 $0 $0 $5,250 $5,250

$100,000 $0 $9,000 $0 $174,143

$0 $188,535 $0 $26,679 $408,462$0 $46,420 $0 $0 $125,091$0 $0 $0 $0 $163,996$0 $0 $0 $0 $0

$100,000 $799,030 $9,000 $31,929 $1,792,116

($40,000) $0 ($9,000) $70,675 $40,924

$124,228 $808,457 $1,311 $96,209 $2,799,331

$84,228 $808,457 ($7,689) $166,884 $2,840,255



Fiduciary Funds - Expendable Trust Funds


Evergreen Cemetery

Fund

Thomas Center

Endowment

Downtown Redevelopment

Trust

Fifth Avenue Pleasant St.

Redevelopment

602 603 610 613SOURCES OF FUNDS: Revenues: Interest and Dividends $41,674 $800 $0 $0 Surcharge on Parking Fines $0 $0 $0 $0 Cemetery Revenues $20,000 $0 $0 $0 Miscellaneous Revenues $1,000 $0 $0 $0 Property Tax Increment: County $0 $0 $432,216 $116,749Transfers From: General Fund $0 $0 $236,799 $64,153Total Sources $62,674 $800 $669,015 $180,902

USES OF FUNDS: Expenditures: Downtown Redevelopment $0 $0 $282,619 $0 5th. Ave./Pleasant St. Redev. $0 $0 $0 $64,486 College Pk./Univ. Hts. Redev. $0 $0 $0 $0 Eastside Redevelopment $0 $0 $0 $0Transfers to Other Funds: General Fund (001) $45,110 $0 $52,828 $0 CRA Operating (111) $0 $0 $143,748 $51,833 CRA Debt Service (223) $0 $0 $78,132 $0 FFGFC of 2002 Debt Svc. (225) $0 $0 $111,688 $64,583Total Uses $45,110 $0 $669,015 $180,902


FUND BALANCES: October 1 $1,100,255 $22,599 $408,831 $256,690

September 30 $1,117,819 $23,399 $408,831 $256,690



Fiduciary Funds - Expendable Trust Funds (continued)


School Crossing

Guards Fund

College Park/ University

Heights Redevelopment

Arts in Public Places

Eastside Redevelopment

TrustTOTALS

617 618 619 621

$2,000 $0 $0 $0 $44,474$58,000 $0 $0 $0 $58,000

$0 $0 $0 $0 $20,000$0 $0 $0 $0 $1,000

$0 $541,313 $0 $68,592 $1,158,870

$0 $297,668 $0 $39,142 $637,762

$60,000 $838,981 $0 $107,734 $1,920,106

$0 $0 $0 $0 $282,619$0 $0 $0 $0 $64,486$0 $599,821 $0 $0 $599,821$0 $0 $0 $1,750 $1,750

$100,000 $0 $9,000 $0 $206,938

$0 $192,741 $0 $29,464 $417,786$0 $46,420 $0 $0 $124,552$0 $0 $0 $0 $176,271

$100,000 $838,981 $9,000 $31,214 $1,874,222

($40,000) $0 ($9,000) $76,520 $45,884

$84,228 $808,457 ($7,689) $166,884 $2,840,255

$44,228 $808,457 ($16,689) $243,404 $2,886,139



Fiduciary Funds- Expendable Trust FundsEvergreen Cemetery Trust Fund

Fund 602



SOURCES OF FUNDS: Revenues: Interest on Investments $40,857 $185,294 $41,674 $41,674 $41,674 Perpetual Care Certificates $20,000 $28,387 $20,000 $20,000 $20,000 Lot Sales - 20% $1,000 $0 $1,000 $1,000 $1,000TOTAL SOURCES $61,857 $213,681 $62,674 $62,674 $62,674

USES OF FUNDS: Transfers To: General Fund $42,507 $42,507 $43,358 $44,225 $45,110TOTAL USES $42,507 $42,507 $43,358 $44,225 $45,110


FUND BALANCES: October 1 $1,056,013 $891,316 $1,062,490 $1,081,806 $1,100,255

September 30 $1,075,363 $1,062,490 $1,081,806 $1,100,255 $1,117,819



Fiduciary Funds- Expendable Trust FundsThomas Center Fund

Fund 603



SOURCES OF FUNDS: Revenues: Interest on Investments $1,000 $1,077 $1,000 $800 $800TOTAL SOURCES $1,000 $1,077 $1,000 $800 $800

USES OF FUNDS: Transfer to: Thomas Center Programs $0 $2,748 $0 $0 $0 Gen. Fund $0 $0 $0 $0 $0TOTAL USES $0 $2,748 $0 $0 $0

EXCESS (DEFICIT) OF SOURCES OVER USES $1,000 ($1,671) $1,000 $800 $800


September 30 $35,198 $33,029 $36,198 $22,599 $23,399



Fiduciary Funds- Expendable Trust FundsDowntown Redevelopment Trust Fund

Fund 610



SOURCES OF FUNDS: Revenues: Property Tax Increment: County $322,753 $351,806 $377,280 $410,121 $432,216 Interest Income $0 $20,339 $0 $0 $0 Transfers From: CRA Operation (111) $0 $24,748 $0 $0 $0 General Fund (Tax Increment) $177,438 $193,461 $207,414 $225,523 $236,799TOTAL SOURCES $500,191 $590,354 $584,694 $635,644 $669,015

USES OF FUNDS: Expenditures: Downtown Maintenance $31,187 $51,311 $48,500 $50,000 $50,000 Streetscape $10,000 $78,293 $40,131 $0 $0 Coordinated Signage $15,358 $1,129 $0 $0 $0 Façade Grant $0 $0 $0 $20,000 $20,000 Main Street $0 $6,300 $0 $0 $0 Marketing $0 $0 $0 $26,250 $8,750 Parking Management $118,632 $119,143 $0 $0 $0 Union Street Project $82,000 $146,773 $150,000 $172,200 $180,810 Public Information Campaign $0 $0 $0 $0 $10,000 Commerce Building Project $0 $3,114 $0 $0 $0 Residential Projects $0 $0 $0 $19,184 $13,059 Transfers to Other Funds: General Fund (Policing) $0 $0 $0 $20,918 $52,828 CRA Operation (111) $105,055 $105,055 $114,275 $136,407 $143,748 CRA Debt Service (223) $8,800 $8,800 $118,800 $78,671 $78,132 FFGFC of 2002 (225) $113,383 $113,383 $112,288 $112,014 $111,688 Downtown Pkg. Garage (326) $31,465 $31,465 $0 $0 $0TOTAL USES $515,880 $664,766 $583,994 $635,644 $669,015

EXCESS (DEFICIT) OF SOURCES OVER USES ($15,689) ($74,412) $700 $0 $0


September 30 $603,567 $408,131 $408,831 $408,831 $408,831

NOTES: (1) The Downtown Redevelopment District was expanded by City Ordinance #002142 adopted December 10, 2001. (2) This Fund began using multiple year expenditure accounts in FY 1999, which allows unspent appropriations to be carried forward to subsequent years until the project is completed.



Fiduciary Funds- Expendable Trust FundsFifth Avenue/Pleasant Street Redevelopment Trust Fund

Fund 613



SOURCES OF FUNDS: Revenues: Property Tax Increment: County $71,727 $75,851 $76,989 $111,190 $116,749 Property Sales $0 $32,208 $0 $0 $0 Mortgage Income $0 $504 $0 $0 $0 Loan Repayment $0 $2,573 $0 $0 $0 Interest Income $0 $10,551 $0 $0 $0 Transfer From: CRA Operation (111) $0 $3,347 $0 $0 $0 General Fund (Tax Increment) $39,433 $41,840 $42,468 $61,098 $64,153TOTAL SOURCES $111,160 $166,874 $119,457 $172,288 $180,902

USES OF FUNDS: Expenditures: Sidewalk Infrast. Projects $0 $8,721 $0 $0 $0 Residential Projects $0 $18,399 $0 $0 $0 Maintenance $0 $979 $11,750 $6,051 $6,051 Revolving Loan Program $20,000 $0 $0 $0 $0 Marketing $0 $0 $0 $7,500 $2,500 Model Block Program $24,185 $65,397 $0 $0 $0 Streetscape $0 $0 $23,155 $49,914 $55,935 Coordinated Signage $0 $765 $0 $0 $0 5th. Ave./6th. Street Project $0 $115,621 $0 $0 $0 Transfers to Other Funds: CRA Operation (111) $25,490 $25,490 $32,440 $56,841 $51,833 FFGFC of 2002 (225) $52,619 $52,619 $52,111 $51,982 $64,583TOTAL USES $122,294 $287,991 $119,457 $172,288 $180,902

EXCESS (DEFICIT) OF SOURCES OVER USES ($11,134) ($121,117) $0 $0 $0


September 30 $344,011 $256,690 $256,690 $256,690 $256,690

NOTE:

(1) This Fund began using multiple year expenditure accounts in FY 1999, which allows unspent appropriations to be carried forward to subsequent years until the project is completed.



Fiduciary Funds- Expendable Trust FundsSchool Crossing Guard Trust Fund

Fund 617



SOURCES OF FUNDS: Revenues: Surcharge on Parking Fines $55,000 $56,053 $55,000 $58,000 $58,000 Interest $2,000 $5,024 $2,000 $2,000 $2,000TOTAL SOURCES $57,000 $61,077 $57,000 $60,000 $60,000

USES OF FUNDS: Transfer to General Fund $80,000 $80,000 $80,000 $100,000 $100,000TOTAL USES $80,000 $80,000 $80,000 $100,000 $100,000

EXCESS (DEFICIT) OF SOURCES OVER USES ($23,000) ($18,923) ($23,000) ($40,000) ($40,000)


September 30 $126,609 $147,228 $124,228 $84,228 $44,228



Fiduciary Funds- Expendable Trust FundsCollege Park/University Heights Redevelopment Trust Fund

Fund 618



SOURCES OF FUNDS: Revenues: Property Tax Increment: County $296,250 $344,391 $349,557 $515,536 $541,313 Interest Income $0 $39,002 $0 $0 $0 Other Revenues $0 $6,790 $0 $0 $0 Transfer From: CRA Operation (111) $0 $20,186 $0 $0 $0 General Fund (Tax Increment) $162,866 $189,378 $192,219 $283,494 $297,668TOTAL SOURCES $459,116 $599,747 $541,776 $799,030 $838,981

USES OF FUNDS: Expenditures: Sidewalks $0 $5,435 $0 $0 $0 Streetscape/Park Match $13,000 $270,826 $140,716 $303,075 $362,821 Coordinated Signage $0 $360 $0 $0 $0 Marketing $0 $0 $0 $36,000 $12,000 Stringfellow/WUAL $0 $6,701 $0 $0 $0 Royal Village/SW 8th Project $150,000 $0 $0 $0 $0 Maintenance $0 $4,406 $23,500 $25,000 $25,000 Façade Grant $0 $0 $0 $50,000 $50,000 Royale Palms $0 $181,595 $0 $0 $0 Univ. Ave./13th St./SW 2nd $70,561 $270,000 $110,000 $50,000 $50,000 Stormwater Projects $50,000 $0 $50,000 $100,000 $100,000 NW 1st Avenue Project $45,000 $2,239 $100,000 $0 $0 SW 5th Triangle Project $25,000 $0 $0 $0 $0 Transfers to Other Funds: CRA Operation (111) $105,555 $105,555 $117,560 $188,535 $192,741 CRA Debt Service (223) $0 $0 $0 $46,420 $46,420TOTAL USES $459,116 $847,117 $541,776 $799,030 $838,981

EXCESS (DEFICIT) OF SOURCES OVER USES $0 ($247,370) $0 $0 $0

FUND BALANCES: October 1 $905,191 $1,055,827 $808,457 $808,457 $808,457

September 30 $905,191 $808,457 $808,457 $808,457 $808,457

NOTE: (1) This Fund began using multiple year expenditure accounts in FY 1999, which allows unspent appropriations to be carried forward to subsequent years until the project is completed.



Fiduciary Funds- Expendable Trust FundsArt in Public Places

Fund 619



SOURCES OF FUNDS: Revenues: Interest on Investment $0 $78 $0 $0 $0 Donation-Solar Art Project $0 $0 $0 $0 $0 Transfers from: General Capital Proj. Fund $0 $0 $0 $0 $0 CDBG $0 $0 $0 $0 $0TOTAL SOURCES $0 $78 $0 $0 $0

USES OF FUNDS: Expenditures: Public Facility Art Projects $0 $0 $0 $0 $0 Transfer to General Fund $9,000 $9,000 $9,000 $9,000 $9,000TOTAL USES $9,000 $9,000 $9,000 $9,000 $9,000

EXCESS (DEFICIT) OF SOURCES OVER USES ($9,000) ($8,922) ($9,000) ($9,000) ($9,000)

FUND BALANCES: October 1 $19,311 $2,092 $10,311 $1,311 ($7,689)

September 30 $10,311 ($6,830) $1,311 ($7,689) ($16,689)

NOTE:

(1) Art in Public Places Trust Fund was created by City Ordinance #3509 adopted January 23, 1989.



Fiduciary Funds- Expendable Trust FundsEastside Redevelopment Trust Fund

Fund 621



SOURCES OF FUNDS: Revenues: Property Tax Increment: County $8,095 $36,996 $37,551 $65,326 $68,592 Interest Income $0 $1,465 $0 $0 $0 Proceeds-Promissory Note $0 $0 $0 $0 $0 Transfers From: General Fund (Tax Increment) $4,450 $21,116 $21,433 $37,278 $39,142TOTAL SOURCES $12,545 $59,577 $58,984 $102,604 $107,734

USES OF FUNDS: Expenditures: Streetscape $0 $0 $0 $5,250 $1,750 Other Projects $0 $0 $0 $0 $0 Transfer to CRA Operation $10,246 $11,597 $10,755 $26,679 $29,464TOTAL USES $10,246 $11,597 $10,755 $31,929 $31,214



September 30 $2,299 $47,980 $96,209 $166,884 $243,404

NOTE: (1) The Eastside Redevelopment Trust Fund was created by City Ordinance #002143 adopted December 10, 2001.


_________________________________________________________ CITY OF _______________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL _______________________________________ AND OPERATING PLAN

PROGRAM PLANS

This section presents the City’s FY 2005/2006 budget for each major operating department. Information is presented through the use of charts, program plans and a summary of resources • Charts - Designed to present a general overview of departmental structure and formatted for ease of

graphical representation.

a) Program/Service Charts highlight major activities provided by the department. b) The adopted FY 2005/2006 organizational chart shows adopted changes and changes made during FY

2003 and FY 2004. • Program Narrative - Provides a brief description of departmental goals, activities and functions.

a) Includes each department’s mission statement, major departmental goals and objectives; b) Description of service initiatives adopted for FY 2005/2006; and c) The department’s long-range goals (2-5 years); and

d) Departmental Performance Measures.

• Summary of Resources - Utilizes an accounting format to detail expenditures and revenues over a four (4)

year period.

a) Four-year history of expenditures and funding by major object code (personal services, operating expenses, and capital) and by organization.

b) Line-item expenditure detail by department (with four year history), includes FY 2003

adopted, FY 2003 actual, FY 2004 adopted, the adopted budget for FY 2005, and the FY 2006 plan.

c) Personnel summary represents the adopted totals for FY 2003 and FY 2004, the adopted

totals for FY 2005, and the FY 2006 plan. Positions are represented as Full-Time Equivalent (FTE).

d) Capital Outlay schedules reflect the various classifications of capital expenditures as well as

their funding source for FY 2005 and FY 2006.

______________________________________________________________________CITY OF___________________ GAINESVILLE

_____________ FY 2004-2005/2005-2006 FINANCIAL_________________________________________________________ AND OPERATING PLAN

CITY COMMISSION

The City was founded in 1854 and incorporated in 1869. Since 1927, the City has operated under a Commission-Manager form of Government. The City Commission consists of seven Commissioners. In March 1998, the citizens of Gainesville elected their first directly elected Mayor since 1927. Previously, mayors were elected from among the commission. The City Charter prohibits consecutive service on the Commission for more than two three-year terms. With the annexation of the Southwest Gainesville area on September 1, 2002 (approved by voters in the Spring of 2002) the City’s population surpassed the threshold of 110,000 residents required to trigger a referendum on whether or not to expand the Commission from five to seven members. Voters approved this threshold back in March of 1992. On November 5, 2002 voters approved the expansion to seven members. Four members of the City Commission are elected from single member districts and three members are elected Citywide. The City Commission currently appoints the City Manager, who is responsible for the operation and management of all facets of City government and the implementation of policy directives of the Commission. The Commission also appoints the City Attorney, Clerk of the Commission, Equal Opportunity Officer, General Manager for Gainesville Regional Utilities, and an Internal Auditor, which are all directly responsible to the Commission. The City provides a full range of municipal services to its citizens, including police and fire protection; comprehensive land use planning and zoning services; code enforcement and neighborhood improvement; streets and drainage construction and maintenance; traffic engineering services; refuse collection (through a franchised operator); recreation and parks; cultural services; and necessary management and administrative services to support these activities. Additionally, the City owns the regional transit system serving the City and a portion of Alachua County, and a regional electric, water, wastewater, and gas utilities system (utility operations are not included in this General Government Budget).

_______________________________________________________________ CITY OF ______________________ GAINESVILLE

FUND FY 2003 ADOPTED

FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCE:

General Fund 001 175,415 200,414 213,566 234,576 234,576

POSITIONS: 001 5.0 7.0 7.0 7.0 7.0

EXPENDITURES BY MAJOR OBJECT:

Personal Services 001 175,415 200,414 213,566 234,576 234,576

Total 175,415 200,414 213,566 234,576 234,576

EXPENDITURES BY ORGANIZATIONS:

Clerk of Commission 001 175,415 200,414 213,566 234,576 234,576

(1) Beginning FY03, operating expenses for the City Commission are included in the Clerk of the Commission's budget.

City Commission

DEPARTMENTAL BUDGET SUMMARY

_____________ FY 2004-2005/2005-2006 FINANCIAL _____________________________________________________ AND OPERATING PLAN


CITY OF GAINESVILLE, FLORIDA

ALL FUNDS EXPENSE BUDGET BY AGENCY AND OBJECT

Agency: 710 City Commission

OBJECT FY 2003 ADOPTED

FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 156,268 152,651 193,306 188,520 188,520Fringe Benefits 19,147 47,763 20,260 46,056 46,056

PERSONAL SERVICES TOTAL 175,415 200,414 213,566 234,576 234,576

TOTAL FOR AGENCY 710 175,415 200,414 213,566 234,576 234,576

(1)Beginning FY 2003, the City Commission's Operating Expenses are included in the Clerk of the Commision's budget.


_______________________________________________________________ CITY OF _____________________ GAINESVILLE

City Commission

FY 02-03 ADOPTED FY 03-04 ADOPTED FY 04-05 ADOPTED FY 05-06 PLAN

Funding Source 001 TOTAL 001 TOTAL 001 TOTAL 001 TOTALFTE FTE FTE FTE

TITLE

Elected Mayor 1 1 1 1 1 1 1 1City Commissioner 4 4 6 6 6 6 6 6

TOTAL 5 5 7 7 7 7 7 7

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement415 - Ironwood Golf Course Enterprise Fund

CITY OF GAINESVILLE

PERSONNEL SUMMARY BY TITLE, FUND AND AGENCY

_____________ FY 2004-2005/2005-2006 FINANCIAL__________________________________________________ AND OPERATING PLAN

CITY ATTORNEYPROGRAM/SERVICES CHART

CityCommission

Legal Proceedings:A) Court

B) Admin.Proceedings

C) Mediation

PublicRelations(Media)

Charter Officers,Dept. Heads,

Supervisors &Staff

Boards &Committees

Program ChangesAdd Municipal Ordinance Enforcement FundAdd Equal Opportunity Hearing Officer

Office of The CityAttorney

Citizens

CommunityRedevelopment

Agency

MunicipalOrdinance

Enforcement

CITY ATTORNEYFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 13 (Total does not include Utilities Attorney)

Charter Office (7520)CITY ATTORNEY (1)Charter Office (7520)

CITY ATTORNEY (1)

^~Paralegal (1)

~Asst. LitigationAttorney (1)

^Legal Asst. (3.5)

~LitigationAttorney (1)

**Utilities Attorney(1) Office Manager (1)

Legal ProgramAssistant (1)

Personnel ChangesAdd Assistant City Attorney I (1)Add Legal Assistant (0.5)^Reclassify Administrative Asst (1) toLegal Asst, Sr. (1)

^Reclassify Paralegal (1) toLegal Asst (1)

Sr. Asst. CityAttorney (2)

>Underfilling Sr. Assistant Attorney (1.0) as Assistant City Attorney II (1.0)

~Litigation Attorney (0.5), Asst. Litigation Attorney (0.5),and Paralegal (0.5) funded from General Insurance Fund

**Gainesville Regional Utilities position whichreports to the City Attorney

^Legal Assistant, Sr. (1)

^>Asst. CityAttorney II (1)

Asst. CityAttorney I (1)

_________________________________________________________CITY OF _________________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL___________________________________________ AND OPERATING PLAN

CITY ATTORNEY

Mission Statement To represent interests of the City as expressed by the City Commission and the Charter Officers, and as prescribed by law.

Goals The major goals for the City Attorney’s Office for FY’s 2005/2006 are to:

• Effectively represent the interests of the City by minimizing liability and defending against claims.

• Practice the art of preventive lawyering by avoiding unnecessary, unproductive lawsuits, or legal problems. These goals can be met by knowing the law through continuing legal education courses and advising the City Commission, Charter Officers, Department Heads, and employees on legal issues before they ripen into litigation.

Objectives The objectives for the City Attorney’s Office for FY’s 2005/2006 are to:

• Provide legal advice and counsel to the City, its elected and appointed officials, its Boards, Departments, and Agencies, including the Community Redevelopment Agency.

• Prosecute and defend all suits for and on behalf of the City, as authorized by the City Commission.

• Prepare or approve all contracts, bonds, and other instruments in writing in which the City is concerned, and render opinions upon questions of law.

• Provide administrative staff and legal counsel to the Code Enforcement Board and

the Nuisance Abatement Board.

• Prosecute municipal ordinances not tied with a state statute(s).

Service Initiatives The basic service initiatives for the City Attorney’s Office for FY’s 2005/2006 are to:

City Commission • The City Attorney represents the interests of the City as expressed by the City Commission and as prescribed by law. The Attorney’s office provides legal counsel at all City Commission meetings as required.

City Manager and Departments

• The City Attorney represents the interests of the City as expressed by the City Manager and as prescribed by law before all courts, agencies and parties as required by law. The City Attorney provides legal advice and counsel to the City Manager and departments.

General Manager of Utilities

• The City Attorney assigns the Utilities Attorney to provide legal advice and counsel to the General Manager of Utilities.

City Auditor • The City Attorney provides legal advice and counsel to the City Auditor.

Clerk of the Commission Equal Opportunity Director

• The City Attorney provides legal advice and counsel to the Clerk of the Commission.

• The City Attorney provides legal advice and counsel to the Equal Opportunity Director, Equal Opportunity Committee, and the Human Rights Board.

Administrative Quasi/Judicial Advisory Boards

• The City Attorney provides legal counsel and advice at all board and committee meetings as required.



Regional Transit • The City Attorney’s Office provides legal advice and counsel on matters related to

the Regional Transit System.

Stormwater Management Utility

• The City Attorney’s Office provides legal advice and counsel on matters related to the Stormwater Management.

Community Redevelopment Agency

• The City Attorney’s Office provides legal advice and counsel on matters related to community development.

Self-Insurance Fund

• The City Attorney dedicates the equivalent of one and one-half full-time attorney, a part-time legal assistant, and part-time paralegal for claims and litigation covered by the City’s Self-Insurance Fund.

Long-Range Goals (2-5 Yrs.)

The Long-Range Goals for the City Attorney’s Office are to:

• Provide legal advice and counsel to the City, its elected and appointed officers and employees to mitigate cases and claims.

• Protect and preserve the legal rights and assets of the City by challenging unlawful or unwarranted acts.

• Reduce litigation fees and expenses related to lawsuits and claims covered under the Police Insurers Liability Insurance by representing the City’s interest in certain identified cases.

________________________________________________________________ CITY OF _____________________ GAINESVILLE

City Attorney


FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

FUNDING SOURCES:

General Fund 001 1,128,013 1,015,089 1,107,529 1,257,720 1,318,228Gen. Ins. Fund 503 435,824 313,099 451,569 460,837 468,045

Total 1,563,837 1,328,188 1,559,098 1,718,557 1,786,273

POSITIONS: 001 11.50 11.50 11.50 13.00 13.00503 1.50 1.50 1.50 1.50 1.50

Total 13.0 13.0 13.0 14.5 14.5


Personal Services 001 911,338 857,745 889,104 1,036,686 1,102,878503 125,824 134,360 131,569 140,837 148,045

1,037,162 992,105 1,020,673 1,177,523 1,250,923

Operating Expenses 001 216,675 149,794 218,425 213,384 212,700503 310,000 178,739 320,000 320,000 320,000

Subtotal 526,675 328,533 538,425 533,384 532,700

Capital Outlay 001 0 7,550 0 7,650 2,650

Total 1,563,837 1,328,188 1,559,098 1,718,557 1,786,273


Administration 001 1,099,263 1,011,504 1,078,779 1,229,370 1,289,878503 435,824 313,098 451,569 460,837 468,045

Municipal Court Costs 001 0 0 0 11,000 11,000

Code Enforcement Bd. 001 8,750 3,417 8,750 6,450 6,450

NAB 001 20,000 169 20,000 10,900 10,900

Total 1,563,837 1,328,188 1,559,098 1,718,557 1,786,273

___________ FY 2004-2005/2005-2006 FINANCIAL _____________________________________________________ AND OPERATING PLAN




Agency: 750 City Attorney


FY 2003 ACTUAL

FY 2004ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 848,033 837,230 866,936 995,409 1,059,222Fringes 189,129 154,875 153,737 182,114 191,701

PERSONAL SERVICES TOTAL 1,037,162 992,105 1,020,673 1,177,523 1,250,923

OPERATING EXPENSES

Non-Capital Equipment 3009 0 1,046 0 1,400 1,400Materials and Supplies 3010 9,150 7,086 9,150 9,800 9,900Office Supplies 3020 6,700 6,115 6,700 7,450 7,350Printing and Binding 3030 900 761 900 900 900Telephone 3110 5,925 2,003 5,925 5,925 5,925Postage 3120 2,550 1,744 2,550 2,650 2,650Advertising 3130 350 0 350 200 200Gasoline, Oil & Grease 3150 25 14 25 0 0Travel & Training 3210 23,800 15,307 23,800 24,500 24,500Books & Films 3240 26,300 26,295 26,300 30,900 30,900Dues, Memberships & Pub. 3250 4,850 4,413 4,850 5,350 5,350In-House Litigation Expense 3280 16,200 932 16,200 18,700 18,700Rental of Equipment 3420 7,100 6,155 7,100 7,500 7,500Insurance Premiums 3510 135,000 35,000 146,750 131,384 130,700Insurance Public Officials 3534 200,000 168,669 200,000 200,000 200,000Miscellaneous 3910 2,825 2,046 2,825 3,025 3,025Professional Services 4110 62,600 43,984 62,600 58,000 58,000Other Contractual Services 4120 19,900 5,186 19,900 23,200 23,200Maint. of Ofc. & Other Eqpt. 4220 2,500 1,777 2,500 2,500 2,500

OPERATING EXPENSES TOTAL 526,675 328,533 538,425 533,384 532,700

CAPITAL OUTLAY

Machinery and Equipment 6040 0 7,550 0 7,650 2,650

CAPITAL OUTLAY TOTAL 0 7,550 0 7,650 2,650

TOTAL FOR AGENCY 750 1,563,837 1,328,188 1,559,098 1,718,557 1,786,273



City Attorney


Funding Source 001 503 TOTAL 001 503 TOTAL 001 503 TOTAL 001 503 TOTALFTE FTE FTE FTE

TITLE

^Administrative Assistant 0 0 0 1 0 1 0 0 0 0 0 0City Attorney 1 0 1 1 0 1 1 0 1 1 0 1City Attorney, Asst. 0.5 0.5 1 0.5 0.5 1 0 0 0 0 0 0City Attorney I, Asst. 0 0 0 0 0 0 1 0 1 1 0 1^City Attorney II, Asst. 0 0 0 0 0 0 1 0 1 1 0 1City Attorney, Sr. Asst. 3 0 3 3 0 3 2 0 2 2 0 2Legal Assistant 3 0 3 2 0 2 3.5 0 3.5 3.5 0 3.5^Legal Assistant, Sr. 1 0 1 0 0 0 1 0 1 1 0 1Legal Program Assistant 1 0 1 1 0 1 1 0 1 1 0 1Litigation Attorney 0.5 0.5 1 0.5 0.5 1 0.5 0.5 1 0.5 0.5 1Litigation Attorney, Asst. 0 0 0 0 0 0 0.5 0.5 1 0.5 0.5 1Office Manager 1 0 1 1 0 1 1 0 1 1 0 1^Paralegal 0.5 0.5 1 1.5 0.5 2 0.5 0.5 1 0.5 0.5 1

TOTAL 11.5 1.5 13.0 11.5 1.5 13.0 13.0 1.5 14.5 13.0 1.5 14.5

^Change made during FY 2004

Fund Descriptions:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement415 - Ironwood Golf Course Enterprise Fund


CITY OF GAINESVILLE



CAPITAL OUTLAYFY 2005

ADOPTEDFY 2006 PLAN

Network Printer 7,650 2,650

TOTAL CAPITAL PROGRAM 7,650 2,650

FUNDING SOURCES

General Fund 7,650 2,650

TOTAL FUNDING SOURCES 7,650 2,650

City Attorney

CAPITAL PROGRAM


CITY AUDITORPROGRAM/SERVICES CHART

Program ChangesNone

�

�

�

�

�

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Conducts financial, compliance andoperations auditsReviews the reliability and integrity offinancial and operating informationReviews established systems to ensurecompliance with policies, procedures, lawsand regulationsReviews the means of safeguarding assetsAppraises the economy and efficiency withwhich City resources are employedReviews operations or programs to determineif results are consistent with establishedobjectives and goals and carried out as planned

CITY AUDITORFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 4.5

Charter Office (7410)CITY AUDITOR (1)Charter Office (7410)CITY AUDITOR (1)

^=Staff Assistant II (0.5)

City Auditor, Assistant (2)

Staff Auditor (1)

Personnel Changes^=Reclassify Staff Assistant II (0.5)

to TBD

=Pending Audit^Changes made during FY 2004

__________________________________________________________________CITY OF ___________________ GAINESVILLE


CITY AUDITOR

Mission Statement

To promote honest, effective and fully accountable City government.

Goals The Office of the City Auditor is an independent appraisal activity established within the City organization to examine and evaluate its activities as a service to the City Commission and City management. Audit work carried out by the Office functions as a general control by measuring and evaluating the effectiveness of other City controls. The goals, duties and responsibilities of the City Auditor’s Office are broadly defined in the City Charter and prescribed specifically in Resolution 970187.

Objectives The major objective of the City Auditor’s Office is to assist the City Commission and City management in the effective discharge of their responsibilities by furnishing them with analysis, appraisals, recommendations, counsel and information concerning the activities reviewed. The scope of audit work carried out by the Office may be concerned with any phase of City activities where service may be rendered to the City Commission or to City management. This involves going beyond the accounting and financial records to obtain a full understanding of the operations under review, and involves the following activities:

• Conducting financial, compliance and operational audits and preparing audit reports of findings and recommendations. Such audits shall be conducted in accordance with current professional standards for government audits as issued by the Comptroller General of the United States in Government Auditing Standards.

• Reviewing the reliability and integrity of financial and operating information and

the means used to identify, measure, classify and report such information.

• Reviewing systems established to ensure compliance with those policies, plans, procedures, laws and regulations, which could have a significant impact on operations and reports, and determining whether the organization is in compliance.

• Reviewing the means of safeguarding assets and, as appropriate, verifying the

existence of such assets.

• Appraising the economy and efficiency in which City resources are employed.

• Reviewing operations or programs to ascertain whether results are consistent with established objectives and carried out as planned.

• Performing other duties as may be assigned by the City Commission.

Service Initiatives

Each year the City Commission approves the City Auditor’s Annual Audit Plan. The Annual Audit Plan is developed in a manner that assigns a higher priority to areas where a higher potential return on audit hours is anticipated. The Annual Audit Plan is also developed in a manner that ensures adequate audit coverage, provides guidance to the City Auditor as to what areas to audit and provides undesignated hours for unanticipated City Commission referrals. The City Auditor’s current Annual Audit Plan for FY 2004 includes the following projects:

__________________________________________________________________CITY OF ___________________ GAINESVILLE


Revenue/Cost Containment Audits Follow-Up Audits Budgeted Revenue Estimates Employee Compensation Cellular Telephones (General Government)

Housing

GRU Procurement Card Program General Government Procurement Card Program

Living Wage Review Minority/Small Business Enterprise Property Tax Exemptions Nature Operations Neighborhood Housing and

Development Corp. Operational Audits (NHDC) GRU Revenues 1st Step Permitting and Development Review

Workers’ Compensations

Boards and Committees Equal Opportunity Program Other Projects Pay Study Review Purchasing Bid Process City Commission and Management Referrals/Special Projects Compliance Audits Affirmative Action Subcommittee ADA Paratransit Contract Rate Review Combined Communications Center Performance Measures Internet Access Outside Agency/Non-Profit Organization

Payroll Payoffs Petty Cash Procurement Card Transactions (General Government)

______________________________________________________________ CITY OF ________________________ GAINESVILLE

PerformanceIndicators

FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Maintain unqualified Peer Review Opinion Yes Yes Yes Yes Yes

Percentage of audits performed in accordance with Government Auditing Standards 100% 100% 100% 100% 100%

Overall audit effectiveness survey rating from customer survey (out of 100%) 95% 92% 95% 95% 95%

Percent of recommendations accepted by audit customers 100% 100% 100% 100% 100%

City Auditor

PERFORMANCE INDICATORS

____________ FY 2004-2005/2005-2006 FINANCIAL ____________________________________________________ AND OPERATING PLAN


City Auditor


FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

FUNDING SOURCES:

General Fund 001 396,555 402,317 408,622 420,100 429,104

POSITIONS: 001 4.5 4.5 4.5 4.5 4.5



Operating Expenses 001 22,910 23,879 23,560 19,344 17,152

Total 396,555 402,317 408,622 420,100 429,104


Administration 001 396,555 402,317 408,622 420,100 429,104

_____________ FY 2004-2005/2005-2006 FINANCIAL ____________________________________________________ AND OPERATING PLAN




Agency: 740 City Auditor


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES



OPERATING EXPENSES

Office Supplies 3020 1,700 976 1,700 1,400 1,400Printing and Binding 3030 125 0 125 110 110Telephone 3110 1,300 369 1,300 900 900Postage 3120 150 50 150 100 100Travel & Training 3210 4,900 6,940 4,900 5,200 5,200Books & Films 3240 25 49 25 100 100Dues, Memberships & Pub. 3250 1,325 2,030 1,325 1,500 1,500Data Processing 3310 185 400 185 400 400Insurance Premiums 3510 13,000 13,000 13,650 7,434 7,242Other Contractual Services 4120 0 0 0 2,000 0Maint. of Office & Other Eqpt. 4220 200 65 200 200 200


TOTAL FOR AGENCY 740 396,555 402,317 408,622 420,100 429,104



City Auditor



TITLE

City Auditor 1 1 1 1 1 1 1 1City Auditor Asst. 2 2 2 2 2 2 2 2^=Staff Asst. II 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5Staff Auditor 1 1 1 1 1 1 1 1

TOTAL 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5



CITY OF GAINESVILLE



CITY MANAGERPROGRAM/SERVICES CHART

Administration

HUMANRESOURCES

POLICE

ADMINISTRATIVESERVICES

ASSISTANTCITY

MANAGER

FIRE-RESCUE

PUBLICWORKS

Program Changes^Transfer Economic Developmentunder Assistant City Manager

^Change Equal Opportunity toCharter Officer

COMMUNITYDEVELOPMENT

CITY MANAGERFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 5

Charter Office (7310)CITY MANAGER (1)Charter Office (7310)CITY MANAGER (1)

Executive AssistantSenior (1)

Assistant City Manager (1)

Grant Coordinator (1)

Administrative Assistant (1)

Personnel ChangesNone

___________________________________________________CITY OF _________________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL_________________________________ AND OPERATING PLAN

CITY MANAGER Mission Statement The City Manager serves as the administrative head of city government with

responsibility to carry out the policies approved by the City Commission and to provide leadership for all City departments except for those under the direction of the other Charter Officers.

Goals The major goals of the City Manager’s Office for FY 2005/2006 are: • To oversee all General Government programs and services. • To be responsible for the enforcement of all City laws and ordinances. • To prepare the biennial general government budget and administer the financial

affairs of the City. • To perform other duties as assigned by the City Commission.

Objectives The objectives for the City Manager’s Office for FY 2005/2006 are: • Continue implementation of the ICMA Performance Measurement Program. • Direct staff in the acquisition and development of the CSX/6th Street Rail Trail. • Facilitate the work of several departments and citizens in completing plans for

the Depot Avenue area including renovation of the historic train depot and construction of the downtown stormwater park.

• Continue to coordinate and monitor Citywide grant activities.

Service Initiatives The service initiatives for the City Manager’s Office for FY 2005/2006 are: • Work with the City Commission to complete appropriate annexations in areas

contiguous to the City. • Improve procedures to track City Commission referrals and citizen requests for

service.

Long Range Goals (2-5 years)

The Long-Range Goals for the City Manager’s Office are: • Provide sound fiscal management. • Insure proper maintenance of the City’s infrastructure (roads, parks, sidewalks,

storm drainage system, etc.). • Insure that the citizens of Gainesville receive value for the resources invested in

City government.


FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

FUNDING SOURCE:

General Fund 001 568,929 544,782 584,706 639,189 651,756Fleet Fund 501 0 0 23,000 22,000 0

568,929 544,782 607,706 661,189 651,756

POSITIONS: 001 5.0 5.0 5.0 5.0 5.0




Capital 501 0 0 23,000 22,000 0

Total 568,929 544,782 607,706 661,189 651,756


Administration 001 568,929 544,782 584,706 639,189 651,756501 0 0 23,000 22,000 0

568,929 544,782 607,706 661,189 651,756

City Manager


____________ FY 2004-2005/2005-2006 FINANCIAL _____________________________________________________ AND OPERATING PLAN


Agency: 730 City Manager


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES



OPERATING EXPENSES

Materials and Supplies 3010 500 79 500 0 0Office Supplies 3020 2,000 1,668 2,000 2,500 2,500Telephone 3110 1,500 1,035 1,500 300 300TRS Access Charge 3115 660 0 660 660 660Postage 3120 1,000 719 1,000 1,000 1,000Gasoline, Oil & Grease 3150 475 538 475 620 646Travel & Training 3210 10,000 5,525 10,000 10,138 10,074Safety Awards 3230 0 110 0 0 0Books & Films 3240 200 83 200 300 300Dues, Memberships & Publ. 3250 8,500 4,842 8,500 9,000 9,000Rental of Equipment 3420 1,662 (1,047) 1,662 2,500 2,500Insurance Premiums 3510 14,000 14,000 14,700 7,164 6,948Miscellaneous 3910 5,000 4,672 5,000 4,000 4,000Professional Services 4110 90,000 91,050 97,000 127,000 127,000Other Contractual Services 4120 0 2,951 0 624 624Fleet Variable 4210 650 1,045 650 900 938Fleet Fixed 4211 2,610 2,610 2,610 2,652 2,652

OPERATING EXPENSES TOTAL 138,757 129,880 146,457 169,358 169,142CAPITAL OUTLAY

Vehicles 6050 0 0 23,000 22,000 0

CAPITAL OUTLAY TOTAL 0 0 23,000 22,000 0

TOTAL FOR AGENCY 730 568,929 544,782 607,706 661,189 651,756





City Manager


Funding Sources 001 TOTAL 001 TOTAL 001 TOTAL 001 TOTAL

FTE FTE FTE FTETITLE

Administrative Assistant 1 1 1 1 1 1 1 1Assistant City Manager 1 1 1 1 1 1 1 1City Manager 1 1 1 1 1 1 1 1Executive Assistant, Sr. 1 1 1 1 1 1 1 1

Grants Coordinator 1 1 1 1 1 1 1 1

TOTAL 5 5 5 5 5 5 5 5


CITY OF GAINESVILLE




FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL EQUIPMENT

Vehicles 22,000 0

SUBTOTAL CAPITAL EQUIPMENT 22,000 0

TOTAL CAPITAL PROGRAM 22,000 0

FUNDING SOURCES

501 Fleet Fund 22,000 0

TOTAL FUNDING SOURCES 22,000 0

City Manager

CAPITAL PROGRAM


CLERK OF THE COMMISSIONPROGRAM/SERVICES CHART

Program ChangesNone

Provides Staff SupportFor City Commission

Certifies City Documents

Prepares andDisseminates Agendas and

Agenda Actions

Maintains/PreparesInformation on Advisory

Boards/Committees

Advertises OrdinancesAnd Responsible for

Codi f ica t ion

Maintains/Prepares Notice ofMeetings

Maintains Referral Lists forCity Commission

Boards/Committees andCharter Officers

Provides Access to PublicRecords of the City

Other SpecialMeetings/Ad Hoc Committees asAssigned by the City Commission

Secretary to General EmployeePension Plan and Community

RedevelopmentAgency

Microfilms City CommissionRecords

Provides Information toCitizens

Custodian of City Seal

Member of Board of Canvassers-City Elections-

Attends and Records CityCommission Meetings

RecordsHistory

Dissemination ofInformation

Coordinates Records Management

CLERK OF THE COMMISSIONFY 2005 ADOPTED ORGANIZATION CHART


Charter Office (7210)CLERK OF THE

COMMISSION (1)

Charter Office (7210)CLERK OF THE

COMMISSION (1)

Deputy Clerk (1)Executive Assistant

to City Commission (5) Executive Assistant Senior (2) Staff Assistant II (0.5)


________________________________________________________ CITY OF _________________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL__________________________________________ AND OPERATING PLAN

CLERK OF THE COMMISSION

Mission Statement The employees of the Clerk’s office will strive to serve our customers, the City Commission, the Departments of the City of Gainesville and the citizens of the City of Gainesville by: 1) Providing information and resources as quickly and accurately as possible, using where appropriate, the most up-to-date technology available to our office, and by; 2) Serving as a citizen window to the functioning of City Government and acting as ombudsmen for Gainesville’s citizens, and by; 3) Serving our customers by recording that which is true, preserving that which is entrusted with us, and by imparting the professional standards of quality, integrity, neutrality and impartiality by rendering equal service to all.

Goals The major goals of the Clerk’s Department for FY 2005/2006 are to:

• Provide increased use of technology for storage and retrieval of public records.

• Provide increased information to the City Web Page.

Objectives The objectives for the Clerk’s Department for FY 2005/2006 are:

• Prepare 24 regular City Commission agendas and assemble and disseminate materials pertaining to the meetings.

• Maintain and prepare 52 weekly “Notice of Meetings” relating to City meetings.

• Provide Support Services for members of the City Commission, including timely filing of citizen complaints.

• Maintain Advisory Board and Committee lists, resumes, reports, and provide increased opportunity for application to advisory boards.

• Provide timely access to public records through requests for information, requests to include photocopying, video tape duplication, audio tape duplication, microfilm, and computer access, including certifying documents.

• Advertise Ordinances and maintain and update the Gainesville Code of Ordinances and disseminate the Supplements.

• To attend and record the Regular and Special City Commission Meetings, the Board of Trustees-Employees Pension Fund and Community Redevelopment Agency.

• Act as custodian of the City Seal.

• Serve as a Member of the Board of Canvassers for City Elections.

• Provide accurate minutes of City Commission meetings in a timely fashion.

• Maintain lists of City Commission referrals for all Advisory Boards/Committees, Standing and Ad Hoc Committees, and Charter Officers.

• Staff other special meetings and/or ad hoc committees as assigned by the City Commission.

• Act as one of Record Management Liaison Officers for the City of Gainesville.

Service Initiatives The service initiatives for the Clerk’s Department for FY 2005/2006 are:

• Staffing of Customer Service Desk during City Commission meetings.

• Provide assistance with Records Management as requested.

________________________________________________________ CITY OF _________________________ GAINESVILLE

_________________ FY 2004-2005/2005-2006 FINANCIAL__________________________________________ AND OPERATING PLAN

• Scheduling of meeting rooms in City Hall.

• Encourage City Departments to provide more information on Web Page.


The Long-Range Goals for the Clerk’s Department are:

• Increased use of Technology

• Increased use of Legistar System for additional boards/committees



FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCE:

General Fund 001 663,668 637,832 682,964 708,832 730,056

POSITIONS: 001 9.5 9.5 9.5 9.5 9.5




Total 663,668 637,832 682,964 708,832 730,056


Clerk of Commission 001 663,668 637,832 682,964 708,832 730,056

(1)Beginning in FY2003, operating expenses for the City Commission and Clerk of the Commission were consolidated.


Clerk of the Commission



Agency: 720 Clerk of the Commission


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 413,184 415,662 436,793 461,695 480,545Temporary Part-Time 13,853 0 6,927 7,000 7,210Fringe Benefits 84,096 82,570 87,502 100,851 103,363


OPERATING EXPENSES

Non-Capital Equipment 3009 0 2,509 0 0 0Materials and Supplies 3010 0 1,217 0 0 0Office Supplies 3020 9,000 12,188 9,000 9,000 9,000Printing and Binding 3030 1,000 691 1,000 500 500Telephone 3110 5,000 2,844 5,000 5,000 5,000Postage 3120 2,000 1,182 2,000 1,000 1,000Advertising 3130 15,000 14,731 15,000 15,000 15,000Travel/Trng-Comm. District 1 3201 2,500 2,658 0 0 0Travel/Trng-Comm. District IV 3203 0 1,476 0 0 0Travel/Trng-Comm. District II 3204 2,500 1,379 0 0 0Travel/Trng-Comm. District III 3205 2,500 1,054 0 0 0Travel/Trng-Comm.-At-Large 3206 2,500 2,835 0 0 0Travel/Trng-Comm-At-Large 2,500 1,380 0 0 0Travel & Training 3210 5,000 3,125 5,000 5,000 5,000Books & Films 3240 1,000 244 1,000 1,000 1,000Dues, Memberships & Publ. 3250 14,000 15,221 14,000 15,000 15,000Rental Equipment 3420 5,000 10,369 5,000 6,000 6,000Insurance Premiums 3510 29,000 29,000 30,450 17,994 17,646Travel/Trng (District I) 3701 0 0 0 2,500 2,500Travel/Trng (District II) 3702 0 0 2,500 2,500 2,500Travel/Trng (District III) 3703 0 0 2,500 2,500 2,500Travel/Trng (District IV) 3703 0 0 2,500 2,500 2,500Travel/Trng (At-Large) 3704 0 0 2,500 2,500 2,500Travel/Trng (At Large) 3705 0 0 2,500 2,500 2,500Travel/Trng (At Large) 3705 0 0 2,500 2,500 2,500Miscellaneous 3910 9,535 10,281 3,792 6,792 6,792CCOM Expense Acct. 3911 1,000 305 1,000 1,000 1,000Swearing In 3912 1,500 3,068 2,500 1,500 1,500CCOM Meetings 3213 1,000 354 1,000 1,000 1,000Professional Services 4110 5,000 2,519 5,000 7,500 7,500Municipal Code 4112 20,000 9,572 20,000 15,000 15,000Other Contractual Services 4120 5,000 0 5,000 2,500 2,500Maint. of Office & Other Eqpt 4220 11,000 9,398 11,000 11,000 11,000


TOTAL FOR AGENCY 720 663,668 637,832 682,964 708,832 730,056

(1) Beginning in FY 2003, operating expenses for the City Commission and Clerk of the Commission were consolidated.





Clerk of the Commission



TITLE

Clerk of the Commission 1 1 1 1 1 1 1 1^=Deputy Clerk of the Comm. 1 1 1 1 1 1 1 1^Executive Asst. to City Comm. 4 4 4 4 5 5 5 5Exec. Assistant, Senior 0 0 2 2 2 2 2 2Office Assistant 0.5 0.5 0 0 0 0 0 0^Staff Assistant II 3 3 1.5 1.5 0.5 0.5 0.5 0.5

TOTAL 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5

=Pending Audit^ Changes made during FY 2004


CITY OF GAINESVILLE



EQUAL OPPORTUNITYPROGRAM/SERVICES CHART

Program Changes^Delete Contract with Countyfor External Investigations

HUMAN RIGHTSBOARD

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Investigates internal and external complaintsMediates & resolves disputesDevelops, prepares, and implements AffirmativeAction PlanImplements internal diversity management planMonitors Small/Minority Business EnterpriseProgramMonitors all hires, transfers, demotions, promotions,and terminationsCoordinates disability accessibility internallyDevelops and conducts Equal Opportunity anddiversity related training and public educationprograms

CITIZEN’SDISABILITYADVISORY

EMPLOYEEQUAL

OPPORTUNITYADVISORY

COMMITTEE

EQUAL OPPORTUNITYFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 6

Charter Office (7810)EQUAL OPPORTUNITY

DIRECTOR (1)

Charter Office (7810)EQUAL OPPORTUNITY

DIRECTOR (1)

Affirmative Action Officer (1)Equal Opportunity Specialist (1)Equal Opportunity Specialist, Sr. (1)

Staff Assistant II (1)^Executive Assistant, Sr. (1)

Personnel Changes^Add Executive Asst, Sr. (1)^Delete Executive Asst (1)

^ Changes made during FY 2004

___________________________________________________________________________ CITY OF ______________________ GAINESVILLE

________________ FY 2004-2005/2005-2006 FINANCIAL______________________________________________ AND OPERATING PLAN

EQUAL OPPORTUNITY

Mission Statement To ensure equal opportunity/equal access to employment, housing, public accommodations and credit within the Gainesville city limits; and equal opportunity/equal access to employment, programs, services, activities, and facilities of the City of Gainesville without regard to an individuals sex, race, religion, national origin, marital status, sexual orientation, color, age, or disability. To work to ensure the City’s workforce is diverse and well trained on equal opportunity related matters.

Goals The major goals for the Equal Opportunity Office during FY’s 2005/2006 are to:

• Address equal opportunity/ equal access issues within the Gainesville community through positive and proactive training and public education.

• Ensure awareness of and compliance with policies, procedures, and processes related to equal opportunity and affirmative action within City government

• Implement a comprehensive diversity management strategy within City government

Objectives The major objectives for the Equal Opportunity Office during FY’s 2005/2006 are to:

• Implement all provisions of Charter Office Ordinance

• Establish comprehensive performance measures for the Equal Opportunity Office

• Develop community outreach and public education plan

• Implement internal diversity strategic plan

Service Initiatives The service initiatives for the Equal Opportunity Office for FY’s 2005/2006 are to:

• Investigates internal and external complaints

• Mediates and resolves disputes

• Develops, prepares, and implements Affirmative Action Plan

• Implements internal diversity management plan

• Monitors Small/Minority Business Enterprise Program

• Monitors all hires, transfers, demotions, promotions, and terminations

• Coordinates disability accessibility internally

• Develops and conducts Equal Opportunity and diversity related training and public education programs

Long Range Goals (2-5 yrs)

The long range goals for the Equal Opportunity Office are to:

• Achieve an organizational environment within city government that is free of discrimination and harassment

• Achieve an organizational environment within city government where all employees boldly leverage differences and similarities to enrich our community

• Utilize citizen involvement strategies to address equity issues within our community

• Generate local government action to address equity issues within our community




FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCE:

General Fund 001 342,201 320,404 493,342 432,456 484,113

POSITIONS: 001 4.0 6.0 6.0 6.0 6.0


Personal Serv. 001 173,905 139,948 302,961 293,006 337,963

Operating Exp. 001 168,296 180,456 190,381 139,450 146,150

Total 342,201 320,404 493,342 432,456 484,113


Administration 001 342,201 320,404 493,342 432,456 484,113

Total 342,201 320,404 493,342 432,456 484,113

Equal Opportunity




Agency: 780 Equal Opportunity


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES



OPERATING EXPENSES

Non-Capital Equipment 3009 0 3,905 0 0 0Materials and Supplies 3010 500 38 625 1,500 1,575Office Supplies 3020 2,500 3,001 3,750 6,000 6,300Printing and Binding 3030 3,500 1,670 4,750 6,000 6,300Telephone 3110 1,000 701 1,250 1,250 1,250Postage 3120 800 303 1,000 2,000 2,100Advertising 3130 12,800 8,175 19,078 20,000 21,000Targeted Recruitment Travel 3209 3,000 12,685 3,750 12,000 12,600Travel & Training 3210 14,000 10,436 22,000 25,000 26,250Books & Films 3240 1,000 252 1,250 1,500 1,575Dues, Memberships & Pub. 3250 4,500 6,277 6,000 7,500 7,875Rental of Equipment 3420 2,000 2,361 2,500 2,500 2,625Insurance Premiums 3510 4,000 4,000 4,200 4,200 4,200Miscellaneous 3910 2,696 1,366 3,728 3,000 3,150Professional Services 4110 16,000 26,269 16,500 45,000 47,250Other Contractual Services 4120 100,000 99,017 100,000 2,000 2,100


TOTAL FOR AGENCY 780 342,201 320,404 493,342 432,456 484,113




Equal Opportunity



TITLE

Affirmative Action Officer 1 1 1 1 1 1 1 1Equal Opportunity Director 1 1 1 1 1 1 1 1Êqual Opportunity Officer 0 0 1 1 0 0 0 0Êqual Opportunity Specialist 0 0 0 0 1 1 1 1Êqual Opportunity Specialist, Sr. 0 0 0 0 1 1 1 1Executive Assistant 1 1 1 1 0 0 0 0Êxecutive Assistant, Sr. 0 0 0 0 1 1 1 1Staff Assistant I 1 1 0 0 0 0 0 0Staff Assistant II 0 0 1 1 1 1 1 1^Training & Dev. Specialist 0 0 1 1 0 0 0 0

TOTAL 4.0 4.0 6.0 6.0 6.0 6.0 6.0 6.0

^Changes made during FY 2004


CITY OF GAINESVILLE



COMMUNITY DEVELOPMENTPROGRAM/SERVICES CHART

Program ChangesNone

COMMUNITYREDEVELOPMENT

AGENCY

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Tax IncrementAdministrationRedevelopment PlanningImprovement of PublicInfrastructurePublic/PrivatePartnershipsLiaison withRedevelopment AdvisoryBoards for each district

HOUSING

New ConstructionRehabilitation- Home Owner- RentalNeighborhood

RevitalizationTechnical Assistance &Housing Counseling

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PLANNING

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Comprehensive PlanningNeighborhood PlanningDevelopment ReviewHistoric PreservationSpecial Area StudiesConcurrency Mngmnt.First Step AssistanceGIS and Graphics

CODEENFORCEMENT

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P a r t n e r s h i p w i t hNeighborhoodsDemolitions of DangerousBuildings, Lot ClearingsHousing CodeZoning CodeHazardous/Perilous LandsJunk/Abandoned Vehicles

BLOCK GRANT

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Program Management,Oversight and CoordinationProgram Monitoring andEvaluationLiaison with CDBG &HOME Agencies andDepartmentsLiaison with U.S. Dept. OfHousing & Urban Dev.

Administration

CODEENFORCEMENT

BOARD

HISTORICPRESERVATION

BOARD

CITIZENSADVISORY

COMMITTEEFOR

COMMUNITYDEV.

CITY PLAN BOARD

BOARD OFADJUSTMENT

DEVELOPMENTREVIEW BOARD

COMMUNITY DEVELOPMENTFY 2005 ADOPTED ORGANIZATION CHART


Administration (7910)COMMUNITY DEVELOPMENT

DIRECTOR (1)

Administration (7910)COMMUNITY DEVELOPMENT

DIRECTOR (1)


Code Enforcement (7935)Manager (1)

Block Grant (7939)Manager (1)

Program Assistant (1)Planner (1)Financial Analyst (1)Âccount Clerk (1)

Community Redevelopment Agency (6510)Manager (1)

^~Project Coordinator (3)Staff Assistant, Sr. (1)

Staff Assistant Senior (1)

Code Enforcement Officer (12)Staff Assistant II (1) Rehabilitation Spec. II (2)

^Program Assistant (2)

Staff Assistant Senior (1)Staff Assistant II (1)

Housing Finance Coord. (3)Âccount Clerk (1)

Housing (7940)Manager (1)

^Changes made during FY 2004~Project Coordinator is a full-time position funded (0.5)from CRA and (0.5) SMU fund. (See Public Works Section)

Personnel ChangesAdd Project Coordinator (1.5)Âdd Project Coordinator (0.5)^Delete Program Assistant (1)^Reclassify Account Clerk III (1) toAccount Clerk(1)

^Reclassify Account Clerk II (1) toAccount Clerk (1)

Planning (7920)Manager (1)

Comp. Planning Chief (1)Current Planning Chief (1)

Neighborhood Planning Coord. (1)Planner (5)Planning Assistant (3.5)

Word Processing Tech. (1)

Graphics Coord. (1)

Senior Planner (3)Staff Assistant I (1)Staff Assistant Senior (1)

Zoning Tech. (1)



COMMUNITY DEVELOPMENT

Mission Statement The Community Development Department will work toward the development of Gainesville as a livable city with a strong downtown, healthy neighborhoods, vital activity centers, protected natural resources, and a broad range of housing and social services to meet the needs of Gainesville’s citizens.

Goal The major goal for the Community Development Department during fiscal years 2005 and 2006 is to:

• Effectively guide and coordinate the community development efforts of the public and private sectors in order to promote desirable patterns of growth, a vital and healthy urban core, livable neighborhoods, a range of housing choices, protection of Gainesville’s unique environmental features and resources, and quality of life for all Gainesville citizens.

Objectives The major objectives for the Community Development Department during fiscal years 2005 and 2006 are to:

Planning • Provide long-range strategies and encourage and facilitate desirable patterns for the City’s growth, development and design, through implementation of the City’s Comprehensive Plan and Special Area Plans, and an update of the Land Development Code, with particular attention to the City’s central core, east side neighborhoods, and activity centers.

• Encourage and facilitate development of the City’s downtown core and surrounding areas as vital areas, with a mix of uses including increased amounts of downtown residential units, visually appealing and economically healthy commercial and mixed-use corridors, and high-quality public spaces surrounded by stable residential neighborhoods.

• Provide a development review process that encourages high quality design and compatibility of development and redevelopment and compatibility of development with nearby areas, and that encourages economic development while allowing ample citizen input.

• Update the land development code in a manner that will support best development practices, multi-modal transportation patterns, and protection of existing neighborhoods, while simplifying codes and processes to the extent possible.

• Provide regulations that protect, stabilize and enhance neighborhoods as desirable places to live and invest in the heart of the City.

• Provide team-based neighborhood planning for neighborhoods, addressing their needs on a customized basis, including reinforcement of the character of the neighborhoods, code enforcement, rehabilitation strategies, public space improvements, or whatever package of initiatives best supports each neighborhood. Proactively encourage stabilization of the City’s neighborhoods through development and implementation of neighborhood action plans and through neighborhood planning grants.

• Provide GIS, graphics, databases and maps to facilitate effective planning.

• Provide professional support for historic preservation, and for protection of the City’s five historic districts.

• Provide strategies and support for the City’s older central core, east side and University area neighborhoods; and the activity centers that serve the City’s neighborhoods.

• Assist in planning for areas of ecological concerns.



Code Enforcement • Improve the appearance, vitality and safety of Gainesville’s neighborhoods, through effective code enforcement, in close partnership with neighborhoods. Coordinate with the Neighborhood Planning section and with neighborhood organizations.

• Proactively enforce housing standards through housing inspections (both random multi-family inspections and random single-family rental inspections) and enforcement of landlord permit requirements.

• Demolish dangerous structures and clear lots to eliminate blight in neighborhoods.

• Encourage renovation and re-use of boarded buildings through enforcement of time limits on how long buildings remain boarded.

• Enforce yard-parking restrictions in the University Context Area.

• Partner with GPD’s community-oriented policing, to continue neighborhood stabilization and revitalization in CDBG target areas and other neighborhoods.

• Enforce commercial building standards.

• Enforce zoning restrictions, sign controls, and other codes affecting commercial and mixed-use corridors and activity centers.

• Track violations and enforcement with software/databases. Utilize data captured to decrease turnaround time for inspections and enforcement.

• Provide code enforcement in recently annexed areas.

Block Grant • Seek block grant (CDBG and HOME) funds to support neighborhood revitalization, affordable housing and core social services.

• Assist City departments and outside agencies that receive CDBG and HOME funds in implementing their projects in compliance with federal grant requirements.

• Monitor the progress of each CDBG and HOME project using a monthly or quarterly program reporting system supplemented by periodic on-site compliance reviews.

• Assist the Citizens Advisory Committee for Community Development (CACCD) in reviewing and making recommendations on potential CDBG- and HOME-funded projects.

• Complete CDBG and HOME Annual Performance Reports for submission to HUD, and prepare a Consolidated Plan/Annual Action Plan for CDBG and HOME funding.

• Implement the 15% CDBG set-aside for infrastructure improvements in target neighborhoods.

• Support efforts of the Neighborhood Planning section to promote neighborhood revitalization.

• Assist other City departments and outside agencies, as appropriate, in submitting applications for other state and federal grants to address housing and community development needs.

• Coordinate with Purchasing to promote the use of Section 3 and women- and minority-owned businesses in CDBG/HOME funded projects.

Housing • Provide a full range of programs and services to address housing needs in the community, and provide affordable housing opportunities to improve the quality of life for low-income citizens, and revitalize and enrich neighborhoods in the City.



Housing (cont’d) • Provide housing assistance to low-income families through CDBG, HOME, SHIP programs and other public/private partnerships to provide rehabilitation, new construction, house recycling, first-time homebuyer programs, infill housing, rental development, and mortgage foreclosure intervention.

• Complete Cedar Grove II as a new residential neighborhood providing affordable housing for a range of income levels, and as a centerpiece for revitalization of the City’s east side.

• Implement neighborhood revitalization efforts through the development and preservation of housing in CDBG-targeted neighborhoods such as Pleasant Street, Fifth Avenue, Porter’s, Springhill, Lincoln Estates, Duval, Highland Court Manor and other east side neighborhoods with emphasis on public/private partnerships, and on strategic targeting of resources for housing programs and services.

• Proactively address abandoned and vacant lands and facilitate development of affordable new homes to promote scattered-site infill housing within the City.

• Assist non-profit housing providers in their efforts to construct new affordable homes for low-income families, via land donations (when available) and technical assistance.

• Assist other not-for-profit organizations in seeking funding for rental development and special needs housing to extent budget allows.

Redevelopment • Revitalize the Fifth Avenue/Pleasant Street, Downtown, College Park/University Heights, and Eastside Districts by using tax increment funds to support redevelopment efforts, particularly through investments in streetscape, infrastructure and other enhancements to the public realm, request-for-proposal projects on key sites, new construction incentive programs for public-private partnership projects, and facade incentive programs for revitalization of existing buildings.

• In the Fifth Avenue/Pleasant Street areas, focus the tax increment funds on the efforts that will make the most difference in revitalizing these important neighborhoods—housing rehabs in the model block and other areas, and infrastructure improvements (including streetscaping and community open spaces) in strategic locations such as the 5th Avenue corridor.

• In the downtown area, promote improved infrastructure and public spaces, redevelopment projects at key locations, and commercial, residential and mixed-use construction and renovations.

• In the College Park/University Heights area, emphasize public infrastructure improvements that will enhance the character of these urban neighborhoods (with a particular focus on streetscape improvements to University Avenue and other corridors) and provide incentives for redevelopment projects.

• In the Eastside District, implement a work plan that addresses pressing issues within the district and encourage large-scale redevelopment projects on appropriate key sites.

• Implement visual master planning, website development and marketing. Implement CRA-wide activities including sidewalk cleaning and graffiti abatement

• Market existing incentive programs, and develop new programs, that encourage development within the districts, supporting the goals of the redevelopment plans.

Service Initiatives The service initiatives for the Community Development Department for fiscal years’ 2004/2005 and 2005/2006 are as follows:



Planning Comprehensive Plan The Department will implement the Comprehensive Plan, to create a planning

framework for a strong central core, livable neighborhoods, sustainable development patterns, a strong East Gainesville, vital activity centers, a multi-modal transportation network, and a system of parks, open spaces and trail networks, and ecological protection.

Land Development Code The Department will improve and update the land development code and the development review process to implement the Comprehensive Plan, Plan East Gainesville, and other Special Area Plans.

Neighborhood Planning The Department will continue a team-based approach to neighborhood planning for particular neighborhoods, providing customized services, grants and physical enhancements to the target neighborhoods, in partnership with the neighborhood residents. Neighborhood improvements will be based on neighborhood action plans. The program will provide grants for improvements and beautification.

Public Participation and Communication

The Department will seek broad participation in the planning process from citizen and neighborhood organizations and other groups. The Department will continue to support multiple boards’ and ad-hoc committees’ participation in planning and development processes.

Capital Improvement Planning

The Department will work with the Public Works Department and CRA to encourage capital improvements such as streetscape and sidewalk improvements in the City’s core redevelopment areas, neighborhoods and activity centers.

Coordinated Development Review

The Department will review development plans, zoning proposals, and other Development Review Board, Plan Board, Board of Adjustment and Historic Preservation Board petitions, assist petitioners through the first-step process, and facilitate the processing of development applications.

Historic Preservation The Department will help to preserve the City’s historic areas by coordinating historic surveys, maintaining data files, preparing Local Register nominations and historic preservation grant proposals, and providing technical assistance to the Historic Preservation Board and the public. The Department will process petitions to the Historic Preservation Board in the five historic districts and facilitate the restoration of the Train Depot.

Special Projects Update The Department will undertake special area studies and projects needed to facilitate effective development patterns and enhance the stability, character, vitality and urban design of particular areas. Such areas include the Plan East Gainesville area, the 13th Street Corridor and the University Avenue and Main Street corridors.

Graphics, Databases, Mapping and Marketing

The Department will continue to increase its capabilities to provide graphic, databases and GIS information to the general public and the development community. The Department will develop a marketing-oriented master plan for the urban core and coordinate appropriate web links, in conjunction with Information Services.

Joint Planning The Department will coordinate with the County on joint planning of specific areas. The Department will work with the University of Florida, Santa Fe Community College, School Board of Alachua County, the County, the Regional Planning Council, and FDOT on joint planning efforts where appropriate.

Code Enforcement Neighborhood Enforcement

The Department will promote aesthetic and safety improvements in the City’s neighborhoods through both proactive and responsive code enforcement activities. Particular emphasis will be placed on housing inspections and landlord compliance in single-family neighborhoods and other enforcement affecting neighborhoods. The Division will continue to encourage community involvement by meeting with neighborhood organizations, training interested citizens in recognizing code violations and supporting the use of “post card notification” by citizens



and supporting the use of “post card notification” by citizens.

Demolitions, Hazardous Lands

Code Enforcement will identify particular problem properties and enforce codes proactively in those locations. Demolitions and lot clearings, junk and debris removal and hazardous lands will be focus areas.

Commercial Properties Code Enforcement will enforce commercial codes including commercial building standards and sign codes.

Multi-Family Inspections Code Enforcement will provide random inspections of multi-family housing developments, inspecting a sampling of units in various complexes each year.

Landlord Permits Code Enforcement will coordinate with the Finance Division on landlord permit applications, and enforce compliance. Enforcement will include property conditions, yard parking and the landlord point system.

Tracking Code Enforcement will use its tracking system to monitor inspections, violations and enforcement actions. Code Enforcement will share information with GPD on noise, and rental violations.

Civil Citations Code Enforcement will use the civil citation system to expedite the enforcement process.

Customer Service and Education

Code Enforcement will continue to publicize, through a range of media, efforts relating to code enforcement rules and processes, including outreach to potential landlords and tenants about single-family neighborhood codes.



Block Grant Planning Requirements The Division prepared an updated Consolidated Plan in FY 2003 to address housing and

community development needs and to comply with HUD requirements for the CDBG and HOME programs. The Plan will be supplemented by an annual Action Plan in fiscal year 2004/2005 and fiscal year 2005/2006.

Citizen Participation Staff will assist the public, through the CACCD, in becoming involved in the CDBG and HOME programs. The CACCD will meet monthly, and the Block Grant Division will provide staffing for the Committee. The CACCD will encourage broad participation in the CDBG and HOME programs.

Program Monitoring The Division will monitor the various outside agencies and City departments that implement CDBG-and HOME-funded projects on a continuing basis to ensure compliance with federal grant requirements.

Required Reports The Division will meet all reporting requirements for the CDBG and HOME programs including: • Annual Performance Reports - These reports will be done each year to reflect

progress on completion of the prior year’s CDBG and HOME activities and the level of benefit to low and moderate-income persons.

• Semiannual Contract/Subcontract Reports - These reports will be submitted to

HUD to track the utilization of Section 3 (locally-owned/target area) and women and minority owned businesses in the CDBG and HOME program.

• On-going use of HUD’s “IDIS” to facilitate reporting.

Environmental Review An environmental assessment will be conducted on an as-needed basis prior to spending CDBG and HOME funds for the funds for new projects and existing projects with significant changes in scope.

Housing Housing Rehabilitation Housing rehabilitation continues to be the mainstay of the department’s housing efforts.

Through leveraging of CDBG, HOME and SHIP funds the Housing Division will undertake housing rehabilitation projects to reduce the waiting list backlog to the extent the budget allows.

Infill Housing Programs The Housing Division will facilitate the construction and development of affordable new homes on abandoned and vacant lots to promote scattered-site infill housing within the Cit

New Construction (includes Cedar Grove II)

The Housing Division will complete Cedar Grove II. The Division will provide marketing and sales activities, homeowner education and counseling, coordination of developer partnerships and financing, and financial and construction management of the development.

Partnerships The Department will continue seeking opportunities to form public-private partnerships in the delivery of affordable housing with partners such as the City’s CRA, the Alachua County SHIP Program, and private multi-family developers, to facilitate the development and preservation of housing within the City.

Redevelopment CRA Staffing and Redevelopment

As the CRA’s funding grows the Department will continue to implement projects as appropriate for each district and develop new staffing strategies to oversee the implementation of larger-scale projects.

Fifth Avenue Pleasant Street District

This district will continue to focus on the Model Block Program and the Northwest 5th Avenue Corridor. The Model Block Program will move forward to construction and resale of the properties. Streetscaping and undergrounding plans will continue along the Northwest 5th Avenue corridor. The Board will identify and at the appropriate time



market key redevelopment opportunities along the corridor.

East Side District Staff will work to move forward the Cedar Grove Village redevelopment request for proposals. The board will identify key issues within the district and move forward projects to help address those issues. Issues currently under discussion include demolition of boarded and vacant buildings and overall cleanliness of the key corridors within the district. The façade grant and sidewalk programs will continue.

College Park University Heights Redevelopment District

Efforts will focus on streetscapes, lighting projects, interim improvements along University Avenue, and stormwater. CRA staff will be added to develop a joint program between the Downtown and CPUH districts to support the business community through combined marketing and development opportunities.

Downtown Redevelopment District

Efforts will focus on increasing housing and mixed-use development, upgrading the Community Plaza, lighting projects, and other infrastructure improvements. CRA staff will be added to develop a joint program between the Downtown and CPUH districts that will support the business community through combined marketing and development opportunities.

CRA-Wide Maters Plan The CRA will coordinate with the Planning Section to develop a master plan geared toward marketing current and future projects.

CRA-Wide Maintenance The CRA will implement façade grant programs, graffiti abatement sidewalk cleaning, and maintenance in all the districts.

Brownfields/Depot Project

CRA staff will coordinate implementation of the historic preservation, brownfields, stormwater and park project in the Depot area.


The Long-Range Goals for the Community Development Department are:

• Update the Land Development Code to reflect City goals of urban design, neighborhood enhancement, high-quality development, continued revitalization of downtown, close-in neighborhoods and the East Side, open space protection, historic preservation, and provide effective long-term planning to promote sustainable development and development patterns for Gainesville and improved quality of life for its citizens.

Long-Range Goals (2-5 Yrs.) cont’d

• Encourage planning that revitalizes the City’s downtown, inner core neighborhoods and the East Side, protects and enhances the character, quality and stability of our neighborhoods, historic districts, open space and natural resources, and encourages an overall development pattern that is livable.

• Improve the aesthetic appearance, safety and quality of the City through effective code enforcement, with rapid enforcement response, effective use of the civil citation system, code enforcement in neighborhoods to encourage stability, and effective tracking and reporting of enforcement activities.

• Leverage private and other public resources with CDBG, HOME and SHIP funds to accomplish housing and community development objectives.

• Improve the condition of the City’s housing stock to enhance opportunities for affordable housing, and enrich neighborhoods through a comprehensive program of affordable housing services and products. Complete Cedar Grove II and begin scattered infill house construction.

• Promote redevelopment and enhancement of Gainesville’s downtown and surrounding redevelopment districts through the use of tax increment funds in redevelopment areas, with particular focus on redevelopment of key opportunity sites, infrastructure improvements and other enhancements to public spaces, and public-private redevelopment partnerships.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

PLANNING DIVISIONFirst Step Appointments 315 278 350 300 300

Petitions to Development Review Board including Site Plans 80 69 95 70 75

Petitions to Plan Board 50 71 60 50 50

Historic Preservation COA’s 75 129 75 90 90

Zoning Compliance Processed 750 706 750 725 725

Petitions to Board of Adjustment 5 6 8 5 5

CODE ENFORCEMENT (revised to indicate inspections only)Housing Inspections 6,500 9,193 6,500 2,650 2,800Zoning Inspections (Residential and Commercial) 1,700 1,714 1,700 400 425

Rental Issues 2,060 8,046 2,125 4,100 4,200

Signs 1,500 1,279 1,500 800 850

Home Occupational permits 825 862 850 420 450

Dangerous Building/Hazardous Lands 2,300 1,130 2,300 175 200

COMMUNITY REDEVELOPMENT AGENCYDays of sidewalk cleanup N/A N/A N/A 260 260

Graffiti abatement N/A N/A N/A 52 52

Façade grants in all 4 redevelopment districts N/A N/A N/A 15 10

Housing rehabilitations in the Model Block program N/A N/A N/A 4 0

New construction projects in the Model Block Program N/A N/A N/A 0 5

BLOCK GRANT DIVISIONHUD Annual Action Plan Submission 1 1 1 1 1CDBG & HOME Subrecipient Contract Management N/A 29 25 27 27

HUD Continuum of Care Application Submission 1 1 1 1 1

SHP Subrecipient Contract Management 2 2 2 2 2

HUD Annual Performance/Progress Reporting 3 3 3 3 3

HOUSING DIVISION - DIRECT ASSISTANCEOwner-Occupied Rehabilitation 10 9 10 10 0






FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Moderate Rehabilitation 6 6 6 5 0

House Recycling 1 1 1 1 1

Downpayment Assistance (including Cedar Grove II Subdivision) 25 40 25 31 20

Minor Rehabilitation N/A N/A N/A 0 18

Substantial Rehabilitation N/A N/A N/A 0 8

CHIP Program N/A 4 N/A 4 4

Roof Repair Program 10 7 10 10 0

House Reconstruction 2 2 2 2 1

Rental Rehabilitation (FY03 target includes Sunset Apartments/ Kennedy Homes) 212 0 25 40 40

Emergency Repair Assistance 6 8 6 5 0Fence Program 15 23 15 0 0

Mortgage Foreclosure 10 13 10 11 11

Relocation - Temporary & Permanent 5 5 5 5 5

New Construction - Cedar Grove II Subdivision 15 18 15 20 0

New Construction - Robinson Site & Infill 3 N/A 3 0 10

Rental Properties/Relocation Homes (Management) 6 6 6 6 6

HOUSING DIVISION - INDIRECT ASSISTANCEPorter’s Oaks Loan Servicing & Other Housing Loans 50 48 50 48 48

Cedar Grove II (application & credit analysis) 275 200 275 25 0SHIP Downpayment Assistance (application & credit analysis) 550 250 550 150 150

SHIP Subrecipient Contract Management 13 13 13 13 13

HUD Housing Counseling 10 10 10 10 10






FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 2,248,967 2,143,511 2,401,489 2,454,982 2,559,436CDBG Fund* 102 1,398,500 1,424,854 1,276,735 1,281,550 1,295,671HOME Fund** 104 783,000 819,317 863,360 949,406 895,228Comm. Redev. Agency 111 226,346 275,882 251,435 386,349 408,429Fleet Fund 501 17,500 28,806 36,000 45,000 30,600

Total 4,674,313 4,692,370 4,829,019 5,117,287 5,189,364

POSITIONS: 001 36.7 37.7 37.70 37.70 37.70102/115 0.0 15.7 15.65 14.65 14.65

104 15.8 1.2 1.15 1.15 1.15111 2.5 3.0 3.0 5.00 5.00

Total 55.0 57.5 57.5 58.5 58.5


Personal Services 001 1,850,971 1,732,982 2,001,346 2,077,415 2,184,345102 649,232 645,260 682,422 691,986 731,111104 55,612 59,909 62,803 66,006 69,918111 121,843 128,703 142,232 233,648 245,022

Subtotal 2,677,658 2,566,854 2,888,803 3,069,055 3,230,396

Operating Expense 001 397,996 381,869 400,143 377,567 375,091102 290,516 420,789 236,520 196,434 179,184104 463,050 389,584 518,976 568,843 511,851111 104,503 95,007 105,925 149,001 161,477

Subtotal 1,256,065 1,287,249 1,261,564 1,291,845 1,227,603

Capital 001 0 28,660 0 0 0104 0 76,539 0 0 0111 0 3,891 0 0 0501 17,500 28,806 36,000 45,000 30,600

Subtotal 17,500 137,896 36,000 45,000 30,600

Non-Operating 102 458,752 358,805 357,793 393,130 385,376104 264,338 293,285 281,581 314,557 313,459111 0 48,281 3,278 3,700 1,930

Subtotal 723,090 700,371 642,652 711,387 700,765

Total 4,674,313 4,692,370 4,829,019 5,117,287 5,189,364

____________ FY 2004-2005/2005-2006 FINANCIAL __________________________________________________ AND OPERATING PLAN





FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN


Administration-CD 001 301,518 288,101 315,351 291,088 297,707

Planning 001 1,170,696 1,127,695 1,209,160 1,262,945 1,320,795Subtotal 1,170,696 1,127,695 1,209,160 1,262,945 1,320,795

CACCD 001 640 264 390 0 0Neighborhd Plan Prgm 001 30,000 0 30,000 30,000 30,000

Subtotal 30,640 264 30,390 30,000 30,000

Codes Enforcement 001 668,438 655,687 768,168 804,225 844,146501 0 0 0 0 0

Demolition/Lot Clearing 001 50,763 43,786 50,763 39,400 38,000Board & Seals 001 7,225 8,604 7,225 7,250 7,250

Subtotal 726,426 708,077 826,156 850,875 889,396

Block Grant Admin. 102 234,193 230,294 264,000 254,287 264,189104 55,612 59,909 70,012 68,301 71,115

Subtotal 289,805 290,203 334,012 322,588 335,304

CDBG Indirect Costs 102 42,000 42,366 42,000 39,019 45,020HOME Indirect Costs 104 13,050 13,164 13,050 13,717 13,991CDBG Outside Agencies 102 458,752 358,805 343,435 376,920 376,920HOME Outside Agencies 104 264,338 293,285 279,549 312,262 312,262

Subtotal 778,140 707,620 678,034 741,918 748,193

Housing Division 001 19,687 19,374 20,432 20,074 21,538102 663,555 793,389 627,300 611,324 609,542104 450,000 452,959 500,749 555,126 497,860501 17,500 28,806 36,000 45,000 30,600

Subtotal 1,150,742 1,294,528 1,184,481 1,231,524 1,159,540

C.R.A. 111 226,346 275,882 251,435 386,349 408,429

Total 4,674,313 4,692,370 4,829,019 5,117,287 5,189,364





Agency: 790 Community Development


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 2,199,700 2,096,969 2,377,812 2,516,335 2,654,376Overtime-One and One-Half Rate 9,000 25,302 9,000 9,500 9,600Fringe Benefits 468,958 444,583 501,991 543,220 566,420

PERSONAL SERVICES TOTAL 2,677,658 2,566,854 2,888,803 3,069,055 3,230,396

OPERATING EXPENSESNon Capital Equipment 3009 5,458 17,264 3,500 5,300 2,300Materials and Supplies 3010 18,967 14,257 21,482 17,700 18,540Office Supplies 3020 16,147 21,672 11,750 15,850 15,850Printing and Binding 3030 9,650 7,395 9,650 10,778 10,825Uniform Purchase 3040 200 0 200 0 0Telephone 3110 12,700 5,467 12,700 11,050 8,800Postage 3120 13,495 25,247 13,457 20,000 20,400Advertising 3130 20,900 21,201 20,900 36,250 34,250Utilities - Electric, Sewer, Water 3140 0 0 0 6,000 6,000Gasoline, Oil & Grease 3150 5,063 5,771 4,563 5,700 5,700Local Travel 3200 400 1,076 500 800 800Travel & Training 3210 26,400 26,211 26,600 25,350 38,250Employee Tuition 3220 200 0 200 200 200Books & Films 3240 3,500 1,622 3,000 3,050 2,550Dues, Memberships & Pub. 3250 41,100 35,069 44,000 42,550 42,550Employee Training 3260 0 58 0 0 0Data Processing 3310 600 0 600 200 200Rental of Equipment 3420 25,100 26,185 25,000 31,000 31,000Rental of Building 3430 0 0 0 32,000 32,000Insurance Premiums 3510 108,500 112,500 116,437 85,358 76,042Indirect Costs 3590 200,328 201,456 201,750 204,616 213,926Miscellaneous 3910 2,140 3,935 2,495 2,650 3,321Professional Services 4110 65,000 43,906 64,500 63,900 62,668Other Contractual Services 4120 608,454 626,571 603,129 607,320 546,872Fleet Service Costs - Variable 4210 10,360 11,758 11,385 14,140 14,140Fleet Service Costs - Fixed 4211 36,779 32,373 39,042 34,119 34,119Maint. of Office & Other Eqpt. 4220 6,124 6,468 6,224 6,100 6,100Maint. Bldg. & Improvements 4230 0 0 0 200 200Record Fees 4309 5,000 3,475 5,000 5,000 0Temporary Relocation 4317 1,500 0 1,500 0 0Maint. City Owned Houses 4319 5,000 2,978 5,000 0 0Utilities - City Owned Houses 4320 7,000 8,893 7,000 4,664 0Client Paid Rehabilitation 4321 0 17,827 0 0 0Architect/Engineering Serv. 4520 0 6,614 0 0 0

OPERATING EXPENSES TOTAL 1,256,065 1,287,249 1,261,564 1,291,845 1,227,603





Agency: 790 Community Development


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL OUTLAY

Buildings 6020 0 76,539 0 0 0Machinery & Equipment 6040 0 3,891 0 0 0Vehicles 6050 17,500 57,466 36,000 45,000 30,600

CAPITAL OUTLAY TOTAL 17,500 137,896 36,000 45,000 30,600

NON-OPERATING EXPENSES

Aid to Private Organizations 8200 171,338 158,521 100,000 100,000 100,000Other Grants and Aids 8900 551,752 493,569 522,984 589,182 589,182Transfer - Tax Inc./5th Ave. 9900 0 3,347 0 0 0Transfer - Tax Inc./College Park 9901 0 20,186 0 0 0Transfer - Tax Inc./Downtown 9905 0 24,748 0 0 0Transfer - POB S2003A 9911 0 0 19,668 22,205 11,583

NON-OPERATING EXPENSE TOTAL 723,090 700,371 642,652 711,387 700,765

TOTAL FOR AGENCY 790 4,674,313 4,692,370 4,829,019 5,117,287 5,189,364





Funding Source 001 102 111 TOTAL 001 102/ 104 111 TOTAL 001 102/ 104 111 TOTAL 001 102/ 104 111 TOTALFTE 115 FTE 115 FTE 115 FTE

TITLE

Âccount Clerk 0 0 0 0 0 0 0 0 0 0 1.77 0.23 0 2 0 1.77 0.23 0 2Âccount Clerk I 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Âccount Clerk II 0 0 0 0 0 0.77 0.23 0 1 0 0 0 0 0 0 0 0 0 0Âccount Clerk III 0 1 0 1 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0BG Financial Analyst 0 1 0 1 0 0.77 0.23 0 1 0 0.77 0.23 0 1 0 0.77 0.23 0 1Block Grant Manager 0 1 0 1 0 0.77 0.23 0 1 0 0.77 0.23 0 1 0 0.77 0.23 0 1Chief of Current Plng 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Code Enforcement Mgr 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Code Enforcement Ofcr 10 0 0 10 12 0 0 0 12 12 0 0 0 12 12 0 0 0 12Community Dvlop. Dir. 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Comp Planning Chief 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1CRA Manager 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1 1Executive Asst Senior 0 0 0 0 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Graphics Coordinator 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Housing Finance Coord 0 3 0 3 0 3 0 0 3 0 3 0 0 3 0 3 0 0 3Housing Manager 0.1 0.9 0 1 0.1 0.9 0 0 1 0.1 0.9 0 0 1 0.1 0.9 0 0 1Neighbrhd Plnng Coord. 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Office Assistant 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Planner 5 1 0 6 5 0.77 0.23 0 6 5 0.77 0.23 0 6 5 0.77 0.23 0 6Planner, Sr. 3 0 0 3 3 0 0 0 3 3 0 0 0 3 3 0 0 0 3Planning Assistant 3.5 0 0 3.5 3.5 0 0 0 3.5 3.5 0 0 0 3.5 3.5 0 0 0 3.5Planning Manager 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1^Program Assistant 0 4 0 4 0 3.77 0.23 0 4 0 2.77 0.23 0 3 0 2.77 0.23 0 3^~Project Coordinator 0 0 0.5 0.5 0 0 0 1 1 0 0 0 3 3 0 0 0 3 3Rehabilitation Spec. II 0 2 0 2 0 2 0 0 2 0 2 0 0 2 0 2 0 0 2Senior Staff Asst 1 0 0 1 2.1 0.9 0 0 3 2.1 0.9 0 0 3 2.1 0.9 0 0 3Staff Assistant 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Staff Assistant I 2.1 0.9 1 4 1 0 0 1 2 1 0 0 1 2 1 0 0 1 2Staff Assistant II 1 0 0 1 1 1 0 0 2 1 1 0 0 2 1 1 0 0 2Word Processing Tech. 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1Zoning Technician 1 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1

TOTAL 36.7 15.8 2.5 55.0 37.7 15.65 1.15 3 57.5 37.7 14.65 1.15 5 58.5 37.7 14.65 1.15 5 58.5

^Changes made during FY 2004~Project Coordinator (1.0 F.T.E.) position funded (0.5) from CRA and (0.5) from SMU Fund. (See Public Works Section)

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits115 - Miscellaneous Fund PENS - General Pension, Police Officers and Firefighters Retirement413 - Stormwater Management Utility Fund415 - Ironwood Golf Course Enterprise Fund

CITY OF GAINESVILLE





CAPITAL PROGRAM

CAPITAL OUTLAY FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL EQUIPMENT

Vehicles 45,000 30,600

SUBTOTAL CAPITAL EQUIPMENT 45,000 30,600


FUNDING SOURCES

Fleet Fund 45,000 30,600



FIRE RESCUEPROGRAM/SERVICES CHART

Program ChangesNone

OFFICE OFTHE FIRE CHIEF

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Standards & Policy Info. Mgmnt.Public Relations & InformationLabor RelationsOperational Standards & PolicyCity-Wide Emer. ManagementFiscal ManagementInternal InvestigationsBudget & Strategic PlanningHazardous Materials Mgmnt. &Plng.Emer. Medical Svc. Mgmnt &Plng.Technical Rescue Prog. Mgmnt.

FIRE RESCUEEMERGENCY OPERATION

Emergency Response ServicesFire Suppression & RescueEmergency Medical Services - AdvancedLife Support Non-TransportHazardous Materials Local & RegionalResponseDisaster & Mutual AidAircraft Rescue & FirefightingPre-Emergency Plng., Readiness &Response

Non-Emergency ServicesRecruitment, Hiring, Training &AssessmentPersonnel Safety/Physical FitnessPhysical Resource ManagementCommunications ManagementVehicle Extrication

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FIRE SAFETYBOARD OF

ADJUSTMENT

HazMat RegionalResponse &

Planning

FIRE RESCUE/FIRE SAFETYMANAGEMENT

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Fire and ArsonInvestigative/Prevention ServicesCommunity Fire & Life SafetyEducationCommunity Fire PreventionDisaster Preparedness PlanningFire Inspections

DIST. 3LOCAL

EMERGENCYPLANNING

COMMITTEE(LEPC)

FIRE RESCUEFY 2005 ADOPTED ORGANIZATION CHART

Station No. 1427 S. Main St.

Engine 1Lt. (3)

Driver (3)Firefighter (7)

Tower 1Lt. (3)


Rescue 1Driver (4)

Firefighter (4)

Engine 3Lt. (3)


Engine 7Lt. (3)


Engine 4Lt. (3)


Tower 2/Haz.Mat. Team

Lt. (3)Driver (4)

Firefighter (8)

Engine 2Lt. (3)


Crash 61Chemical 62

Squad 6 SupportUnit

Lt. (3)Driver (3)

Quint 5Lt. (3)


Shift Commander ofEmergency Operations

DISTRICT 1

Shift Commander ofEmergency Operations

DISTRICT 2

TRAININGBUREAU

Deputy Fire Chief (1)

Station No. 3900 NE Waldo Rd.

Station No. 51244 NW 30th Ave..

Station No. 75601 NW 43rd St.

Station No. 6Regional Airport

Station No. 22210 SW Archer Rd.

Station No. 410 SW 36th St.

HazMat RegionalResponse Team

FIRE RESCUEFY 2005 ADOPTED ORGANIZATION CHART

Administration (8210)FIRE CHIEF (1)

Administration (8210)FIRE CHIEF (1)

Computer SystemsAnalyst (1)

Staff AssistantSenior (1)



Staff Assistant II (1)

CommunicationsEquip. Tech. (0.5)

Fire Captain (2)

SPECIAL OPERATIONSDistrict Chief (1)

Engine 1Tower 1Rescue 1

*Station Three

Engine 3

*Station Two

Engine 2Tower 2

*Station Four

Engine 4

*Station Seven

Engine 7

*Station Six

Crash 61Chemical 62

*Station Five

Quint 5

DISTRICT 1District Chief (3)

DISTRICT 2District Chief (3)

TRAINING BUREAU (8241)District ChiefTraining (1)

Fire Inspector (3)

Total Employees -150.5

Sr. Account Clerk (1)


EMERGENCY OPER. (8220)Deputy Fire Chief (1)

FIRE SAFETY MGT. (8230)Asst. Fire Chief (1)

Fire InvestigativeServices Officer (1)

^Public EducationSpecialist (2)

Personnel Changes^Add Public Education Specialist (1)

*Station One

^Changes made during FY 2004Additional Details shown on next page*

___________________________________________________________CITY OF _______________________ GAINESVILLE


FIRE RESCUE Mission Statement The Gainesville Fire Rescue Department’s mission is to protect and serve through community

involvement, education, prevention, and rapid intervention by professionals committed to excellence.

Goals Effective management of fire investigations, fire inspections, public education, fire prevention, and disaster preparedness with focus on the development and preparation of planning processes within the department, in conjunction with other city departments, and a diversion of revenues to support essential programs and services.

Objectives The objectives for Gainesville Fire Rescue for FY 2005 through 2006 are:

• Rapid management of fire, medical, disaster, and all community emergencies with the primary focus on safety, forming partnerships, improving relations with other governmental agencies, refining the planning process, and diversifying revenues to support essential programs and services.

• Protection of lives and property by increasing fire education and prevention of injuries for citizens to promote human health, well being, and promote life safety and fire prevention awareness.

• Continue to direct a juvenile justice alternative program in cooperation with the Department of Juvenile Justice. Continue to coordinate and monitor public safety events, increase school participation and agency awareness of Safety City programs.

• Conduct quarterly visits of neighborhood public schools, charters, private schools and pre-schools.

• Review and update the emergency plan, conduct annual disaster drills, and participate in developing a disaster mitigation program with all city departments and area agencies.

• Recommend and develop (or implement) an inspection fees program to diversify revenues, implement a plan to measure the reduction of serious code violations and continue to perform annual fire safety inspections to ensure basic compliance with fire codes. Develop and implement a quality assurance program for all fire safety records.

• Accommodate a diverse work force by creating a safe and healthy work environment. Continue to review barriers for hiring women and minorities in trainee positions giving them the opportunity for professional development before permanent employment. Increase advertisement in targeted publications. Lessen employee selection process timeline from initial testing to establishing list. Increase opportunities for upward mobility.

• Continue plan for interagency incident command course for all public safety agencies. Strengthen firefighter safety by continuing to develop, train and implement programs. Continue specialized training for the Rapid Intervention Team (RIT).

• Implement the affirmative action work plan to include additional objectives increasing minority employment.

• Continue discussions on proposed fire master plan.

• Continue to evolve the regional hazardous materials and technical rescue (which includes rope rescue, confined space rescue, heavy machinery extrication, trench and building collapse) program maintenance and training.

• Conduct, schedule and participate in multi-operational drills, in-service training and related activities.



• Continue to provide specialized detection equipment training and local and regional hazardous materials team response.

• Continue to obtain hazardous materials technician, technical rescue technician and aircraft rescue firefighting certified personnel over the current levels in the operations work force.

• Continue to provide a Tactical Medical Support Team to the City of Gainesville Police Department and Alachua County Sheriff’s law enforcement agencies.

• Train all first responders in terrorism response.

• Develop Interagency Operations Guidelines (IOGs) for responses involving Weapons of Mass Destruction (WMD).

Office of the Fire Chief

This Division is responsible for the general management of the entire Department. The primary duties include: citywide emergency management, labor relations, strategic business planning, fiscal oversight, hazardous materials and emergency medical services management and planning, hazardous materials regional response planning, standards and policy, information management, employee recognition, community relations, public information, and internal investigations. The Fire Chief commands 150.5 employees working in several Divisions: Administration, Emergency Operations, Training, Special Operations and Fire Safety Management.

Emergency Operations

This Division is directed by the Deputy Fire Chief and includes all fire rescue companies and commanders responsible for emergency management. Emergency resources include ten (10) companies responding from seven (7) fire station locations to approximately 15,000 incidents. The City has a population of 117,182 in 54.05 square miles. Through the Designated Assistance Agreement with Alachua County, the City responds to emergency incidents for a population of 175,399 and covering 133 square mile. Fire Rescue companies respond to: fire suppression, vehicle extrication, rescue operations, emergency medical services, hazardous materials incidents, aircraft rescue, disaster and Hazmat regional response situations. Conduct Public Education visits and install smoke detectors where they are needed. This Division is responsible for a wide variety of non-emergency services to include: pre-emergency planning, personnel training and assessment, personnel safety and physical fitness, recruitment and hiring, physical resource management, communications management, and fleet management.

Fire Safety Management

This Division is directed by the Assistant Fire Chief who is responsible for coordinating programs designed to reduce the hazards of fire and other risks. Major programs within this Division include: fire inspection services, fire and arson investigative services, community fire and life safety education, disaster preparedness planning, plans review and public information.

Long-Range Goals The long-range goals for the Fire Rescue Department are:

• Improve an integrated information management system to address all information needs of the Department.

• Comply with NFPA 1500, Fire Department Occupational Safety and Health Standards, to the extent possible to promote firefighter safety.

• Maintain and work towards eventual improvement of the City’s ISO fire insurance rating.

• Study and evaluate alternative revenue sources for funding fire rescue emergency services.

• Continue new training programs to develop the Department’s work force through leadership, education, fire company performance testing, special operations, specialized



rescue training, and delivery of public safety education.

• Progress towards fire and emergency services self-assessment and accreditation.

• Design a public education curriculum to include all ages and grade levels in the community.

• Increase the degree to which tax exempt properties pay appropriately for services.

• Annex to the Gainesville Urban Reserve Boundary.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

ADMINISTRATION1) Reduce non-incident related injuries for combat personnel. (ICMA) -- 38 -- 36 34

2) Increase recruitment of female and minority applicants in relation to total applicant pool for firefighter positions.

-- N/A -- 30% 35%

3) Achieve 50% success rate for successful testing of female and minority candidates for firefighter positions.

-- N/A -- 20% 25%

OPERATIONS1) Improve out of station turnout times to less than one (1) minute (NFPA 1710) 90% 64.16% 90% 90% 90%

2) Conduct pre-emergency planning on non-residential buildings and properties. 72 28 72 72 72

3) Respond to Emergency Fire Calls in 5 minutes or under from conclusion of dispatch. (ICMA) 90% 42.41% 90% 90% 90%

4) Maintain ARFF certifications for 15 employees. 100% 100% 100% 100% 100%

SPECIAL OPERATIONS1) Attain and maintain a minimum staffing capability for 10 Technical Rescue personnel per shift to comprise a minimum 30 member team trained to the "Technician" level in the following disciplines:

100% 7% 100% 100% 100%

1a) ▪Confined Space Rescue 30 16 30 14 151b)▪Structural Rope Rescue 30 16 30 14 151c)▪Trench Collapse 30 0 30 30 151d)▪Building Collapse 30 0 30 30 15

1e)▪Heavy Machinery and Vehicle Extrication 30 0 30 30 15

1f)▪ Water Rescue 30 0 30 30 151g)▪Wilderness Search and Rescue 30 0 30 30 15

2) Conduct annual Technical Rescue Team member confined space entry evolutions for 100% of confined space rescue technicians.

100% 53% 100% 100% 100%

2a)▪Number completed 30 16 30 30 45

Fire Rescue





FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

3) Attain a travel time (end of turnout to arrival on scene) of less than 4 minutes on 90% of all emergency medical responses. (NFPA 1710)

3a)▪Percentage of responses of 4 minutes or less 90% 51% 90% 90% 90%

3b)▪Percentage of responses 5 minutes or less 90% 72% 90% 90% 90%

3c)▪Percentage of responses 8 minutes or less 90% 97% 100% 90% 90%

4) Certify and maintain 45 Hazmat Technicians in the workforce. 100% 73% 100% 100% 100%

5) Attain 100% Cost Recovery associated with Hazardous Materials Response with an identified responsible party / spiller.

100% 50% 100% 100% 100%

5a) ▪Number Billed -- 100% -- 100% 100%5b)▪Number Paid -- 50% -- 100% 100%

6) Conduct four multi-agency Hazardous Materials Response Drills Annually 100% 150% 100% 100% 100%

6a)▪Number completed 4 6 4 4 47) Conduct pre-emergency planning on 18 selected hazardous materials storage facilities. 100% 100% 100% 100% 100%

7a)▪Number completed

FIRE SAFETY MANAGEMENT

Conduct seven (7) annual fire station open houses. 7 7

1) Successfully bring 300 occupancies to compliance per inspector per year 300 348 300 300 300

2) Complete 90% of complaint related inspections within three (3) working days. 90% 94% 90% 90% 90%

3) Conduct twelve (12) fire safety awareness programs to 600 business employees and managers, area schools and neighborhoods.

12/600 85/1700 12/600 12/600 12/600

4) Attain 20% awareness improvement rate from pre to post test after each fire safety presentation. 20% N/A 20% 20% 20%

5) Complete 90% of preliminary fire investigate reports within three (3) working days of assignment. 90% N/A 90% 90% 90%

6) Clear 50% of all arson cases by legal action, arrest warrants, or juvenile justice fire referrals. (Since 1980, National average at less than 20% clearance rate)

50% 0% 50% 50% 50%




FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

7) Reduce percentage of annual false fire alarms to 20% of total fire incident responses (tfir).

888/4440 (goal/total) 26%/1158 20% 20% 20%

TRAINING1) Conduct requested post-incident reviews by the next weekday shift following the request. 90% N/A 90% 90% 90%

2) Successfully complete physical fitness testing on all sworn personnel 100% 100% 100% 100% 100%


_______________________________________________________________ CITY OF _______________________ GAINESVILLE


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 11,958,179 12,151,614 11,817,008 12,064,348 12,515,023Fleet Fund 501 82,000 92,246 100,500 151,960 597,790

Total 12,040,179 12,243,860 11,917,508 12,216,308 13,112,813

POSITIONS: 001 149.5 149.5 149.5 150.5 150.5


Personal Services 001 9,627,252 9,694,517 9,069,029 9,733,929 10,191,588

Operating Expenses 001 2,317,177 2,443,867 2,747,979 2,330,419 2,323,435

Capital 001 13,750 13,230 0 0 0501 82,000 92,246 100,500 151,960 597,790

Subtotal 95,750 105,476 100,500 151,960 597,790

Total 12,040,179 12,243,860 11,917,508 12,216,308 13,112,813


Fire Chief -Admin. 001 919,550 912,997 955,539 823,273 826,472501 0 0 21,000 16,000 22,440

Subtotal 919,550 912,997 976,539 839,273 848,912

Operations 001 8,935,152 9,063,978 8,379,548 8,909,887 9,288,494501 18,000 24,265 79,500 119,960 552,910

Subtotal 8,953,152 9,088,243 8,459,048 9,029,847 9,841,404

Arcrft Rescue/Frefight 001 406,667 461,747 430,294 502,393 528,204

Fire Safety Mgmnt. 001 192,893 185,068 189,707 193,024 200,514501 64,000 67,981 0 0 0

Subtotal 256,893 253,049 189,707 193,024 200,514

Fire Inspections 001 202,560 185,969 179,779 211,264 221,298501 0 0 0 16,000 22,440

Subtotal 202,560 185,969 179,779 227,264 243,738

Public Education 001 72,874 71,789 74,773 127,128 130,482

Investigative Svcs. 001 90,985 85,866 85,682 93,741 100,031

Fire Safety Board 001 3,300 603 3,475 1,800 1,800

Trng. & EMS Bureau 001 353,814 438,835 344,180 358,574 366,632

Comm./Info. Sys. 001 89,938 86,482 95,952 96,671 100,015

Hazardous Matls. 001 112,446 94,270 102,355 168,593 173,081

Fire Hydrant Rental 001 578,000 563,069 578,000 578,000 578,000

Designated Assistance 001 0 0 397,724 0 0

Fire Special Programs 001 0 941 0 0 0

Total 12,040,179 12,243,860 11,917,508 12,216,308 13,112,813

Fire Rescue


___________ FY 2004-2005/2005-2006 FINANCIAL _______________________________________________________ AND OPERATING PLAN



Agency: 820 Fire Rescue


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries, Wages & Benefits 6,776,103 6,673,034 6,886,801 7,232,275 7,619,902Overtime - One and One-Half Rate 149,101 484,648 155,065 159,718 164,507Holiday Pay 86,542 108,139 90,003 92,703 95,484Special Assignment 76,107 86,299 75,221 77,479 79,802HAZMAT Certification 23,333 18,205 24,267 24,995 25,745EMT Certification 259,890 231,542 259,890 252,168 252,168Education Incentive - Fire Fighters 39,600 40,549 39,600 33,948 33,948FLSA 40,417 42,887 42,033 43,294 44,593Fringe Benefits 2,176,159 2,009,214 1,496,149 1,817,349 1,875,439


OPERATING EXPENSES

One-Time Expenditures 3009 4,500 34,316 0 0 0Materials and Supplies 3010 94,600 62,117 94,710 101,930 102,060Office Supplies 3020 10,995 11,395 10,995 12,265 12,265Printing and Binding 3030 5,250 5,215 5,250 4,485 4,485Uniform Purchase Price 3040 59,940 102,352 59,940 67,845 67,845Telephone 3110 50,650 34,479 50,650 34,395 34,395T.R.S. Access Charge 3115 78,410 70,430 78,410 73,000 73,000Postage 3120 1,850 1,692 1,850 1,750 1,750Advertising 3130 0 75 0 75 75Utilities - Electric, Sewer, Water 3140 75,400 78,067 75,400 77,750 77,750Gasoline, Oil & Grease 3150 41,057 56,869 41,880 67,600 67,600Local Travel 3200 3,100 3,716 3,100 3,825 3,825Travel & Training 3210 37,655 35,111 37,655 38,340 38,160Travel & Training Operations-Gen. 3211 5,100 47,257 5,100 5,100 5,100Travel & Training - HazMat 3213 5,100 501 5,100 5,100 5,100Travel & Training - Emer. Med. 3216 12,750 8,204 12,750 12,750 12,750Fitness Incentives 3230 7,750 6,700 7,750 7,800 7,800Books & Films 3240 5,570 5,655 5,570 6,195 6,245Dues, Memberships & Publications 3250 9,305 10,888 9,305 10,780 10,780Rental of Equipment 3420 11,551 10,131 11,551 11,000 11,000Insurance Premiums 3510 670,000 670,200 703,500 564,552 557,568Miscellaneous 3910 3,300 801 3,475 1,800 1,800Professional Services 4110 58,800 54,543 58,800 60,980 60,980Other Contractual Services 4120 608,990 597,202 1,007,584 609,445 609,445Fleet Service Cost - Variable 4210 105,000 186,127 107,100 184,900 184,900Fleet Service Cost - Fixed 4211 329,104 329,104 329,104 342,687 342,687Maint. of Office & Other Equipment 4220 20,950 20,720 20,950 24,070 24,070Maint. of Audio/Visual Equip. 4227 500 0 500 0 0






Agency: 820 Fire Rescue


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN


CAPITAL OUTLAY

Machinery & Equipment 6040 13,750 13,230 0 0 0Vehicles 6050 82,000 92,246 100,500 151,960 597,790


TOTAL FOR AGENCY 820 12,040,179 12,243,860 11,917,508 12,216,308 13,112,813



Fire Rescue



TITLE

Account Clerk, Sr. 1 1 1 1 1 1 1 1Communications Maint. Tech 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5Computer Systems Analyst 1 1 1 1 1 1 1 1Exec. Assistant, Sr. 1 1 1 1 1 1 1 1Fire Training Captain 0 0 2 2 2 2 2 2Fire Chief 1 1 1 1 1 1 1 1Fire Chief, Deputy 1 1 1 1 1 1 1 1Fire District Chief 8 8 8 8 8 8 8 8Fire Driver-Operator 33 33 33 33 33 33 33 33Fire Inspector 3 3 3 3 3 3 3 3Fire Invest. Services Officer 1 1 1 1 1 1 1 1Fire Lieutenant 29 29 27 27 27 27 27 27^Fire Public Ed. Spec. 1 1 1 1 2 2 2 2Fire Safety Mgt., Asst. Chief 1 1 1 1 1 1 1 1Firefighter 64 64 64 64 64 64 64 64Senior Staff Assistant 0 0 3 3 3 3 3 3Staff Assistant I 2 2 0 0 0 0 0 0Staff Assistant II 2 2 1 1 1 1 1 1

TOTAL 149.5 149.5 149.5 149.5 150.5 150.5 150.5 150.5


Fund Description: 001 - General Fund 420 - Solid Waste Collections Enterprise Fund 102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund 104 - H.O.M.E. Fund 502 - Fleet Management Services Fund 111 - Community Redevelopment Agency 503 - General Insurance Fund 112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits 413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement 415 - Ironwood Golf Course Enterprise Fund

CITY OF GAINESVILLE




Fire Rescue

CAPITAL PROGRAM

FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL EQUIPMENT

Vehicles 151,960 597,790



FUNDING SOURCES Fleet Fund 151,960 597,790



RECRUITMENT &EMPLOYMENT

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AdvertisingRecruitmentIntake/ApplicationScreeningTestingInternshipsBackground InvestigationsJob Offers

HUMAN RESOURCESPROGRAM/SERVICES CHART

Program ChangesNone

TRAINING &DEVELOPMENT

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Employee Development& TrainingManagement &Supervisory TrainingEmployee OrientationTeam Training &FacilitationTuition AssistanceTraining LibraryCareer Counseling

ADMINISTRATION

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PlanningProgram MonitoringPolicies & ProceduresCommitteesSpecial Projects

EMPLOYEEPROGRAMS

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RecognitionVolunteer ProgramNewsletterPension AdministrationDeferred Compensation/ MoneyPurchase PlanSavings BondsRetirement Counseling/TrainingUnemployment & DisabilityBenefitsEmployee DiscountsRecords Center

CLASSIFICATION &COMPENSATION

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Classification & CompensationJob AuditsPerformance AppraisalEmployee Pay TransactionsPay Plan MaintenanceJob DescriptionsSalary/Benefits SurveysLabor Contract CostingPay Study

LABORRELATIONS

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Contract NegotiationsContract Administration/ComplianceGrievances, Arbitrations,HearingsDispute ResolutionsWorkers’ Comp.Drug Free WorkplaceFamily & Medical LeaveAct (FMLA)

HUMAN RESOURCESFY 2005 ADOPTED ORGANIZATION CHART

Administration (9010)HUMAN RESOURCES

DIRECTOR (1)

Administration (9010)HUMAN RESOURCES

DIRECTOR (1)

ExecutiveAssistant (1)

Human ResourcesAnalyst (1)

Recruitment & EmploymentHuman Resources Analyst (3)Human Resources Tech. (3)

Staff Assistant II (1)Staff Assistant I (1)

Classification &Compensation

Training &Development

Communications &Employee Programs

Training & Develop.Specialist (1)

Training Tech. (1)


Human ResourcesClerk (1)

Staff Assistant II (0.5)

Labor Relations

Labor RelationsSpecialist (1)


Human ResourcesManager (1)


Total Employees -21.5


Human ResourcesTech. (1)

Records Technician (1)



HUMAN RESOURCES

Mission Statement The Human Resources Department is committed to provide proactive and comprehensive quality services through innovation, teamwork, education and communication to attract, foster and support a diverse, highly qualified workforce within an environment that promotes continuous improvement.

Goals The major goals for Human Resources during FY’s 2005/2006 are to:

• Provide support to all levels of City leadership to achieve the City’s mission.

• Maintain effective employee/labor relations.

• Enhance employee productivity, satisfaction and safety.

• Provide training that meets current and future needs of the organization.

• Establish systems that accurately compile and refine Human Resources data to

support the organization’s goals and objectives.

• Expand methods for employees to access information regarding benefits, policies,

services, etc.

Objectives The major objectives for Human Resources during FY’s 2005/2006 are to:

• Implement the Human Resources module in American Management Human Resources System (AHRS).

• Introduce a new management training program.

• Bargain open labor agreements and advocate using mutual gains methods.

• Establish a Workplace Violence Assessment Team

• Update Personnel Policies.

Service Initiatives The service initiatives for Human Resources for FY’s 2005/2006 are to:

Administration • Be responsible for the overall supervision, management, and operation of the department.

• Develop accountability measures utilizing reports generated from the Human Resources System.

• Administer City Personnel Policies and Procedures in accordance with City ordinances and state and federal law.

• Establish short-term and long-term strategic plans for the department.

• Complete special projects to meet strategic needs of the organization.

Classification and Compensation

• Resolve 2004 Special Job Audit requests prompted by the new pay structures.

• Resolve all other outstanding job audits.

• Assist in implementation of the AHRS 3.X Human Resources System upgrade.

• Provide compensation data support to Labor Relations for bargaining.

• Establish systems that accurately provide Human Resources data in order to help the City manage its employees.

• Assist as necessary in any Progression-Through-Training initiatives in Recreation & Parks and Public Works departments.

• Provide technical support for updating and refinement of the City’s pay plans.



• Assist in the design/implementation of a new performance review tool.

Communication and Employee Programs

• Utilize proper records management to maintain records that can be accessed for reports and public records requests, comply with state laws, and ensure security of exempt information.

• Provide and update employee information on employee benefits and programs to enhance citywide communication and understanding using various media sources.

• Administer defined benefit, disability and defined contribution retirement plans.

• Participate in the analysis of the retirement plans for recommendation of modifications or administrative changes.

• Develop reports from AHRS for all users.

• Assist in implementation of the AHRS 3.X Human Resources System upgrade.

• Maintain the retiree database in AHRS and provide information for annual reports to the actuaries.

• Provide retirement forecasting for departments.

Labor Relations

• Conduct labor negotiations, review contract language, and make recommendations.

• Administer labor contracts and City policies and procedures and provide training and assistance to all parties in interpreting and working within them.

• Provide advice and training to managers and supervisors on dealing with labor problems.

• Promote a concept of teamwork using processes such as Interest-Based Bargaining and the Mutual Gains Concept to ensure buy-in by all levels of management as well as bargaining unit employees.

• Provide administrative assistance to all employees on the Family and Medical Leave Act.

• Provide guidance on issues of workplace violence.

Recruitment and Employment

• Advertise positions, screen applications, conduct testing and background investigations and make job offers for the hiring departments.

• Facilitate the hiring process for hiring managers.

• Continually evaluate the hiring process and update as necessary.

• Implement standard testing for certain support positions.

• Support Affirmative Action goals.

• Develop reports on all phases of the hiring process.

Training and Development

• Provide new hire orientation.

• Partner with management to identify performance issues.

• Provide departments with specialized training that address their specific needs.

• Assist the organization in developing training that supports the vision, mission, and strategy.

• Continue to evaluate changes in performance upon completion of training and development programs.

• Identify funding and implement management training programs.



• Assist departments with developing progression-through-training programs.


The long-range goals of Human Resources are to:

• Improve communication and relationships with departments.

• Develop Succession Planning to assist departments.

• Develop staff competencies in testing and test validation.

• Implement and utilize web-based training.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Number of personnel requisitions processed 614 567 600 619 619

Employment applications screened 10,000 16,897 10,000 17,000 17,000

New employees hired (permanent & temporary) 475 429* 482 475 475

Employees promoted or transferred 141 125 148 145 145

Retirements 60 64 70 52 60

Average days to fill vacancy 52 68 50 62 62

Training classes conducted 400 258 400 375 385

Number of employees attending training classes 3,800 2,814 3,800 3,400 3,500

Percentage of positive reactions to training classes 95% 93% 95% 95% 95%

Labor contracts negotiated 3 3 3 2 3

Classification audits completed 50 146 60 150 150

Percentage of job classifications audited 10% 4% 10% 5% 5%

Salary and benefit surveys completed 110 90 90 90 90

Total number of employees in Deferred Retirement Option Plan (DROP) 60 113 80 102 66

Percentage of professional/managerial staff certified as either a Professional or Senior Professional (PHR/SPHR) by the Society for Human Resources Management (SHRM)

55% 50% 83% 50% 50%

Percentage of eligible employees with certification as a Certified Compensation Professional by the American Compensation Association based on job relevance

66% 33% 100% 66% 66%

Job descriptions revised/written 35 46 59 60 60

Human Resources



________________________________________________________________ CITY OF ______________________ GAINESVILLE


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 1,219,582 1,230,965 1,268,703 1,304,952 1,355,469Disability Pension 605 0 0 0 5,297 5,553

1,219,582 1,230,965 1,268,703 1,310,249 1,361,022

POSITIONS: 001 1.0 1.0 1.0 21.39 21.39PENS 0.0 0.0 0.0 0.11 0.11

21.5 21.5 21.5 21.5 21.5


Personal Services 001 888,962 853,339 930,415 977,952 1,029,321605 0 0 0 5,297 5,553

888,962 853,339 930,415 983,249 1,034,874


Total 1,219,582 1,230,965 1,268,703 1,310,249 1,361,022


Administration 001 368,128 375,240 380,976 527,551 549,427 605 0 0 0 5,297 5,553

368,128 375,240 380,976 532,848 554,980

Employee Programs 001 407,330 420,202 436,006 417,598 430,071

Recruit & Emp. 001 429,274 420,928 436,871 344,953 361,121

T.E.A.M. 001 14,850 14,595 14,850 14,850 14,850

Total 1,219,582 1,230,965 1,268,703 1,310,249 1,361,022

Human Resources


_____________ FY 2004-2005/2005-2006 FINANCIAL___________________________________________________ AND OPERATING PLAN


Agency: 900 Human Resources


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 731,869 704,635 766,454 799,898 845,691Fringes 157,093 148,704 163,961 183,351 189,183

PERSONAL SERVICES TOTAL 888,962 853,339 930,415 983,249 1,034,874

OPERATING EXPENSES

Non-Capital Equipment 3009 600 277 600 0 0Materials and Supplies 3010 24,450 32,431 24,450 24,450 24,950Office Supplies 3020 16,590 18,167 16,590 16,150 16,150Printing and Binding 3030 32,090 27,732 37,658 34,801 35,297Telephone 3110 4,130 1,918 4,130 2,950 2,950Postage 3120 6,990 8,266 6,990 6,550 6,550Advertising 3130 40,000 35,165 40,000 36,800 36,800Recruit. Expense (Moving, etc.) 3190 16,500 41,702 16,500 25,827 37,287Assessment Centers 3195 30,742 19,188 30,742 24,000 13,000Local Travel 3200 500 109 500 0 0Travel & Training 3210 28,113 31,420 28,113 26,600 27,600Books & Films 3240 3,495 3,703 3,495 3,270 3,270Dues, Memberships & Pub. 3250 8,336 10,603 8,336 10,150 10,135Employee Training 3260 39,500 48,578 39,500 37,916 38,075Insurance Premiums 3510 42,000 42,000 44,100 28,812 27,960Miscellaneous 3910 650 292 650 450 450Professional Services 4110 29,934 38,200 29,934 36,334 33,734Other Contractual Services 4120 6,000 17,775 6,000 11,940 11,940Maint. of Office & Other Eqpt. 4220 0 100 0 0 0


TOTAL FOR AGENCY 900 1,219,582 1,230,965 1,268,703 1,310,249 1,361,022



_____________ FY 2004-2005/2005-2006 FINANCIAL___________________________________________________ AND OPERATING PLAN


Human Resources


Funding Source 001 TOTAL 001 TOTAL 001 PENS TOTAL 001 PENS TOTALFTE FTE FTE FTE

TITLEHuman Resources Clerk 1 1 1 1 1 0 1 1 0 1Executive Assistant 1 1 1 1 1 0 1 1 0 1Human Resources Analyst 6 6 6 6 5.95 0.05 6 5.95 0.05 6Human Resources Director 1 1 1 1 0.99 0.01 1 0.99 0.01 1Human Resources Manager 1 1 1 1 1 0 1 1 0 1Human Resources Tech. 4 4 4 4 3.95 0.05 4 3.95 0.05 4Labor Relations Specialist 1 1 1 1 1 0 1 1 0 1Senior Staff Assistant 0 0 1 1 1 0 1 1 0 1Staff Assistant I 3.5 3.5 1 1 1 0 1 1 0 1Staff Assistant II 0 0 1.5 1.5 1.5 0 1.5 1.5 0 1.5Training/Development Spec. 1 1 1 1 1 0 1 1 0 1Training Technician 1 1 1 1 1 0 1 1 0 1Records Technician 1 1 1 1 1 0 1 1 0 1

TOTAL 21.5 21.5 21.5 21.5 21.39 0.11 21.5 21.39 0.11 21.5


Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Disability Pension, Police Officers 415 - Ironwood Golf Course Enterprise Fund and Firefighters Retirement

CITY OF GAINESVILLE



POLICEPROGRAM/SERVICES CHART

ADMINISTRATIONOffice of the Chief of Police

�

�

Legal ServicesCommunity Relations- Youth Programs- Reichert House

INVESTIGATIONS

�

�

Criminal Investigations- Investigations- Forensic Crime LabSpecial Investigations- Narcotics- DEA- FDLE

OPERATIONS

� Districts (I/II/III)- Sectors- Investigations- PSTs- Airport- Traffic Unit- K-9 Unit- Aviation Unit- Mounted Unit- GHA

- SROs- CROs- Covert Unit

ADMINISTRATIVE SERVICES

�

�

�

�

�

�

�

�

Support Services- Records- Intake- Property/Evidence

Administrative Services- Special Events- Accreditation- Planning- FleetPersonnel ServicesTraining

Public InformationFiscal Affairs-PayrollInternal AffairsCEPTED

MANAGEMENTANALYSIS

�

�

Special Programs &Analysis

Technical Services- Information Systems

- Crime Analysis- DataTrac

- Grant Administration- Video Production

BLACK ONBLACK

CRIME TASKFORCE

PUBLICSAFETY

COMMITTEE

RESOURCE

COUNCIL

Program Changes^Add Third District^Add Community Relations Section

DISTRICTCOUNCILS

POLICEFY 2005 ADOPTED ORGANIZATION CHART

POLICE CHIEF (1)POLICE CHIEF (1)

Executive Assistant toPolice Chief (1)


Grant AdministrationCorporal (1)

Technical ServicesDivision

Lieutenant (1)Officer (2)

Special Programs& Analysis Division

Lieutenant (1)I.C.A.C. Unit�

�

CorporalOfficer

(1)(1)

Management AnalysisBureau

Captain (1)Staff Assistant II (1)

Narcotics Unit

Sergeant (1)

Corporal (1)Officer (7)PST II (1)

Forensic Crime Lab

Sergeant (1)

Forensic Crime Tech. (1)Latent Fingerprint Examiner (2)

Officer (3)Photo Lab Technician (1)

Office of Legal Services

Sr. Assistant City Attorney (1)^Program Assistant (1)�

Investigative ServicesBureau

Captain (1)Sr. Staff Assistant (1)

Crime AnalysisSection

Analyst (3)

Training DivisionCorporal (1)Officer (2)

Sergeant (1)

Special InvestigationsDivision

Lieutenant (1)Staff Assistant II (1)

Personnel Changes^

^Delete Staff Assistant II (1)^Add Human Resource Technician (1)^Delete Staff Assistant II (1)^Add Program Asst (1)

�

�

Add Police Corporal (1)^ Add Police Officer (2)

Total Employees - 376 (�includes 12 grant funded positions)

Major Case UnitCorporal (4)Officer (14)Sergeant (2)

CriminalInvestigations

DivisionLieutenant (1)

Personnel ServicesDivision

Lieutenant (1)

Corporal (2)^HR Technician (1)

Officer (2)

DEA UnitCorporal (1)Officer (2)

� This position reports to City Attorney, and is notincluded in this department’s total.


*Community ResourceDivision

FDLE Task ForceOfficer (1)

Intake Unit

Officer (2)

Court LiaisonSpec. (1)

Administrative ServicesBureau

Captain (1)Sr. Staff Assistant (1)

Support ServicesDivision

Lieutenant (1)

Records UnitCoordinator (1)Supervisor (1)Technician (17)

Property &Evidence UnitP&E Supv. (1)P&E Spec. (1)Program

Assistant (1)Storekeeper (2)

AdministrativeServices UnitCorporal (1)Officer (3)

CEPTEDSergeant (1)

*OperationsBureau

Information ServicesProgram Analyst (2)Systems Analyst (1)

VideoProductionPST II (1)

*Additional Details shown on next page

Internal AffairsSergeant (3)

Fiscal SectionSr. Account Clerk (1)Staff Assistant II (1)

Public InformationSergeant (1)

Domestic Violence UnitCorporal (1)

(1)� Officer

*InvestigationsBureau

CommunityResourceDivision

^CommunityRelations

Coord. (1)Staff

Assistant II (1)

District III^Captain (1)

Êxecutive Asst. (1)Lieutenant (1)

Officer (1)(CRO)

*ManagementAnalysisBureau

S.R.O.Corporal (2)Officer (3)

S.O.U.Corporal (1)Officer (2)

S.R.O.Corporal (1)Officer (4)

Community CenterOaks Mall

Comm. Program Coord. (1)

Explorers/Cadets

Officer (1)

K-9 UnitCorporal (1)Officer (4)

Sectors 1-2

Officer (36)

Corporal (3)Lieutenant (2)

Sergeant (5)

Sectors

Lieutenant (2)

Sergeant (5)

Corporal (3)

Officer (37)

Airport UnitCorporal (1)Officer (3)

Aviation UnitCorporal (1)Officer (1)

Mounted Unitfficer (2)O

Sergeant (1)

Traffic UnitCorporal (2)Lieutenant (1)Officer (1)^� Officer (4)

Sergeant (1)

Oaks MallOfficer (2)

InvestigatorsCorporal (1)Officer (2)

Sergeant. (1)

Investigatorsfficer (3)

SergeantO

(1)

Police ServiceTechniciansPST III (1)PST II (3)PST I (1)

Police ServiceTechniciansPST III (1)PST II (4)

C.A.T.

Officer (3)

Sergeant (1)

Personnel ChangesDelete Police Officer (3)^Delete Police Sergeant (1)Âdd Community Relations Coord. (1)

Âdd Reichart House Youth Coord. (2)^<Reclassify CommServe Op. (2)to TelServe Op. (2)

^Delete PST I (1)Âdd Executive Assistant (1)^Delete Police Lieutenant (1)Âdd Police Captain (1)

^ Add Police Officer (4)�

*AdministrativeServicesBureau

District ICaptain (1)

Executive Asst. (1)Lieutenant (1)

Officer (1)(CRO)

*Additional Details shown on previous page<Title Change only^Changes made during FY 2004

� currently Grant funded

POLICEFY 2005 ADOPTED ORGANIZATION CHART

District IICaptain (1)

Executive Asst. (1)Lieutenant (1)

Officer (1)(CRO)

Sectors 1-2

Lieutenant (2)

Sergeant (5)

Corporal (3)

Officer (38)

InvestigatorsCorporalSergeant. (1)

(2)

Downtown Unit^�Officer (5)

NSCUOfficer (3)

Juvenile ResourceOffice

Officer (1)Police ServiceTechniciansPST III (1)PST II (3)PST I (1)

School CrossingGuards (13)

Reichert HouseCorporal (1)Officer (2)PST I (1)

^R.H. Youth Coord. (2)

Tel-Serve^<Tel-Serve Op. (2)



GAINESVILLE POLICE DEPARTMENT

Mission Statement The Gainesville Police Department (GPD) will provide the highest possible quality of service in partnership with our communities and in an environment where every department member may excel.

Goals The major goals for GPD during FY’s 2005/2006 are to:

• Aggressively fight crime to enrich the quality of life in all our communities. • Use every opportunity to strengthen our partnerships with the communities we serve. • Utilize crime prevention and education programs to enhance and expand community/

police relations and to reduce the incidents of crime in our communities. • Expand the recruitment program, targeting candidates who will enhance the diversity of

the Department while making the Department more reflective of the available community work force.

• Provide a workplace that enables all members to take pride in the organization, now and in

the future.

Objectives The major objectives for GPD during FY’s 2005/2006 are to:

• Complete a review of current allocations of personal computers, laptops, and printers and establish a timely replacement schedule. In addition, determine if reductions in inventory may be made to reduce the fiscal impact.

• Enhance the Gainesville Police Department’s Crime Mapping capabilities with the use of Federal Earmark Funds.

• Continue enhancement of the Data Trac process, improving our ability to provide accurate and timely information, expanding the application of the process to other areas within the Department, and continuing to work to cross-train Bureau staff on the presentation equipment.

• Continue to expand recruitment programs to attract qualified minority, protected class, and certified candidates to the Gainesville Police Department.

• Work with community members in the newly created Third District area of Gainesville to create a Resource Council in order to expand current crime prevention and district programs to the area.

• Establish an internal committee to review and recommend an incentive program for officers who attract qualified minority, protected class, and certified police candidates.

• Through cooperation and consultation with the District Councils, the Gainesville Police Department will increase traffic and drug enforcement in targeted neighborhoods and school zones.

• Initiate a minimum of two special details per month in an assigned area of the city to target a specific traffic problem.

• Participate in monthly local Traffic Safety Council meetings to assist in educational

initiatives with the ultimate goal of decreasing the number of traffic fatalities in the community.



• Host District, Sector, and Resource Council meetings a minimum of once per quarter. • Have district personnel continue to network and expand participation in Neighborhood

Crime Watches, Business and Homeowners Associations, Black on Black Crime Task Force, City Commissioner District meetings and other available community forums in order to address quality of life issues within the neighborhoods and the community, and to explain the Department's community oriented philosophy.

Service Initiatives The service initiatives for GPD for FY’s 2005/2006 are to:

Office of the Chief of Police Administration

Establish Department policy and procedure and overall management services for complex service delivery strategies. Continue to provide support and leadership to all operational aspects of the Department through management, planning, training, innovative techniques and assurance of needed equipment and resources to all divisions and sections.

Legal Advisor Continue to provide legal service and guidance for the Department and its employees.

Community Resource Division

The mission of the Community Resource Division is to assist Department and community members with forming collaborative partnerships as the basis for dealing with crime and quality of life issues. Citizens and police officers mutually identify problems in the community and work together to create viable solutions. Through this type of cooperation, GPD operates with increased efficiency and citizens enjoy an increased sense of community awareness, accountability and an enhanced quality of life.

• Youth Services Unit: The Youth Services Unit provides youth-oriented programs, services and activities for the community .The Unit is comprised of three main programs: the Officer Friendly Program, the Police Explorer Program (Post 917), and Explorer Post 86 which consists of the Reichert House Program.

• Police Explorer Program -Post 917: The GPD Explorer Program is a proactive effort to

develop and reward future leaders in our community. There are approximately twenty- five young adults currently in the program. Through structured training and guidance from the Explorer advisor (a sworn police officer), the involved youth are placed in a variety of situations in which they will be called upon to utilize the training provided to them, as well as good judgment and common sense.

• Explorer Post 86 -The Reichert House Program: Members of the Reichert House Program

are chartered Explorer members just as Post 917 members are, with the difference being that the Reichert House Program is for at-risk males.

Administrative Services Bureau Fiscal and Internal Affairs

The Office of Fiscal and Internal Affairs includes the Fiscal Office, Payroll, Internal Affairs, Public Information, Billable Overtime, and Special Events. The Fiscal Office is responsible for the formulation, maintenance and analysis of the specialty accounts; development and implementation of the Department's annual operating budget; and the processing of all department travel. The Payroll Office is responsible for the input and coordination of all Department timekeeping and the issuance of bi-weekly payroll. Internal Affairs investigates allegations of misconduct or substandard performance through the Internal Affairs process. The Public Information Office is responsible for coordinating all media-related issues, coordinating both the television show and the radio show, and producing the Department's Annual Report.



Administrative Services Unit

The Administrative Services Unit is responsible for the management of all special events and billable overtime; managing and maintaining the accreditation and recognition processes, as well as staff inspections, audits and Department Manual revision functions; provides staff support for long range projects and to complete various planning projects as directed by the Chief of Police; and serves as liaison with the Fleet Department on the purchase and equipping of the Department’s fleet.

CPTED A crime prevention initiative that attempts to improve the physical environment and make it less susceptible to criminal attack is Crime Prevention Through Environmental Design (CPTED). The premise of CPTED is based on the philosophy that the risk of criminal activity can be mitigated through the proper design and use of the built environment. If the principles of CPTED are applied properly at the design phase, then the need for law enforcement intervention into crime problems will be reduced. The primary responsibility of the CPTED position is to represent the Police Department as a member of the site plan review team and offer comments and recommendations to City planners. The goal is to improve the quality of the built environment and to reduce the risks associated with criminal activity.

Personnel Services Division

Manages hiring processes for sworn and civilian Department vacancies. Conducts background investigations on all candidates for all Department positions. Processes changes in employment status of members such as new hires, terminations, transfers, promotions, demotions, and salary increases. Maintains control of the Criminal Justice Training and Standards information for sworn members. Monitors the Department's rehabilitative assignments and sick leave usage while maintaining confidential medical files on all employees. Manages the City's Drug Free Workplace policy by assuring that selected employees comply with the order to complete the testing.

Training Division Provides departmental in-service instruction, training, and qualification for sworn and non-sworn members in all areas of the law enforcement field. Ensures members maintain training levels to comply with state certification guidelines. Training for members is conducted at the Institute of Public Safety (IPS), remote locations as appropriate, and the roll call setting. The Training Division works in conjunction with the IPS coordinating three recruit classes a year. The Division also coordinates and teaches advanced and specialized classes for career development. The Training Division is also responsible for the coordination and administration of the CADET and Field Training programs, as well as the orientation/qualification of all new hires.

Support Services Division

• Records Section: Performs the critical function of processing all police records and forms, along with reporting accurate data to the State of Florida Department of Law Enforcement. In addition, the Records Section captures and provides the raw data for program analysis and evaluation.

• Property and Evidence Unit: The Unit is responsible for the storage, maintenance,

retrieval, court presentation, return to owner, destruction and/or disposal of evidence and property held by the Gainesville Police Department. The Unit is also responsible for inventory, issuance and record maintenance of all uniforms and equipment. This includes the ordering and issuance of all tickets.

• Intake Unit/Court Liaison Office: The Intake Unit is responsible for quality control of all

police reports that are sent to the State Attorney's Office. Reports are forwarded with arrest/sworn complaint information, witness statements, evidence, and detective reports, as well as other required documents. The Court Liaison Office is responsible for scheduling all court appearances of departmental personnel with the goal of minimizing overtime.



Investigations Bureau Criminal Investigation Division

Members conduct follow-up investigations of primarily felony violations of the law, recover stolen property, apprehend suspected criminals, and present prosecutable cases to the State Attorney. In addition, the Division facilitates initial crisis intervention services through its Victim Advocate to victims and/or family members as the result of being victimized by crime. • Forensic Crime Unit - Provides specially trained personnel to conduct crime scene

investigation, develop and print crime scenes and arrestee photographs, classify fingerprints, and compare latent prints from crime scenes with known offenders.

• Internet Crimes against Children Unit - A grant initiative to address the growth in the use of computers and the Internet as an aid to commit crimes against children. The grant calls for formation of a multi-agency regional Task Force to include representatives from LEA, SAO, Victim Services, Clerk of the Court and Child Protection Agencies. This program will allow for GPD to reach out to other North Florida area agencies and offer investigative assistance, expertise, and provide training to enhance the knowledge and capabilities of other jurisdictions to investigate these types of crimes. The ICAC detectives investigate crimes against children involving the use of computers and the Internet. The detectives are the regional referral resource for 36 counties and they conduct forensic examinations of computers, assist in investigations for other agencies, etc. They also conduct covert/undercover investigations into child solicitation and exploitation.

• Domestic Violence Unit - A $456,000 federal grant that allows GPD to partner with other

community agencies that are dedicated to combating domestic violence in our community. The purpose is to implement a multi-agency approach to domestic violence through a community partnership consisting of GPD, Peaceful Paths, SAO, and Alachua County Victim Services. DVU detectives are assigned to follow up on all domestic violence cases and ensure appropriate enforcement action is taken. DVU detectives initiate bulletins, BOLOs, obtain arrest warrants, make physical arrests, conduct follow-up interviews, etc.

Special Investigations Division

The Special Investigations Division (SID) is comprised of the Narcotics Unit, the FDLE Task Force, and the DEA Task Force. SID is tasked with narcotics enforcement and interdiction at multiple levels. This includes the entire spectrum of drug activity from investigating street-level drug dealers through major drug traffickers, and includes the targeting of package (UPS, FedEx) and bus station interdiction. SID is also responsible for the investigation of different vice crimes, including gambling, prostitution and prescription fraud. • FDLE Multi-Agency Drug Task Force (MADTF): Under the authority of the Florida

Department of Law Enforcement, the FDLE Task Force concentrates on mid-to upper-level narcotics trafficking cases. The FDLE Task Force is comprised of members of FDLE, the Gainesville Police Department, the Alachua County Sheriff’s Office, the University Police Department, and the Eighth Judicial Circuit State Attorney's Office. The FDLE Task Force works closely with statewide prosecutors, the US Attorney's Office, and many other agencies throughout the State of Florida and the United States. The operations conducted are generally multi-jurisdictional cases initiated within the Gainesville area. GPD has one member assigned.

• D.E.A. Task Force: The DEA Task Force is under the authority of the United States Drug Enforcement Agency and concentrates on upper-level drug traffickers (who import illegal drugs across state and international boundaries). These drug traffickers supply the dealers in the Gainesville area, as well as in communities throughout our region. GPD has three members assigned.



Management Analysis Bureau Technical Services Division

Oversees the Information Services Section and the recent implementation of laptop computers for field use (the Wireless Project) and the implementation of a new Records Management System (RMS). The Wireless Project is a major innovation to the Gainesville Police Department, which will have significant impact to our work culture. Members will no longer write "paper" reports but will submit the information via the Wireless system. This will greatly increase the timeliness of the availability of the information, not only internally, but also externally to other criminal justice agencies. The laptops will also greatly increase officer access to vital information, such as driver's license photographs, criminal history information and crime analysis information. A new Records Management System (RMS) is also being implemented in conjunction with the Wireless Project. This new system has a number of enhanced components that will also facilitate access to information, reduce redundancy of data entry and provide much needed automated reports. • Information Services Section - Responsible for Department-wide computer systems,

upgrading, networking, programming and maintenance. The staff assigned to this Section maintains and track, via inventory, over 350 items of hardware. They are also responsible for completing special projects having to do with referrals from the Chief's Office, which require programming/data extraction assistance.

Special Projects and Analysis Division

The Special Projects and Analysis Division oversees the DataTrac system, Grants, the Video Production Section and the Crime Analysis Section. The DataTrac process serves as a management accountability method involving the major bureaus of the Department. The process is patterned after COMPSTAT, a method made notable by the New York Police Department. A version has been customized for the Gainesville community which focuses upon crime statistics, sharing of information, "hot spot" identification, collaboration and directing resources toward problem resolution. • Video Production Section - is responsible for the video graphic documentation of the

Department's regular and special events, some training sessions, the recording of DataTrac sessions and video production related to projects as determined by the Bureau commander/designee. In the near future, this Section will evolve into the forensic field of video and audio enhancement in order to assist with criminal investigations.

• Crime Analysis Section - serves as a support function to all areas of the Department but

primarily for the Operations Bureau and the Investigations Bureau. The crime analysts maintain an awareness of the crime and quality of life incidents within our community, identify "hot spots, conduct pattern analysis and assist with criminal investigations. Every effort is being made to ensure they stay abreast of available technology and training to consistently enhance their awareness with the crime analysis field. We plan to expand the analysts’ responsibility into a higher level of intelligence gathering in the near future.

• Grant Administration Unit - works in coordination with the Department's Fiscal Unit and the City's Grant Officer. The Unit is responsible for the acquisition, management and accountability of all grants assigned to them within the Department.

Operations Bureau

The Operations Bureau is the largest entity within the Gainesville Police Department with over 150 personnel. The Bureau has first-responder responsibilities to the citizens of this community, 24 hours a day, seven days a week. It is comprised of three Districts which deliver a variety of police services in a community-oriented environment. Uniform patrol officers, detectives, and uniformed civilians known as Police Service Technicians, along with a variety of support units staff the Districts.

• The uniformed officers are assigned over four shifts, Shift 1 (0730-1730 hours), Shift 2 (1000-2000 hours), Shift 3 (1700-0300 hours), and Shift 4 (2200-0800 hours). Their



primary function is to provide around-the-clock, high-visibility police service and, when appropriate, to anticipate potential criminal activity gleaned from crime analysis information and to initiate a directed-patrol response.

• The District officers are deployed to sixteen specific geographical communities varying in physical size and population throughout the City. Each area has semi-permanently assigned officer(s) who work closely with the citizens and businesses to resolve problems and concerns that detrimentally affect the overall quality of life. In addition to responding to calls for service, officers attend neighborhood crime watches, youth and other community meetings within their assigned areas in order to keep abreast of community concerns, and provide a liaison to others in the Department so that these concerns can be addressed. Each District utilizes District, Sector, and Resource Councils to facilitate problem solving and identification, meeting approximately quarterly.

In addition to the regularly assigned road officers and detectives, each District also has the following personnel:

− Community Resource Officer: The CRO program currently serves each District with the assignment of three fulltime-sworn police officers. These officers serve several overlapping functions which include implementing crime prevention activities, coordinating resources for quality of life problems in neighborhoods, initiating and expanding neighborhood and business watch programs, educating and following up on crime trends, and disseminating community issues through television, radio, and print media.

− School Resource Officer (SRO) Program (District 1 & 2): The SRO program currently involves the full-time assignment of sworn police officers to local schools, several of which have at-risk children in attendance. The program emphasizes education by presentation of various crime prevention subjects such as civic responsibility, DUI prevention, youth crime, etc. The officers assigned to the schools also provide law enforcement assistance to school personnel, students, and parents.

− Officer Friendly Program: Officer Friendly is a sworn police officer assigned to present safety and crime prevention information to elementary school students. Officer Friendly visits all public elementary schools within the City limits, as well as some private schools and day care centers (by invitation). Some examples of these presentations are "Stranger Danger," "How to Call 911," "Bicycle Safety," and "Being Home Alone." Officer Friendly also conducts station tours; helps coordinate bicycle rodeos and makes presentations to various youth-related community groups and organizations. During the summer when school is not in session, Officer Friendly works with several other crime prevention programs involving children. Officer Friendly serves both District 1 and 2.

− Police Service Technicians: Augment the delivery of police services by responding to non-emergency incidents. PSTs conduct traffic accident investigations, perform traffic control, initiate and conduct after-the-fact criminal investigations, provide crime scene processing, and issue parking citations. PSTs also oversee the state certified school crossing guards.

District 1

In addition to the regularly assigned officers, detectives, covert operations and police service technicians, District 1 is also responsible for the following specialized units:

− Airport Unit: Assigned officers are responsible for the security of the Gainesville Regional Airport in accordance with FAA regulations.



− Traffic Unit: Personnel are responsible for monitoring and soliciting citizen cooperation in complying with state motor vehicle laws. The emphasis of the Unit's mission involves the targeting of hazardous moving violations (speeding, running red lights, careless driving), the provision of strict enforcement of DUI, and the identification and response to hazardous roadway conditions, in an effort to reduce traffic crashes and related injuries and deaths, while improving the overall quality of traffic safety in the City. Unit members also are skilled in the investigation of traffic homicides and potential homicides resulting from injuries received in traffic crashes.

District 2 In addition to the regularly assigned officers, detectives, covert operations and police service technicians, District 2 is also responsible for the following specialized units:

− Joint Aviation Unit: Combines personnel and equipment from the Gainesville Police Department and the Alachua County Sheriff’s Office to provide air support in the location of criminals, criminal activity, missing persons, and other law enforcement support functions not available from the ground.

− Mounted Unit: Implemented in 1998, the Mounted Unit consists of three horses and riders trained to perform law enforcement activities including conventional pro-active enforcement, crowd control and order maintenance assignments, and some community relations’ functions. The horses are used primarily in the downtown and University Avenue area for visibility, crowd control and crime prevention.

− Downtown Detail: Funded though the COPS More Program; the Downtown Detail will have permanently assigned officers to patrol the downtown area during peak hours.

− Juvenile Resource Officer: Fulltime police officer responsible for the coordination of law enforcement issues related to juvenile crime.

District 3 In addition to the regularly assigned officers, detectives, covert operations and police service technicians, District 3 is also responsible for the following specialized units:

− Canine Unit (K-9): Provides trained dogs to conduct searches, track-missing persons or locate discarded evidence of a crime. Canines minimize the dangers associated with those tasks performed in searching for escaped prisoners, searching burglarized buildings for suspects, and apprehending fleeing suspects.

− Oaks Mall Detail: Two fulltime sworn police officers are permanently assigned to provide law enforcement services to the Oaks Mall.


The long-range goals of GPD are to:

• Work with City staff to develop a long-term funding mechanism to maintain a functional and productive downtown staffing detail.

• Work with the City Commission and City staff to fund and develop plans for the construction of a new police facility.

• Expand crime prevention efforts to focus on youth and gang education, delinquency prevention and School Resource Officer involvement



• Continue to expand and improve automation projects to ensure an efficient transfer of information between field officers and management systems.

• Work with City staff to ensure the success of future annexation initiatives. • Develop a funding mechanism to place digital video recording systems in each GPD patrol

vehicle.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Police Reports 23,725 30,682 25,129 31,682 32,300

Felony/Misdemeanor Arrests 6,150 7,130 6,507 7,300 7,325

Traffic Citations 34,455 24,042 35,466 26,100 27,500

Traffic Crashes/Accidents 4,130 4,192 4,367 4,410 4,490

Parking Citations 22,440 22,328 N/A 20,100 21,500

Police calls for service 142,480 156,735 144,000 160,200 162,500

DUI Arrests 300 167 325 250 270

Criminal Investigate Bureau assigned cases 4,000 2,973 4,300 4,300 4,400

Police





FY 2003ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

FUNDING SOURCES:

General Fund 001 24,726,010 24,689,209 24,202,862 25,690,398 26,596,151CDBG Fund 102 0 10,678 0 0 0Fleet Acq. Fund 327 0 13,865 0 0 0Fleet Fund 501 130,000 437,893 1,178,500 1,394,950 1,075,640SCG Fund 617 80,000 80,000 80,000 100,000 100,000

Total 24,936,010 25,231,645 25,461,362 27,185,348 27,771,791

POSITIONS: 001 359.0 362.0 362.0 361.0 361.0115 3.0 5.0 5.0 12.0 12.0

362.0 367.0 367.0 373.0 373.0




Capital 001 0 6,578 102,000 0 0102 0 10,678 0 0 0327 0 13,865 0 0 0501 130,000 437,893 1,178,500 1,394,950 1,075,640

Subtotal 130,000 469,014 1,280,500 1,394,950 1,075,640

Non-Operating 001 0 0 70,000 90,000 90,000617 80,000 80,000 80,000 100,000 100,000

Subtotal 80,000 80,000 150,000 190,000 190,000

Total 24,936,010 25,231,645 25,461,362 27,185,348 27,771,791


Offc Chief of Police 001 1,613,898 1,905,099 1,734,557 1,498,487 1,493,706501 0 0 0 15,000 0617 80,000 80,000 80,000 100,000 100,000

Subtotal 1,693,898 1,985,099 1,814,557 1,613,487 1,593,706

Reichert House 102 0 10,678 0 0 0

Spec./Neg. Response 001 6,532 7,645 6,532 8,832 8,832501 20,500 16,195 0 0 0

Subtotal 27,032 23,840 6,532 8,832 8,832

Legal Office 001 4,181 5,160 4,306 52,517 54,373501 0 0 0 15,000 0

Subtotal 4,181 5,160 4,306 67,517 54,373

Police





FY 2003ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

EXPENDITURES BY ORGANIZATION (continued)

Investigations Bureau 001 1,788,789 1,491,805 1,322,372 1,701,738 1,756,548501 35,000 27,588 158,500 30,000 30,600

Subtotal 1,823,789 1,519,393 1,480,872 1,731,738 1,787,148

Special Investigations 001 1,017,620 984,406 910,736 1,023,331 1,062,718501 0 0 25,000 105,000 15,300

Subtotal 1,017,620 984,406 935,736 1,128,331 1,078,018

Forensic Crime Lab 001 529,758 555,177 544,892 509,770 520,353501 0 0 0 70,460 54,860

Subtotal 529,758 555,177 544,892 580,230 575,213

District 1* 001 6,551,167 6,057,560 5,800,184 4,498,832 4,678,171501 22,000 265,413 515,500 630,500 270,060

Subtotal 6,573,167 6,322,973 6,315,684 5,129,332 4,948,231

Airport Security 001 258,219 286,830 231,578 181,549 188,510

District 2* 001 6,372,672 7,246,826 7,174,959 4,827,667 5,039,013501 0 80,799 266,500 359,000 408,910

Subtotal 6,372,672 7,327,625 7,441,459 5,186,667 5,447,923

Comm. Resource Div. 001 1,063,497 1,001,776 1,029,645 1,577,699 1,642,479327 0 13,865 0 0 0501 0 20,129 141,000 44,000 87,570

Subtotal 1,063,497 1,035,770 1,170,645 1,621,699 1,730,049

Mgmnt. Analysis Bur. 001 607,263 630,024 581,655 1,026,006 1,060,693501 0 0 18,000 32,000 56,520

Subtotal 607,263 630,024 599,655 1,058,006 1,117,213

Information Systems 001 183,330 175,722 187,168 174,727 183,312

Billable Overtime 001 380,489 611,034 358,534 376,238 387,523

District 3* 001 0 0 0 4,006,147 4,179,734501 0 0 0 22,000 16,000

Subtotal 0 0 0 4,028,147 4,195,734

Admin. Svcs Bureau* 001 466,011 395,294 354,677 0 0

Personnel Division 001 423,321 413,393 384,430 371,406 386,158501 17,500 13,884 0 0 32,000

Subtotal 440,821 427,277 384,430 371,406 418,158

Support Svcs. Div. 001 318,803 212,294 214,848 223,960 232,838

Training Unit 001 266,198 384,420 352,558 347,317 360,274501 0 0 18,000 14,500 32,000

Subtotal 266,198 384,420 370,558 361,817 392,274




FY 2003ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

EXPENDITURES BY ORGANIZATION (continued)

Fiscal/Internal Affairs 001 2,188,600 1,610,020 2,213,803 2,426,292 2,470,487501 35,000 13,884 36,000 57,490 71,820

Subtotal 2,223,600 1,623,904 2,249,803 2,483,782 2,542,307

Records 001 685,662 714,724 725,428 767,883 800,429

Juvenile Assess. Cnt. 001 0 0 70,000 90,000 90,000

Total 24,936,010 25,231,645 25,461,362 27,185,348 27,771,791

COMBINED COMMUNICATIONS CENTER

FUNDING SOURCES:

General Fund 001 2,521,516 2,630,896 2,574,109 2,574,109 2,574,109

Total 2,521,516 2,630,896 2,574,109 2,574,109 2,574,109

* The FY 2005 and 2006 budgets reflect the move to 3 Districts in GPD -- District 1 was formerly known as the Northern District and District 2 was formerly known as the Southern District with District 3 representing a new district. The budget for the Administrative Services Bureau was folded into the Fiscal/Internal Affairs budget.





Agency: 810 Police


FY 2003ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

PERSONAL SERVICES

Salaries & Wages 14,684,230 14,342,875 15,248,703 15,550,436 16,281,906Temporary Part-Time 0 65,055 0 137,300 141,105Overtime 342,078 713,160 375,326 521,585 533,181College Incentive (Police) 180,266 316,250 180,266 313,320 313,320Expert Witness 113,617 175,239 116,087 84,416 86,949Overtime Police Security 307,341 476,960 319,635 329,224 339,100Police - Special Pay 53,837 14,031 53,837 63,167 64,532Dry Cleaning Allowance 139,735 75,772 142,200 146,490 150,859Clothing Allowance 47,205 50,984 48,040 49,491 50,969Fringe Benefits 4,526,041 4,095,767 3,123,178 3,803,041 3,958,357


OPERATING EXPENSES

Noncapital Equipment 3009 222,167 140,584 75,816 80,895 79,750Materials and Supplies 3010 112,825 111,351 138,603 118,900 114,400Materials and Supplies - Ceremonies 3019 2,100 3,528 2,400 1,100 1,100Office Supplies 3020 39,225 39,166 39,350 40,415 40,615Printing and Binding 3030 25,025 28,582 25,025 27,900 27,900Uniform Purchase Price 3040 163,000 110,375 211,000 206,500 205,000Telephone 3110 101,500 99,267 101,500 101,500 102,559TRS Access Charge 3115 0 229,945 181,944 215,000 217,000Postage 3120 16,500 22,444 16,500 17,500 18,000Property Tax 3121 0 104 0 0 0Utilities-Electric, Sewer, Water 3140 202,000 181,208 202,000 205,000 206,000Gasoline, Oil & Grease 3150 212,400 308,121 238,660 307,267 307,281Assessment Centers 3195 12,500 9,455 12,500 12,500 12,500Travel & Training - S.F.C.C. 3207 33,000 36,430 33,000 33,000 33,500Investigative Travel 3208 5,100 5,243 5,100 4,300 4,300Travel & Training 3210 41,875 49,634 41,925 46,180 47,130Employee Tuition 3220 6,000 (459) 6,000 8,500 9,200Books & Films 3240 2,600 4,577 2,800 2,650 2,650Dues, Memberships & Publications 3250 5,805 4,756 5,840 5,600 5,600Police Recruitment 3270 15,000 385 16,000 14,000 14,000Rental of Motor Equipment 3410 11,880 12,035 11,880 6,000 6,000Rental of Equipment 3420 40,560 40,349 40,560 50,000 51,000Insurance Premiums 3510 1,417,000 1,417,000 1,487,850 1,180,578 1,164,630Miscellaneous 3910 0 1,656 0 0 0Professional Services 4110 12,150 14,274 12,350 8,200 8,200Other Contractual Services 4120 47,725 75,047 47,725 188,100 186,800Fleet Service Cost - Variable 4210 466,674 508,310 509,607 569,939 569,939Fleet Service Cost - Fixed 4211 886,676 886,676 893,026 907,919 907,919Maint. of Office & Other Eqpt. 4220 217,873 14,825 52,129 219,985 220,400Maint. of Buildings and Imp. 4230 12,500 1,670 12,500 22,500 22,500






Agency: 810 Police


FY 2003ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

CAPITAL OUTLAY

Improvements other than Bldgs. 6030 0 10,678 0 0 0Machinery & Equipment 6040 0 6,578 9,000 0 0Vehicles 6050 130,000 451,758 1,271,500 1,394,950 1,075,640

CAPITAL OUTLAY TOTAL 130,000 469,014 1,280,500 1,394,950 1,075,640

NON OPERATING

Aid to Governmental Services 8100 0 0 70,000 90,000 90,000Tranfer to General Fund 9861 80,000 80,000 80,000 100,000 100,000

NON OPERATING TOTAL 80,000 80,000 150,000 190,000 190,000

TOTAL FOR AGENCY 810 24,936,010 25,231,645 25,461,362 27,185,348 27,771,791



Police

FY 02-03 ADOPTED FY 04-05 ADOPTED FY 05-06 PLAN


TITLE

Account Clerk, Sr. 1 0 1 1 0 1 1 0 1 1 0 1^Administrative Officer 1 0 1 0 0 0 0 0 0 0 0 0Community Program Coord. 1 0 1 1 0 0 1 0 1 1 0 0^Community Relations Coord. 0 0 0 0 0 1 1 0 1 1 0 1^CommServe Operator 2 0 2 2 0 2 0 0 0 0 0 0Computer Prog. Analyst 2 0 2 2 0 2 2 0 2 2 0 2Computer Systems Analyst 1 0 1 1 0 1 1 0 1 1 0 1Court Liaison Spec. 1 0 1 1 0 1 1 0 1 1 0 1^Executive Assistant 0 0 0 2 0 2 3 0 3 3 0 3Exec. Assistant to Chief 1 0 1 1 0 1 1 0 1 1 0 1Forensic Crime Tech. 1 0 1 1 0 1 1 0 1 1 0 1^HR Technician 0 0 0 0 0 0 1 0 1 1 0 1Latent Fingerprint Examiner 2 0 2 2 0 2 2 0 2 2 0 2Photographic Lab Tech. 1 0 1 1 0 1 1 0 1 1 0 1^Police Captain 5 0 5 5 0 5 6 0 6 6 0 6Police Chief 1 0 1 1 0 1 1 0 1 1 0 1^☺Police Corporal 35 0 35 35 0 35 35 1 36 35 1 36Police Crime Analyst 2 0 2 3 0 3 3 0 3 3 0 3^Police Lieutenant 17 0 17 17 0 17 16 0 16 16 0 16^☺Police Officer 185 3 188 188 5 193 185 11 196 185 11 196Police Prop./Evidence Supv. 1 0 1 1 0 1 1 0 1 1 0 1Police Property Spec. 1 0 1 1 0 1 1 0 1 1 0 1Police Records Coordinator 1 0 1 1 0 1 1 0 1 1 0 1Police Records Supv. 1 0 1 1 0 1 1 0 1 1 0 1Police Records Tech. 17 0 17 17 0 17 17 0 17 17 0 17^Police Sergeant 31 0 31 32 0 32 31 0 31 31 0 31Police Service Technician 2 0 2 1 0 1 1 0 1 1 0 1^Police Service Tech. I 4 0 4 4 0 4 3 0 3 3 0 3Police Service Tech. II 12 0 12 12 0 12 12 0 12 12 0 12Police Service Tech. III 3 0 3 3 0 3 3 0 3 3 0 3^Program Assistant 0 0 0 0 0 0 2 0 2 2 0 2^Reichert House Youth Coord. 0 0 0 0 0 0 2 0 2 2 0 2School Crossing Guard 13 0 13 13 0 13 13 0 13 13 0 13Staff Assistant 2 0 2 0 0 0 0 0 0 0 0 0Staff Assistant Senior 0 0 0 2 0 2 2 0 2 2 0 2^Staff Assistant I 6 0 6 1 0 1 0 0 0 0 0 0^Staff Assistant II 4 0 4 7 0 7 5 0 5 5 0 5Storekeeper I 2 0 2 2 0 2 2 0 2 2 0 2^Tel Serve Operator 0 0 0 0 0 0 2 0 2 2 0 2

TOTAL 359.0 3.0 362.0 362.0 5.0 367.0 361.0 12.0 373.0 361.0 12.0 373.0

FY 03-04 ADOPTED

CITY OF GAINESVILLE




^Changes made during FY 2004☺currently Grant funded

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits115 - Miscellaneous Fund PENS - General Pension, Police Officers and Firefighters Retirement413 - Stormwater Management Utility Fund415 - Ironwood Golf Course Enterprise Fund


________________________________________________________________ CITY OF ___________________ GAINESVILLE

Police

CAPITAL PROGRAM

FY 2005 ADOPTED

FY 2006PLAN

CAPITAL EQUIPMENT

Vehicles 1,394,950 1,075,640

SUBTOTAL CAPITAL EQUIPMENT 1,394,950 1,075,640

TOTAL CAPITAL PROGRAM 1,394,950 1,075,640

FUNDING SOURCES

Fleet Fund 1,394,950 1,075,640

TOTAL FUNDING SOURCES 1,394,950 1,075,640

____________ FY 2004-2005/2005-2006 FINANCIAL ___________________________________________________ AND OPERATING PLAN

PUBLIC WORKSPROGRAM/SERVICESCHART

PUBLIC WORKSOPERATIONS

�

�

�

�

�

�

�

Stormwater Management FacilitiesConstruction and MaintenanceMosquito Control ServicesAsphalt Construction & MaintenanceStreet SweepingPavement ManagementSidewalk Construction/RepairROW Maintenance

STORMWATERMANAGEMENT

SERVICES

�

�

�

�

�

Hydrologic Studies and DesignStormwater Management UtilityFlood Plain ManagementBrownfields CoordinationClean Water Program

ADMINISTRATIVESERVICES

�

�

�

�

�

�

AccreditationPersonnel ManagementStrategic Business Planning& BudgetingFinancial ManagementCommunity RelationsOutreachMapping & InformationManagement

BICYCLE /PEDESTRIAN

ADVISORYBOARD

TRANSPORTATIONSERVICES

�

�

�

�

�

�

�

Traffic Engineering Studies &DesignTransportation PlanningBicycle/Pedestrian ProgramsParking ProgramTraffic Calming ProgramStreetlight ProgramTraffic Operations

Program Changes^Transfer ROW Crew fromParks Division

SOLID WASTEMANAGEMENT

�

�

�

�

Contract MonitoringCity-Wide Residential &Commercial Recycling ProgramSolid Waste InspectionCustomer Service

Regional TransitSystem

Public WorksCommittee

ENGINEERING SUPPORTSERVICES

�

�

�

�

�

�

Project ManagementDevelopment Review & PermittingLand RightsSurveyingInspectionDesign & Construction

*Public WorksOper. Div.

StormwaterServices (8040)

Manager (1)

Transportation Svcs. (8050)Manager (1)

Personnel ChangesAdd Parking Ops. Supvr. (1)Delete Engineer Tech. I (1)Add Parking Ops. Attd. I (2.5)Add Parking Ops. Attd. II (1)^Delete Survey Technician I (1)Âdd Survey Technician II (1)^Reclassify Account Clerk, Sr. (1) toAccount Clerk (1)

^Reclassify Buyer Assistant (1) toAccount Clerk, Sr. (1)^Reclassify Customer Svc. Rep., Sr. (1)to Customer Svc. Rep. 2 (1)

^Reclassify Customer Svc. Rep. (2) toCustomer Svc. Rep. 1 (2)

~Project Coordinator is a full-time position funded (0.5) fromCRA and (0.5) from SMU Fund. (See Community Development section)

Currently grant funded�

Total Employees - 158.75The total number for the Department is net of the Regional Transit System.

Regional Transit System is included under separate tab.�

Staff Assistant Senior (2)

Âccount Clerk. (1)Âccount Clerk, Sr. (1)Program Assistant (1)


Administration (8010)PUBLIC WORKS

DIRECTOR (1)

Administration (8010)PUBLIC WORKS

DIRECTOR (1)

Solid Waste (8080)Manager (1)

Public WorksManager (1)

Design ServicesÊngineer IV (1)

Sr. Eng. Tech. (1)Eng. Tech. II (1)

Development ReviewÊngineer IV (2)Constr. Insp. (2)

Real Estate & SurveyingLand Rights Coord. (1)Surveyor (1)Survey Party Chief (1)^Survey Tech. II (2)

Transportation, Engineering &Planning

^Spvr. Eng. Proj. Team Ldr. (1)Sr. Engineering Tech. (1)

Traffic Operations (8051)Supervisor (1)Staff Assistant

Senior (1)

Signs & MarkingTraffic Signs &

Markings Tech II (4)raffic Signs &Markings Tech. I (4)

T

Traffic Signals/ParkingTraffic Signal Tech III (4)Traffic Signal Tech. II (4)

Transportation PlanningAnalyst (1)

Program Assistant (1)

Parking Program (8056)Parking Operations Attend.

Supvr. (1)Parking Ops. Attd. II (1)Parking Ops. Attd. I (2.5)

^Customer Svc. Rep. 2 (1)

Public Ed. Specialist (1)

^Customer Svc. Rep. 1 (2)

Program Assistant (1)

Commercial InspectionSpecialist (1)

Solid Waste Inspector (3)

Engineering^Principal Engineer (1)

Eng. Tech. II (2)(1)

~Project Coord. (0.5)�NPDES Prog. Coord.

Sr. Eng. Tech. (1)

^Changes made during FY 2004*Additional Details shown on next page

AdministrationOffice Manager (1)

PUBLIC WORKSFY 2005 ADOPTED ORGANIZATION CHART

Personnel Changes (cont’d)^Delete Traffic Engineer II (1)Âdd Spvr.^Delete Civil Engineer I (1)Âdd Engineer IV (1)^Delete Civil Enginer II (3)Âdd Engineer IV (2)^Principal Engineer (1)

Engineer Proj. Team Ldr. (1)

*StormwaterManagement Div.

*Administrative &Support Services Div.

Public Works Oper. (8020)Manager (1)

*TransportationServices Div.

*Solid WasteManagement Div.

PUBLIC WORKSFY 2005 ADOPTED ORGANIZATION CHART

Asphalt Section (8021)Labor Crew Leader I (2)Maint. Worker I (3)Maint. Worker II (3)Maint. Worker III (1)MEO II (1)

Closed WatercourseSection (8026)

Labor Crew Leader II (1)Maint. Worker III (1)Maint. Worker II (3)

MEO II (2)

Equipment Section (8021)Labor Crew Leader II (1)MEO II (6)MEO III (1)

Inmate SectionLabor Crew Leader I (1)

^Operations SectionSupv. (2)

Mosquito Control (8023)Entomologist (1)

osquito Control Service Tech. (6)M

Support Service (8020)Staff Assistant Senior (1)

Service Dispatcher (1)^Storekeeper I (0.75)

Storekeeper II (1)Maint. Mech. Small Equipment (1)

Street Sweeping Section (8022)MEO II (6)

Concrete Section (8021)Labor Crew Leader II (1)

Maint. Worker II (5)

Labor Crew Leader I (1)Maint. Worker III (4)

Maint. Worker I (2)MEO II (1)

Open Watercourse Section (8025)Labor Crew Leader II (4)

Maint. Worker I (10)Maint. Worker III (2)

MEO II (9)

Personnel Changes^Delete Street Section Supvr (2)^Add Operations Section Supvr (2)^Transfer ROW Crew (8) from

Parks Division^Reclassify Account Clerk I (0.75) to

Storekeeper I (0.75)

^Change made during FY 2004* Additional Details shown on previous page.

^ROW Maintenance Section (8028)

Maintenance Worker I (1)Maintenance Worker III (1)

MEO I (5)

Labor Crew Leader II (1)



PUBLIC WORKS DEPARTMENT

Mission Statement Manage the City’s transportation, stormwater, and solid waste systems to enhance the quality of life for the Gainesville Community.

Goals The major goals for Public Works Department during FY’s 2005/2006 are to:

• Develop public outreach programs for operational areas such as sidewalk maintenance, street sweeping, ditch maintenance and pavement management.

• Develop public outreach programs for stormwater management programs such as creek restoration, NPDES, and TMDL’s.

• Develop in-house capability for traffic signal timing analysis.

• Develop and implement the Pavement Management System.

• Complete the Downtown Parking Garage and develop the Parking Program

Enterprise Fund.

• Continue APWA’s Self Assessment process for ultimate goal of Accreditation as a

Public Works Agency.

Objectives The major objectives for Public Works Department during FY’s 2005/2006 are to:


• Coordinate the Self Assessment process and prepare for Accreditation through APWA.

• Provide quarterly budget expenditure reports for the Department Managers.

• Create Community Relations Outreach Program.

Engineering Support Services

• Provide planning, designs, specifications and drawings for all roadway and stormwater management projects.

• Complete survey services in-house or by contract as needed.

• Acquire, release, and sell property for Public Works operations and other city projects, and assist the public and other city departments in land rights issues.

• Complete design documents for the 6th Street Rail Trail Project and continue to work with CSX to acquire land rights to the corridor.

• Complete construction documents for the Corridors to Campus projects funded through the Campus Master Plan Agreement.

• Construct Phase 1 of Depot Avenue project and complete design documents for the remaining phases.

• Develop a comprehensive construction contract management and inspection program.

• Provide engineering support for the First Step Center.

Transportation Services

• Coordinate with other city departments, the Florida Department of Transportation, Alachua County, and the North Florida Regional Planning Council to update the Long-Range Transportation Plan for the Gainesville Metropolitan Area.

• Implement operations for the SW 2nd Street Parking Garage.

• Develop a comprehensive Downtown Parking Program, including purchase of new parking meters and exploring opportunities to increase revenues.

• Explore methods to connect neighborhoods to the City’s Trail System.



• Provide education and encouragement programs associated with the bicycle and pedestrian programs, with emphasis on education for public school and college age students.

• Explore funding opportunities to implement the Intelligent Transportation (computerized traffic signals, school flashers and traffic monitoring cameras) system wide.

• Upgrade the school flasher system.

• Develop an enhanced traffic signal maintenance program that includes upgrade of existing equipment.

• Develop a traffic signal retiming program that will ensure each corridor is retimed at least every three years and/or when any major intersection modifications occur within the corridor.

• Continue installation of LED traffic signal bulbs to reduce traffic signal electricity costs.

• Develop a traffic sign and pavement markings rehabilitation program.

Stormwater Management Services

• Develop design and risk criteria that provide the ability to not fence stormwater facilities.

• Administer Flood Control District regulations to continue compliance with the National Flood Insurance Program

• Develop stormwater and surface water treatment projects that help attain Class III surface water criteria for Sweetwater, Tumblin’ and Hogtown Creek watersheds.

• Continue the Orange Creek Partnership in determining the influence of stormwater on Paynes Prairie ecological system.

• Continue the development of the Depot Stormwater Park.

• Provide technical and fiscal resources to eliminate ‘green pond’ syndrome from all water bodies receiving runoff from public areas.

• Continue implementation of a three-phase plan for completing an NPDES application in partnership with Alachua County, FDOT, and UF.

• Develop stormwater management projects to reduce the damage potential to structures in the flood plain.

• Investigate and adopt new technology available for silt and trash collection on drainage outfalls.

Operations • Continue construction of the sidewalk priorities within the central core area.

• Continue the repair and maintenance of sidewalks, eliminating gaps and making sidewalks more pedestrian friendly.

• Continue the resurfacing and repair of neighborhood streets.

• Install sidewalk curb ramps in conjunction with sidewalk projects.

• Maximize debris pickup by the street sweepers, preventing drainage systems from adversely affecting neighborhoods.

• Mechanically maintain mosquito-breeding sites through physical manipulation.

• Biologically control mosquitoes breeding sites.



• Chemically control adult and larval mosquitoes in breeding sites.

• Check breeding sites and treat as needed.

• Adulticide as needed.

• Investigate and resolve complaints and customer service request calls.

Solid Waste Management Services

• Improve litter pick-up in neighborhoods where the City in encouraging economic development and housing rehabilitation.

• Maintain and support the “Adopt a Street” program.

• Expand the Neighborhood Clean-up program.

• Increase enforcement of residential solid waste collection program.

• Participate in the Great American Clean Up, St. Johns Waterway Clean up and other similar projects.

• Develop a “Litter Abatement” program in conjunction with Parks and RTS.

• Continue close coordination with Alachua County’s Waste Management Division in establishing environmentally sound and efficient solid waste management activities.

• Work with New River Solid Waste Authority to maximize recovery and manage disposal efficiently.

• Assist other counties and municipalities throughout the United States in establishing volume based solid waste collection programs.

• Be responsive in handling customer service issues. The customer response plan is fully functional and ensures complaints have been resolved.

• Continue to monitor the contractually obligated service provisions during the second year of a five-year renegotiated contract for the provision of solid waste and recovered material collection services.

• Implement and manage programs designed to meet the 50% waste reduction goal stated in Gainesville’s Comprehensive Plan.

• Coordinate with Alachua County in the development and implementation of comprehensive waste management programs.

Service Initiatives The service initiatives for Public Works Department for FY’s 2005/2006 are to:


This Division is responsible for general management of the entire Department. The primary activities are:

• Personnel Management

• Fiscal Management

• Strategic Business Planning and Budgeting

• Community Relations - investigate citizen complaints and service requests and develop community outreach and education programs related to Public Works programs and services

• Public Works Committee – provides staff support to this City Commission appointed committee



Engineering Support Services

This Division is responsible for support services for engineering activities. The primary activities area:

• Development Review – provides engineering support for the First Step Center, Development Review Board, and Plan Board.

• Real Property – acquires, releases, and sells property and easements for Public Works operations and other city projects; and assists the public and other city departments in land rights issues.

• Surveying – provides surveying and mapping support for project design, right-of-way and property line locations for Public Works operations and other city departments.

• Project Management – provides planning, design, specification, and drawing services for all transportation and stormwater management projects.

• Provides construction contract management and inspection services and for all transportation, stormwater, or solid waste management funded projects.

• Provides inspection services for construction of new subdivisions, including stormwater facilities, erosion controls, and driveways for all site development.

• Provide inspection and permitting services for all privately funded construction.

Transportation Services

This Division is responsible for transportation planning and traffic operations throughout the City. The primary activities are:

• Transportation Engineering Studies and Design – provides transportation engineering services including development review, hazardous intersection analysis, traffic signal activities, Computerized Traffic Signal System operations, neighborhood traffic studies, traffic engineering studies, and roadway design activities.

• Transportation Planning – coordinates transportation planning activities throughout the City of Gainesville with the Florida Department of Transportation, Alachua County, and the North Central Florida Regional Planning Council.

• Traffic Calming Program – provides for design, construction, handling requests, and installation of traffic calming devices in the City.

• Bicycle/Pedestrian Program – provides education and encouragement programs associated with bicycle and pedestrian activities; particular emphasis is placed on education for public school and college age students; and assists in rail-trail development and master bicycle plan implementation.

• Parking Program – administers the City’s parking programs, University of Florida Area Restricted Permit Parking, CCD Long Term Permits, and City of Gainesville Employee Permit Program, and monitor contracts for operation and maintenance of Downtown Parking Garage.

• Sidewalk Program – coordinates the construction of new sidewalks with other City Departments and the UF Campus Development Agreement.

• Streetlight Program – administers the City’s streetlight program, which includes streetlights in neighborhoods and on major roadways, Special Lighting Districts, and coordination with GRU.

• Traffic Operations – operates, inspects, and maintains all traffic signals, flashing school beacons and warning beacons throughout Alachua County; provides traffic signal construction inspections and maintenance activities associated with the Computerized Traffic Signal System, maintains and installs traffic signs and pavement markings on City maintained streets and parking lots; assist with special events, obtains annual traffic counts and numerous special traffic counts for traffic



engineering studies, and operates and maintains the City’s parking meters – including collection, recording, and depositing parking meter revenues annually.

Stormwater Management Services

This Division is responsible for design, construction, and maintenance of stormwater management facilities in accordance with the Comprehensive Stormwater Management Plan. The primary activities are:

• Hydrological Studies and Design

• Stormwater Management Utility

• Flood Ordinance Administration

• Brownfields Coordination

• Coordination and implementation of the tri-party National Pollutant Discharge Elimination System (NPDES) Permit Program.

Operations This Division is responsible for carrying out functions and activities connected with Transportation and Stormwater Management Services. The primary activities are:

• Roadway Construction/Maintenance – places approximately 200 tons of asphalt for pothole repairs, removes and restores approximately 6,000 square yards of asphalt to repair root damage, resurfaces approximately 8 miles of roadway, sweeps approximately 15,000 lane miles, removes and replaces approximately 12,000 linear feet of tree damaged sidewalk and/or curb gutter, constructs approximately 1 mile of new sidewalk, repairs or reconstructs 50 drainage structures, and repairs and constructs approximately 45 ADA curb ramps.

• Mows and cleans approximately 90 miles of ditches. Ditches within high-density residential areas or areas where trash is dumped, grades to re-establish the flow line of approximately 12 miles of ditches.

• Inspects and performs minor maintenance on 100 creek crossings.

• Mows and maintains approximately 50 acres of stormwater basins.

• Installs approximately 2000 linear feet of new storm pipe

• Provides approximately 6,000 drainage inlet inspections and clean-outs, implements projects contained in the Stormwater Capital Improvement Plan.

• Mechanically maintains approximately 1,300 breeding sites through physical manipulation, biologically controls mosquitoes in approximately 3,200 breeding sites, chemically controls adult and larval mosquitoes in approximately 175 breeding sites, check and treats, as needed, approximately 7,600 breeding sites, adulticide as needed, conducts public education programs, and investigates and resolves approximately 750 complaints and customer service request calls.

• Pavement Management

• Street Sweeping

Solid Waste Management Services

This Division is responsible for residential and commercial solid waste management citywide. The primary activities are:

• Contract Monitoring – monitors the contractually obligated service provisions during a five-year renegotiated contract for the provision of solid waste and recovered material collection services

• Citywide Residential and Commercial Recycling Program

• Solid Waste Inspection

• Customer Service




The long-range goals of Public Works Department are to:

• Complete development of the Depot Avenue Stormwater Park.

• Update stormwater basin Master Plans for Tumblin’, Elizabeth, Lake Forest and Little Hatchitt creeks by 2008.

• Continue constructing regional stormwater facilities that serve core redevelopment areas of the city.

• Complete the NPDES Phase II for MS4’s work plan for permit compliance during 2007.

• Produce the biennial Creek Summit in 2005 and 2007.

• Complete base electronic databases for sidewalk, stormwater management, flood plains, roadway, storm pipe, traffic signal, traffic volumes, traffic crashes that will be compatible with a geographic information system for purposes of identifying and prioritizing enhancement or modification needs.

• Provide a comprehensive and integrated work management system for all processing to track work orders, maintenance activities and costs, and services provided. The system will be a valuable management tool for evaluating service levels, costs, productivity, facility maintenance demands and equipment and personnel performance.

• Continue to expand the ITS System (traffic signals, traffic monitoring, cameras, school flashers, and dynamic message signs) to enhance traffic flow on arterial highways throughout the Metropolitan area.

• Manage the Solid Waste Enterprise Fund to minimize future rate increases.

• Continue to refine the commercial franchise system and ensure that it economically and environmentally benefits commercial customers.

• Continue to coordinate solid waste activities with Alachua County; consolidating activities where it benefits the citizens of Gainesville, and proactively establishing solid waste systems designed to be environmentally responsive and economically efficient.

• Establish additional funding for Regional Transit Services and transportation infrastructure needs.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Administrative and Support Services/Engineering Services Division (includes Stormwater Management Services) Active major roadway design projects 2 2 2 2 1

Active major SMU design projects 3 3 4 4 4

Investigate complaints on drainage engineering 75 301 75 200 200

SMU Account inquiries/investigations 1,900 4,000 2,000 2,000(a) 2,000(a)

Investigate issues on Land Rights 500 585 500 560 570

Minor surveys 10 10 10 10 10

Inspect major pipe culvert (24 inches and larger) 1 1 1 1 1

Review site plans for proposed subdivisions 6 6 6 6 6

Review proposed site plans 150 163 150 175 175

Review proposed building permits 550 476 550 500 500

Issue flood plain permits 20 15 20 20 20

Creek setback determinations 25 30 30 30 30

Determine flood plain properties 750 225 750 300 300

Administer professional services contracts 5 7 5 10 10

Transportation Services Division

Respond to stop/yield sign problems within 4 hours 100% 100% 100% 100% 100%

Replace 10% of stop signs and warning signs (annually) 90% 90% 90% 90% 90%

Respond to traffic signal malfunctions within 90 minutes 95% 95% 95% 95% 95%

Respond to citizen requests for individual street lights (one light request) within 30 days 100% 100% 100% 100% 100%

Install, remove, or repair traffic signs 5,800 N/A 5,800 6,500 6,500

Respond to parking meter malfunctions within 4 hours 95% 95% 95% 98% 98%

Conduct traffic counts for annual count program, speed hump surveys, traffic signal warrant counts 300 300 300 260 260

Number of tons of thermoplastic pavement marking material for roadway marking activities 25 25 25 21 21

Number of gallons of traffic paint for roadway marking activities 300 300 300 400 400

Install LED’s for traffic and pedestrian signals 150 N/A 150 150 150

Public Works





FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Operations Division

Scheduled ditch and retention pond maintenance 4 4 4 4 4Inspection and maintenance of permitted drainage facilities with water management district (cycles per year) 3 3 3 3 3

Citizen drainage complaints and inquiries 300 423 300 300 300

Resolve drainage complaints within 30-day period 80% 80% 80% 80% 80%

Ditch maintenance (miles) 108 160 120 120 120

Retention pond maintenance (square feet) 1,700,000 1,458,100 1,700,000 1,700,000 1,700,000

Resolve pothole complaints within 1 week 80% 80% 80% 80% 80%

Repair potholes (each) 12,000 20,724 12,000 12,000 12,000

Citizen pothole complaints and inquiries 250 158 150 150 150

Repair asphalt roads (square yards) 5,000 7,121 5,000 5,000 5,000

Maintain asphalt roads (square yards) 8,000 7,122 8,000 8,000 8,000Provide sidewalk maintenance to tree damaged facilities, repair of cut-ins, and new construction (linear feet) 7,500 11,842 7,500 7,500 7,500

Repair, reconstruct or install new concrete curb (linear feet) 5,500 4,003 5,500 5,500 5,500

Maintain, repair, and install new sidewalks (linear feet) 15,000 1,381 2,000 2000(b) 2000(b)

Repair storm sewer inlets (each) 22 28 22 25 25

Driveway construction and cut-in repairs (square feet) 2,000 1,907 2,000 2,000 2,000

Sweep streets (standard-sweep every 4 to 6 weeks) 9 9 9 9 9

Collect debris (cubic yards) 2,500 2,229 2,500 2,500 2,500

Street Sweeping (miles annually) 14,500 11,388 14,500 14,500 14,500

Provide Redi-Mix concrete for other departments (cubic yards) 350 327 350 350 350

Resurface city streets (miles per year) 8 14 8 8 8

Investigate citizen complaints on concrete and road facilities 160 167 160 160 160Resolve citizen roadway complaints involving hazardous situations (% within same day) 100% 100% 100% 100% 100%

Resolve routine roadway complaints – 30 days 75% 75% 75% 75% 75%

Resolve routine roadway complaints – 60 days 99% 99% 99% 99% 99%

Mosquito service requests responded to within 24-48 hours 400 788 500 500 500

Inspect sites/investigate aquatic sites (# of sites) 600 N/A 500 100 100

Routine mosquito breeding sites investigated per year 3,600 4,000 3,600 4,000 4,000

Treat mosquito breeding sites with herbicide (square feet) N/A N/A N/A 100,000 100,000

Treat retention ponds with herbicide (square feet) N/A N/A N/A 250,000 250,000

Treat ditch slopes/ROWs with herbicide (square feet) N/A N/A N/A 3,000,000 3,000,000

Acres adulticided (acres sprayed) 20,000 174,007 20,000 20,000 20,000

Training and recertify staff (hours annually) 400 500 400 400 400

Deliver mosquito public education programs (annually) 8 5 8 8 8




FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Surveillance/trapping using light traps and other collection methods (locations/each) 1,000 N/A 1,000 1,000 1,000

Conduct mosquito media relations and interview events (annually) 15 10 8 8 8

Federal, state and county inspections for program certification 4 4 4 4 4

Computer information management/GIS mapping (# of hours) N/A N/A N/A 100 100

Solid Waste Management Division

Respond to routine calls for service 14,250 14,950 14,300 15,200 15,300

Investigate customer complaints 4,750 4,900 4,800 4,825 4,850

Contract payments 120 120 120 120 120

Billing review and confirmation 12 12 12 12 12

Credit processing 200 190 200 200 200

Inspect residential properties 19,500 19,500 19,875 20,250 20,625

Follow-up inspections for compliance 10,000 8,400 10,500 9,261 9,424

Inspect commercial properties 3,000 3,465 3,000 3,812 4,003

Clean-up neighborhoods (annually) 18 18 13 4(c) 4(c)

Conduct commercial waste audits 300 300 300 300 300

Residential waste disposal (tons/avg # of households) 21,300 21,381 21,408 22,478 23,601

Residential recycling (tons/avg # of households) 9,500 9,988 10,728 11,264 11,827Litter abatement program implemented FY 03-04; collect miles of litter on ROW (annually) 700 260 270 300 300

Litter abatement program implemented FY 03-04 – collect tons of litter (annually) 70 100 100 100 100

Increase/Decrease Statements:

(c) Neighborhood cleanup program targets decreased as program is restructured to focus on 4 annual city-wide cleanup projects to include neighborhoods.

(b) Maintain/repair/install sidewalks 05-06 targets decreased based on upcoming special projects, new construction, and availability of cement, which impacted 03-04 actuals.

(a) SMU account inquiries 03-04 targets based on 02-03 annexation; billing began in 03; targets adjusted accordingly for 05-06.




FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2004 PLAN

FUNDING SOURCES:

General Fund 001 6,290,685 6,206,274 6,542,335 7,296,920 7,356,228CDBG Fund 102 242,250 277,297 229,500 222,450 222,450FY01 Flt Acq Fund 327 0 194,949 0 0 0SMU Fund 413 6,414,209 4,262,293 5,949,083 5,049,256 5,482,127Solid Waste Fund 420 5,731,796 6,606,012 5,840,031 6,265,902 6,347,075Fleet Fund 501 782,000 787,151 368,000 707,820 648,490

Total 19,460,940 18,333,976 18,928,949 19,542,348 20,056,370

POSITIONS: 001 72.35 72.35 73.35 84.85 84.85413 62.80 62.80 61.80 62.00 62.00420 12.10 12.10 12.10 11.90 11.90

Total 147.25 147.25 147.25 158.75 158.75


Personal Services 001 3,167,691 3,058,796 3,299,539 3,792,239 3,955,963413 2,307,908 2,071,959 2,361,921 2,630,374 2,764,876420 580,110 556,808 588,150 619,387 647,812

Subtotal 6,055,709 5,687,563 6,249,610 7,042,000 7,368,651

Operating Expenses 001 3,121,694 3,110,463 3,241,496 3,334,681 3,388,265102 182,250 84,354 129,500 0 0413 1,897,652 1,777,380 2,062,836 1,961,141 1,975,377420 4,447,686 5,378,379 4,617,686 4,964,263 5,054,437

Subtotal 9,649,282 10,350,576 10,051,518 10,260,085 10,418,079

Capital 001 1,300 37,015 1,300 170,000 12,000102 60,000 192,943 100,000 222,450 222,450327 0 194,949 0 0 0413 1,860,200 23,524 1,117,200 43,000 28,000420 79,000 53,025 21,000 43,000 10,000501 782,000 787,151 368,000 707,820 648,490

Subtotal 2,782,500 1,288,607 1,607,500 1,186,270 920,940

Non-Operating 413 348,449 389,430 407,126 414,741 713,874420 625,000 617,800 613,195 639,252 634,826

Subtotal 973,449 1,007,230 1,020,321 1,053,993 1,348,700

Total 19,460,940 18,333,976 18,928,949 19,542,348 20,056,370

Public Works





FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2004 PLAN


Administration 001 1,123,580 1,120,286 1,172,577 2,042,853 2,047,906413 342,967 325,069 393,214 398,812 418,447420 91,704 83,722 101,325 100,651 100,567501 0 0 0 0 15,300

Subtotal 1,558,251 1,529,077 1,667,116 2,542,316 2,582,220

Engineeering-Support Svc 001 0 0 0 478,655 494,109

Operations-Support Svc 001 255,408 242,796 262,356 293,581 304,548413 233,408 210,595 222,790 243,405 252,807501 36,000 28,997 22,000 24,000 0

Subtotal 524,816 482,388 507,146 560,986 557,355

Operations-Maint./Const. 001 1,677,194 1,632,202 1,744,474 1,783,001 1,839,793327 0 194,949 0 0 0501 234,000 296,232 84,000 209,300 196,650

Subtotal 1,911,194 2,123,383 1,828,474 1,992,301 2,036,443

Streets Sweeping Section 413 630,292 425,075 467,268 443,505 454,968501 120,000 120,000 0 146,010 87,870

Subtotal 750,292 545,075 467,268 589,515 542,838

Streets-Special Projects 001 70,000 39,613 100,000 100,000 100,000

R.O.W. Maintenance 001 0 0 0 297,660 308,721501 0 0 0 25,080 0

Subtotal 0 0 0 322,740 308,721

Transportation Services 001 1,774,762 1,741,793 1,790,495 418,059 470,545501 17,500 13,884 0 17,290 0

Subtotal 1,792,262 1,755,677 1,790,495 435,349 470,545

Traffic Operations 001 1,358,191 1,396,616 1,440,883 1,542,629 1,467,740501 199,000 207,461 23,000 20,100 172,710

Subtotal 1,557,191 1,604,077 1,463,883 1,562,729 1,640,450

Comm. Bike Program 001 25,100 18,241 25,100 24,950 24,950

Bicycle/Ped. Adv. Bd. 001 6,450 6,279 6,450 4,300 4,300

SW 2nd St Parking Garage 001 0 0 0 295,372 281,556

Mosquito Control 413 480,915 336,168 425,554 424,474 437,643501 0 36,619 0 0 0

Subtotal 480,915 372,787 425,554 424,474 437,643

Inmate Use Program 413 39,181 36,159 38,338 36,377 41,828

Inmate Work Crew Prog. 001 0 0 0 15,860 12,060420 0 0 0 63,440 48,240

Subtotal 0 0 0 79,300 60,300




FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2004 PLAN

EXPENDITURES BY ORGANIZATIONS: (continued)

Opn Watercourse Maint. 413 1,035,304 953,446 1,140,143 1,213,623 1,247,948501 27,000 0 195,000 194,290 37,890

Subtotal 1,062,304 953,446 1,335,143 1,407,913 1,285,838

Clsed Watercourse Maint. 413 385,478 362,880 462,183 485,867 498,723501 84,000 44,166 0 0 138,070

Subtotal 469,478 407,046 462,183 485,867 636,793

Refuse Collection 420 5,620,682 6,260,073 5,738,706 6,101,811 6,198,268501 0 0 21,000 37,740 0

Subtotal 5,620,682 6,260,073 5,759,706 6,139,551 6,198,268

Old Landfill Project 420 0 243,243 0 0 0

Engineering Services 001 0 8,448 0 0 0413 1,498,664 1,399,250 1,549,593 1,653,193 1,979,763420 19,410 18,974 0 0 0501 64,500 39,793 23,000 34,010 0

Subtotal 1,582,574 1,466,465 1,572,593 1,687,203 1,979,763

Water Quality Study 413 0 22,669 0 0 0

Infrastructure Improv. 413 1,618,000 0 1,100,000 0 0

1200 Blk NE 1st Street 102 0 1,394 100,000 0 0

Duval Neighborhood 102 37,800 31,886 100,000 213,196 13,169

Lincoln Estate Drainage 102 40,000 4,000 0 0 0

Springhill Fac. Assess. 102 0 371 2,000 9,254 0

Mrngstr Neighbrhd Prj. 102 20,000 229,953 0 0 0

Public Works-Temp. 102 35,150 0 0 0 0

Targeted Area Sidewalks 102 15,000 0 0 0 0

SW 5th St. Reconstruct. 102 0 0 27,500 0 209,281

N. Lincoln Sidewalks 102 14,300 9,080 0 0 0

SE 7th Ave./E. 15th St. 102 80,000 613 0 0 0

Non-Operating: Deprec. 413 150,000 190,981 150,000 150,000 150,000

Total 19,460,940 18,333,976 18,928,949 19,542,348 20,056,370



Agency: 800 Public Works


FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 4,905,157 4,599,045 5,086,877 5,634,244 5,926,371Overtime-One and One-Half Rate 51,300 83,922 53,300 60,500 57,545Fringe Benefits 1,099,252 1,004,596 1,109,433 1,347,256 1,384,735


OPERATING EXPENSES

Annexation O/E Increment 3008 161,632 0 166,196 0 0Non-Capital Equipment 3009 33,000 6,618 37,400 52,350 72,988Materials and Supplies 3010 491,750 562,815 643,708 723,212 728,859Office Supplies 3020 11,300 16,296 11,350 16,900 17,800Printing and Binding 3030 15,950 20,893 15,850 18,500 18,500Uniform Purchase Price 3040 16,000 17,749 14,800 21,500 21,600Telephone 3110 43,170 67,287 43,000 55,875 56,100TRS Access 3115 44,872 52,991 44,872 52,444 52,704Postage 3120 8,300 11,457 8,200 9,750 10,050Advertising 3130 51,750 8,757 52,200 62,550 55,050Utilities - Elect., Sewer, Water 3140 1,568,500 1,595,842 1,569,000 1,662,550 1,676,600Gasoline, Oil & Grease 3150 106,700 112,926 109,850 134,685 137,379Local Travel 3200 500 0 500 500 500Travel & Training 3210 23,450 36,132 24,100 47,700 48,200Safety Awards 3230 2,500 2,881 2,500 2,500 2,700Books & Films 3240 1,375 1,185 1,300 2,650 2,700Dues, Memberships & Pub. 3250 30,100 25,162 30,100 48,550 48,300Rental of Equipment 3420 3,300 2,005 3,300 3,700 3,700Rental - Buildings 3430 0 0 0 54,000 54,000Insurance Premiums 3510 516,502 542,551 535,577 462,917 468,641Indirect Costs 3590 505,000 496,103 505,000 516,147 526,470Miscellaneous 3910 148,400 23,281 31,450 2,500 2,500Professional Services 4110 211,800 304,494 276,000 212,200 204,200Other Contractual Services 4120 4,088,800 4,898,382 4,315,600 278,280 274,226Temporary Services 4125 0 32,616 0 4,500 4,500GRU Billling Services 4129 425,672 428,361 438,456 472,269 495,882Dumping Fees 4150 0 1,280 0 1,029,120 1,114,880Refuse Collection 4151 0 0 0 3,178,000 3,178,000Fleet Service Cost - Variable 4210 280,460 299,687 291,110 301,200 307,698Fleet Service Cost - Fixed 4211 770,749 770,749 770,749 775,836 775,852Maint. of Office & Other Eqpt. 4220 20,650 3,072 20,250 4,200 4,500Maint. of Bldgs. & Impr. 4230 100 0 100 15,000 15,000Bad Debts 5100 67,000 9,004 69,000 23,000 23,000






Agency: 800 Public Works


FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN



CAPITAL OUTLAY

Annexation Increment 6008 225,000 0 0 0 0Improvements other than Bldg 6030 1,678,000 192,943 1,200,000 222,450 222,450Machinery & Equipment 6040 36,000 60,539 18,500 223,000 50,000Vehicles 6050 843,500 1,035,125 389,000 740,820 648,490

CAPITAL OUTLAY TOTAL 2,782,500 1,288,607 1,607,500 1,186,270 920,940

NON-OPERATING

Aid to Private Organizations 8200 20,000 0 20,000 15,000 15,000Depreciation Expense 9030 155,000 208,781 155,000 180,000 180,000Transfer to General Fund 9861 300,000 300,000 300,000 300,000 300,000T/T-POB of 2003 (226) 9911 0 0 67,197 75,869 39,576T/T-Depot Park Debt Svc 9915 0 0 0 0 331,000T/T-F.F.G.F.C. 1998 9969 198,449 198,449 198,124 198,124 198,124T/T-Gen. Cap. Proj Fnd 9980 300,000 300,000 300,000 300,000 300,000

NON-OPERATING TOTAL 973,449 1,007,230 1,040,321 1,068,993 1,363,700

TOTAL FOR AGENCY 800 19,460,940 18,333,976 18,928,949 19,542,348 20,056,370



Public Works


Funding Sources 001 413 420 TOTAL 001 413 420 TOTAL 001 413 420 TOTAL 001 413 420 TOTALFTE FTE FTE FTE

TITLE

Âccount Clerk 0 0 0 0 0 0 0 0 0.5 0.2 0.3 1 0.5 0.2 0.3 1Âccount Clerk, Sr. 0.5 0.2 0.3 1 0.5 0.2 0.3 1 0.6 0.2 0.2 1 0.6 0.2 0.2 1Âccount Clerk I 0.75 0 0 0.75 0.75 0 0 0.75 0 0 0 0 0 0 0 0^Civil Engineer I 0.8 0.2 0 1 0.8 0.2 0 1 0 0 0 0 0 0 0 0^Civil Engineer II 1.3 1.7 0 3 1.3 1.7 0 3 0 0 0 0 0 0 0 0Commercial Insp. Spec. 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1Construction Inspector 1 1 0 2 1 1 0 2 1 1 0 2 1 1 0 2^Customer Service Rep. 0 0 2 2 0 0 2 2 0 0 0 0 0 0 0 0^Customer Service Rep., Sr. 0 0 1 1 0 0 1 1 0 0 0 0 0 0 0 0^Customer Service Rep. I 0 0 0 0 0 0 0 0 0 0 2 2 0 0 2 2^Customer Service Rep. II 0 0 0 0 0 0 0 0 0 0 1 1 0 0 1 1Êngineer IV 0 0 0 0 0 0 0 0 2.1 0.9 0 3 2.1 0.9 0 3Êngr Prj Team Ldr, Supr 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1Engineering Tech. I 1 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0Engineering Tech. II 0.5 2.5 0 3 0.5 2.5 0 3 0.5 2.5 0 3 0.5 2.5 0 3Engineering Tech., Sr. 1.5 1.3 0.2 3 1.5 1.3 0.2 3 1.5 1.3 0.2 3 1.5 1.3 0.2 3Entomologist 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1Labor Crew Leader I 3 1 0 4 3 1 0 4 3 1 0 4 3 1 0 4Labor Crew Leader II 2 5 0 7 2 5 0 7 3 5 0 8 3 5 0 8Land Rights Coordinator 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Maint. Mech., Small Equip. 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Maintenance Worker I 4 11 0 15 4 11 0 15 6 10 0 16 6 10 0 16Maintenance Worker II 9 4 0 13 9 4 0 13 7 2 0 9 7 2 0 9Maintenance Worker III 4 0 0 4 4 0 0 4 7 5 0 12 7 5 0 12Mosq Cntrl/SMU Svc. Tech. 0 6 0 6 0 6 0 6 0 6 0 6 0 6 0 6Motor Equipment Oper. I 2 3 0 5 2 3 0 5 5 0 0 5 5 0 0 5Motor Equipment Oper. II 5 12 0 17 5 12 0 17 9 15 0 24 9 15 0 24Motor Equipment Oper. III 2 3 0 5 2 3 0 5 1 0 0 1 1 0 0 1Motor Grader Operator 1 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0Office Manager 0.6 0.2 0.2 1 0.6 0.2 0.2 1 0.6 0.2 0.2 1 0.6 0.2 0.2 1Ôps. Sect. Spvr. 0 0 0 0 0 0 0 0 1 1 0 2 1 1 0 2Parking Ops. Supervisor 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1Parking Ops. Attendant I 0 0 0 0 0 0 0 0 2.5 0 0 2.5 2.5 0 0 2.5Parking Ops. Attendant II 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1^Principal Engineer 0 0 0 0 0 0 0 0 0 1 0 1 0 1 0 1^Program Assistant 1 0 1 2 1 0 1 2 1.6 0.2 1.2 3 1.6 0.2 1.2 3☺Program Coord. 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1~Project Coordinator 0 0.5 0 0.5 0 0.5 0 0.5 0 0.5 0 0.5 0 0.5 0 0.5Public Education Spec. 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1Public Works Director 0.6 0.2 0.2 1 0.6 0.2 0.2 1 0.6 0.2 0.2 1 0.6 0.2 0.2 1Public Works Manager 0.8 0.2 0 1 0.8 0.2 0 1 0.8 0.2 0 1 0.8 0.2 0 1Public Works Op. Mgr. 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Service Dispatcher 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Solid Waste Inspector 0 0 3 3 0 0 3 3 0 0 3 3 0 0 3 3Solid Waste Manager 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1Staff Assistant 0.6 0.2 0.2 1 0 0 0 0 0 0 0 0 0 0 0 0Senior Staff Assistant 0 0 0 0 2.8 1 0.2 4 2.7 0.9 0.4 4 2.7 0.9 0.4 4Staff Assistant I 0.6 0.2 0.2 1 0 0 0 0 0 0 0 0 0 0 0 0Staff Assistant II 3.3 1.1 0.6 5 2.2 0 0.8 3 0.6 0.2 0.2 1 0.6 0.2 0.2 1

CITY OF GAINESVILLE




Public Works


Funding Sources 001 413 420 TOTAL 001 413 420 TOTAL 001 413 420 TOTAL 001 413 420 TOTALFTE FTE FTE FTE

TITLE

^Storekeeper I 0 0 0 0 0 0 0 0 0.75 0 0 0.75 0.75 0 0 0.75Storekeeper II 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Stormwater Services Mgr. 0 0.8 0.2 1 0 0.8 0.2 1 0 1 0 1 0 1 0 1^Streets Section Supv. 1 1 0 2 1 1 0 2 0 0 0 0 0 0 0 0Surveyor 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1 0.5 0.5 0 1Survey Party Chief 0 0 0 0 1 0 0 1 0.5 0.5 0 1 0.5 0.5 0 1^Survey Tech. I 0.5 0.5 0 1 0.5 0.5 0 1 0 0 0 0 0 0 0 0^Survey Tech. II 1 1 0 2 0.5 0.5 0 1 1 1 0 2 1 1 0 2^Traffic Engineer II 1 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0Traffic Signal Tech. II 4 0 0 4 4 0 0 4 4 0 0 4 4 0 0 4Traffic Signal Tech. III 4 0 0 4 4 0 0 4 4 0 0 4 4 0 0 4Traffic Sgns/Mark. Tech. I 4 0 0 4 4 0 0 4 4 0 0 4 4 0 0 4Traffic Sgns/Mark. Tech. II 4 0 0 4 4 0 0 4 4 0 0 4 4 0 0 4Traffic Operations Supv. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Transport. Plan. Analyst 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Transport. Services Mgr. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1

TOTAL 72.35 62.8 12.1 147.25 73.35 61.8 12.1 147.25 84.85 62.0 11.9 158.75 84.85 62.0 11.9 158.75

^Changes made during FY 2004~Project Coordinator (1.0 F.T.E.) position funded (0.5) from CRA and (0.5) from SMU Fund. (See Community Development)☺currently funded through NPDES Grant





FY 2006 PLAN

General FundEquipment 120,000 12,000

Stormwater ManagementEquipment 43,000 28,000

Solid WasteEquipment 10,000 10,000

SUBTOTAL CAPITAL OUTLAY 173,000 50,000

CAPITAL EQUIPMENT

General FundEquipment 50,000 0

Fleet FundVehicles 707,820 648,490

Solid WasteVehicles 33,000 0


CAPITAL IMPROVEMENT

Community Development Block GrantDuval Neighborhood Project 213,196 13,169Springhill Neighborhood Project 9,254 0SW 5th Street Reconstruction Project 0 209,281

SUBTOTAL CAPITAL IMPROVEMENT 222,450 222,450

TOTAL CAPITAL PROGRAM 1,186,270 920,940

General Fund 170,000 12,000Community Development Block Grant Fund 222,450 222,450Stormwater Management Utility Fund 43,000 28,000Solid Waste Fund 43,000 10,000Fleet Fund 707,820 648,490

TOTAL FUNDING SOURCES 1,186,270 920,940

Public Works

CAPITAL PROGRAM


REGIONAL TRANSIT SYSTEMPROGRAM/SERVICES CHART

REGIONAL TRANSITSYSTEM ADVISORY

BOARD

ADMINISTRATION

�

�

�

�

�

�

�

ManagementBudgetEmployee RelationsService DevelopmentGrant Preparation andAdministrationInformation ManagementService Planning

� ADA Complementary ParatransitService

OPERATIONS

�

�

Bus ServiceSpecial Services

MARKETING

�

�

�

�

�

�

Public AwarenessCommunity RelationsCustomer ServicesAdvertisingCommuter AssistanceMarketing

Program ChangesNone

GARAGE

�

�

�

�

�

�

�

�

�

�

Preventative MaintenanceRepairsModificationsFuel ControlEnvironmental ComplianceRoad CallsParts Procurement/InventoryBus Stop MaintenanceVehicle SpecificationsReporting

REGIONAL TRANSIT SYSTEMFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 218

Administration (6810)TRANSIT

DIRECTOR (1)

Chief TransitPlanner (1)

Main Bus (6830)Operations

Manager (1)

Maintenance Worker III (1)Maintenance Wkr. I (3)Parts Specialist (3)

Commuter Asst. (6811)Transit Services Coord.

-Marketing (1)

ADA Transportation (6840)Transit Services Coord.

- ADA/Paratransit Service (1)

^ Changes made during FY 2004Special Assignment�

Transit Mechanic, Lead (3)Transit Mechanic II (10)Transit Mechanic I (8)^Vehicle Service Attendant (8)

Executive Assistant (1)Account Clerk II (1)Staff Assistant Senior (1)

Staff Assistant I (1)

Staff Assistant II (1)Transit Planner (1)Staff Assistant Senior (1)

Maintenance Wkr. I (1)Transit Supervisor (10)Transit Supervisor (1)

Dispatcher (3)�

Transit Operators^Full-Time (150)

Part-Time (2)

Garage (6820)Transit Maintenance

Manager (1)

Personnel Change^Add Transit Operator (5)^Add Vehicle Svc. Attd. (1)

Bethel Station�Transit Operator (2)



REGIONAL TRANSIT SYSTEM

Mission Statement To continuously improve our position as a premiere community and university transportation system, providing a variety of flexible transportation services and promoting accessibility, comfort, a sense of fun, and community pride! The major goals of the Regional Transit System Department for FY 2005/2006 are: • Fulfill the adopted transit mission statement. • Reduce fleet age by purchasing replacement buses, and continue expansion of RTS

facilities and employee parking lot. • Continue the Multi-Modal facility project. • Continue to enhance the presence of transit through fixed facilities and customer

amenities. • Utilize technology and innovative approaches in the provision of transit services. • Continue to focus the Regional Transit System on customer service improvements and

be responsive to changing service needs. • Implement unlimited pass program with Santa Fe Community College. • Negotiate employee pass program for Shands employees. • Continue to conduct public forums to receive input regarding desired public transit

services. • Initiate full funding agreement with Alachua County for services outside city limits,

including ADA trips.

Goals

• Continue commuter assistance programs in cooperation with the Florida Department of Transportation.

The objectives for the Regional Transit System’s Department for FY 2005/2006 are: • Continue to increase passenger boardings on City routes. • Continue the construction of employee parking lot, and expansion of admin and

operations building. • Continue to improve service to the University of Florida campus to meet the

transportation needs of 47,000 students and 17,000 faculty, staff, and other personnel who work at the University of Florida.

• Explore feasibility of citywide transfer station facilities.

Objectives

• Initiate programs to ensure transportation equity for all residents of Gainesville.



The service initiatives for the Regional Transit System’s Department for FY 2005/2006 are: • Meet the transportation needs of 47,000 University of Florida students who are paying a

student transportation fee for unlimited access to the bus system by improving bus routes serving the University of Florida campus.

• Pursue organizational changes to enhance admin, operations and maintenance services. • Continue service enhancements to Santa Fe Community College. • Continue with the GIS-GPS bus stop amenity survey and implement stop improvement

program of non-ADA compliant stops. • Pursue additional funding sources for new and additional transit services.

• Establish fleet replacement and capital asset programs.

Service Initiatives

• Achieve 100%ADA compliant fleet.

The Five Year Goals for the Regional Transit System Department are: • Implement recommendations on the Transit Development Plan (TDP) • Continue planning process and implementation of City and MTPO long-range plans.

• Apply appropriate technology to monitor transit operations, provide passenger information and monitor security.

• Initiate Downtown- neighborhood-UF Circulators. • Work with others to promote commercial and residential development in downtown

Gainesville that can be the focus of transit services.

• Continue to work with the City of Gainesville, Alachua County, University of Florida, and FDOT to improve service throughout the RTS service area

• Reduce air pollution through the acquisition of buses using clean diesel fuel and

improved engine technology, and investigate the use of appropriate alternative fuels.

Five Year Goals (2-5 Years)

• Bus Rapid Transit (BRT) feasibility study plan.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Passengers 8,516,125 8,103,120 9,315,064 8,500,000 8,750,000

Passengers per Hour 35.0 36.9 35.0 35.5 35.5








FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

RTS Fund 450 14,097,032 13,539,540 15,350,139 16,470,447 16,957,246

Total 14,097,032 13,539,540 15,350,139 16,470,447 16,957,246

POSITIONS: 450 194.0 212.0 212.0 218.0 218.0




Capital 450 969,900 241,174 634,290 290,000 1,290,000

Non-Operating 450 2,143,000 1,374,258 2,308,531 2,341,896 1,252,492

Total 14,097,032 13,539,540 15,350,139 16,470,447 16,957,246


Administration 450 2,227,154 1,282,286 861,638 885,897 903,949

Commuter Asst. Grant 450 252,473 194,362 257,309 282,861 285,003

Tower Road Service 450 220,500 301,033 0 0 0

RTS Maintenance 450 1,609,371 2,450,822 2,391,039 3,153,524 3,302,613

Maint. - Capital (FTA) 450 378,010 231,999 384,290 0 0

Maint. - Capital (FDOT) 450 341,890 187,494 0 0 0

Oaks Mall Park/Ride (FDOT) 450 0 20,000 0 0 0

RTS Operations 450 5,658,733 6,692,674 8,220,767 8,762,850 8,939,233

Rtes. 6, 11, 15 450 240,800 66,682 60,200 0 0

JPA-COA 450 0 1,594 0 0 0

ADA Service 450 775,101 736,336 781,896 980,315 1,121,448

SIB Loan 450 1,250,000 0 1,250,000 1,250,000 1,250,000

Non-Operating: Deprec. 450 1,143,000 1,374,258 1,143,000 1,155,000 1,155,000

Total 14,097,032 13,539,540 15,350,139 16,470,447 16,957,246





Agency: 680 Regional Transit System


FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 4,988,526 4,858,709 5,732,648 6,005,464 6,342,779Temporary Part-Time 20,200 13,169 10,100 20,000 20,000Overtime-One and One-Half Rate 640,046 749,792 669,967 629,343 657,665Fringe Benefits 1,206,160 1,125,799 1,352,175 1,445,008 1,489,004


OPERATING EXPENSES

One-Time Expenditures 3009 5,000 5,258 2,000 2,500 2,500Materials and Supplies 3010 133,000 147,914 124,400 118,500 118,500Office Supplies 3020 20,000 16,524 16,650 23,500 23,500Printing and Binding 3030 19,000 25,655 19,000 33,500 33,500Uniform Purchase Price 3040 47,100 55,613 56,919 66,000 66,000Telephone 3110 21,500 17,177 12,500 13,400 13,400T.R.S. Access Charge 3115 80,000 4,843 75,000 84,000 84,000Postage 3120 11,600 7,207 11,600 7,600 7,600Advertising 3130 7,500 1,430 7,500 2,500 2,500Utilities - Electric, Sewer, Water 3140 60,000 150,942 60,000 175,000 175,000Gasoline, Oil & Grease 3150 140,000 250,490 0 290,000 290,000Gasoline 3151 20,000 0 20,000 0 0Diesel Fuel 3152 610,000 683,059 1,094,687 1,000,000 1,000,000Travel & Training 3210 43,400 33,418 41,000 44,000 44,000Safety Awards 3230 2,100 226 2,100 2,750 2,750Books & Films 3240 1,800 676 1,825 1,250 1,250Dues, Memberships & Pub. 3250 21,250 20,147 21,250 21,750 21,750Rental of Equipment 3420 22,450 16,531 20,450 10,200 10,200Insurance Premiums 3510 888,920 848,699 977,809 863,305 858,085Indirect Costs 3590 649,540 649,539 662,530 675,781 689,296Miscellaneous 3910 10,000 12,019 10,000 10,000 10,000Professional Services 4110 68,100 72,548 68,100 98,000 98,000Other Contractual Services 4120 1,048,450 1,124,210 1,072,670 1,286,000 1,425,500Tires and Tubes 4190 81,000 153,598 97,200 100,000 100,000Parts - Motor Equipment 4200 71,990 776,636 114,738 120,000 120,000Outside Labor 4205 35,000 84,858 42,000 85,000 85,000Fleet Service Cost - Variable 4210 0 1,747 0 0 0Maint. of Office & Other Eqpt. 4220 4,350 4,848 4,350 5,050 5,050Maint. of Buildings & Imp. 4230 6,150 4,362 6,150 7,150 7,150Inventory Purchases 4300 0 0 0 585,000 603,775Bad Debts 5100 0 6,465 0 7,000 7,000






Agency: 680 Regional Transit System


FY 2003 ACTUALS

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL OUTLAY

Land 6010 0 9,423 0 0 0Improvements Other Than Bldgs. 6030 0 11,300 0 0 0Machinery & Equipment 6040 719,900 58,373 384,290 40,000 40,000Vehicles 6050 250,000 162,078 250,000 250,000 1,250,000

CAPITAL OUTLAY TOTAL 969,900 241,174 634,290 290,000 1,290,000

NON-OPERATING

Interim Loan 9001 1,000,000 0 1,000,000 1,000,000 0Depreciation Expense 9030 1,143,000 1,374,258 1,143,000 1,155,000 1,155,000T/T POB Debt Svc (226) 9911 0 0 165,531 186,896 97,492

NON-OPERATING TOTAL 2,143,000 1,374,258 2,308,531 2,341,896 1,252,492

TOTAL FOR AGENCY 680 14,097,032 13,539,540 15,350,139 16,470,447 16,957,246






TITLE

Account Clerk II 1 1 1 1 1 1 1 1Chief Transit Planner 1 1 1 1 1 1 1 1Custodial Worker 1 1 0 0 0 0 0 0Dispatcher 3 3 3 3 3 3 3 3Executive Assistant 1 1 1 1 1 1 1 1Maintenance Worker I 2 2 4 4 4 4 4 4Maintenance Worker III 1 1 1 1 1 1 1 1Office Assistant 1 1 0 0 0 0 0 0Operations Manager 1 1 1 1 1 1 1 1Parts Specialist 2 2 3 3 3 3 3 3Senior Staff Assistant 2 2 2 2 2 2 2 2Staff Assistant I 1 1 1 1 1 1 1 1Staff Assistant II 2 2 1 1 1 1 1 1Transit Director 1 1 1 1 1 1 1 1Transit Lead Mechanic 3 3 3 3 3 3 3 3Transit Maintenance Manager 1 1 1 1 1 1 1 1Transit Mechanic I 8 8 8 8 8 8 8 8Transit Mechanic II 7 7 10 10 10 10 10 10^Transit Operator 135 135 149 149 154 154 154 154Transit Planner 1 1 1 1 1 1 1 1Transit Svcs. Coord. ADA Para. Svcs. 1 1 1 1 1 1 1 1Transit Svcs. Coord.- Marketing 1 1 1 1 1 1 1 1Transit Supervisor 9 9 10 10 10 10 10 10Transit Supervisor-Trainer 1 1 1 1 1 1 1 1^Vehicle Service Attendant 7 7 7 7 8 8 8 8TOTAL 194.0 194.0 212.0 218.0 218.0 218.0 218.0



CITY OF GAINESVILLE


212.0




CAPITAL PROGRAM

CAPITAL OUTLAY FY 2005 ADOPTED FY 2006 PLAN

Miscellaneous Transit Equipment 40,000 40,000 Transit Vehicles 250,000 1,250,000

SUBTOTAL CAPITAL OUTLAY 290,000 1,290,000

TOTAL CAPITAL PROGRAM 290,000 1,290,000

FUNDING SOURCES

Regional Transit System 290,000 1,290,000

TOTAL FUNDING SOURCES 290,000 1,290,000


BUILDING INSPECTIONPROGRAM/SERVICES CHART

Contractor &Journeyman Licensing

Pre-plan Review forContractors &

Developers

Permitting Service,Trade Inspection:

Building, Electrical,Plumbing, Gas,

Mechanical, and Fire

Property Addressing,New, Existing, and

911

One & Two FamilyPermitting &

InspectionFast Track Plan

Review

Provide BuildingStatistical Data to other

Agencies

Plan Review,Commercial &

Residential

File Federal CensusReport, DetailingBuilding Activity

Administration

Program ChangesNone

BUILDING INSPECTIONFY 2005 ADOPTED ORGANIZATION CHART


Administration (8610)BUILDING OFFICIAL (1)

Administration (8610)BUILDING OFFICIAL (1)

Personnel Changes^Reclassify Customer Svc. Rep. (2) to

Customer Svc. Rep. 1 (2)^Reclassify Customer Svc. Rep., Sr. (1) to

Customer Svc. Rep. 2 (1)

Fire Protection Engineer (1)Permit & Development Coord. (1)Inspector II (6)Inspector I (2)Inspector (2)Plans Examiner III (1)Plans Examiner II (2)^Customer Service Rep. 1 (2)^Customer Service Rep. 2 (1)Permit Clerk (1)




BUILDING INSPECTION Mission Statement To provide quality Permitting, Plan Review, and Inspection services effectively,

efficiently and timely.

Goals The major goals of the Building Inspection Department for FY 2005-2006 are to:

• Improve Gainesville’s building safety, through the efficient and effective enforcement of the state minimum building codes, ordinances and policies.

• Protect the citizens of Gainesville by regulating licensed contractors within our jurisdiction, including proper liability and workers compensation coverage, maintaining a database for complaints and referring those individuals to the Department of Business and Professional Regulation for proper disciplinary action when necessary.

• Provide proper addressing of new properties and developments to ensure compatibility with the County grid matrix and 911 emergency response systems.

• Ensure safe building conditions for Gainesville citizens through quality inspection programs of new buildings and structures and for the maintenance, and rehabilitation of Gainesville’s housing stock.

• Provide the necessary procedures and equipment to continue to allow permitting by fax for selected permit categories, including the ability to pay for these services by specific credit card companies.

• Assist in providing for the economic well being of the community through the attraction and expansion of new business and industry by promoting fast and efficient plan review for new and remodeled commercial properties.

Objectives The objectives for the Building Inspection Department for FY 2005-2006 are:

• Enhance permitting, licensing, and inspection services related to construction. Conduct approximately 20,000 construction related inspections (14 inspections per day per inspector).

• Continue to improve the operation of the First Step Permit and Development Assistance Center.

• Coordinate the availability of educational programs for the construction industry, inspectors, and citizens concerning new technologies, codes, and procedures in the permitting, inspection and construction process. Focus on bringing these programs to the Gainesville area.

• Continue to improve the record management and accounting practices of the department including the fax permitting system for the construction industry in Gainesville.

• Continue improvements to record/data management and inspection controls through computerization.

• Continue to expand communication and education with appropriate public groups relating to the functions of this department. In addition to maintaining lines of communications with the Gainesville Builders Association, the Subcontractors organization, the Chamber of Commerce, the Council for Economic Outreach, the Roofers Association, the Board of Realtors, and the Gainesville Apartment Association.



• Continue to build upon the Gainesville “Green Building Program” that was started in June of 2002.

• Continue to image the “file folders” in our records room to better retrieve and serve our customers. Imaging of all of these files should be done by the 2008 budget year.

• Provide Customer Service training to all staff to reinforce the importance of Customer Service and how we relate to our customers.

Service Initiatives The service initiatives for the Building Inspection Department for FY 2005-2006 are:

• Permit application processing, and collection of fees.

• Licensing of contractors and journeyman working within our jurisdiction.

• Plan review of all residential and commercial structures and buildings.

• Pre-Plan review for owners and developers for bidding purposes and to speed up the review process.

• Provide additional plan review through contracts with private State Certified companies when needed.

• Property addressing within the city, new, existing and 911.

• Search and locate old plans upon request of customers.

• Comprehensive and complete inspections of building, electrical, mechanical, plumbing, gas and fire safety systems for all new and remodeled structures and buildings.

• Complete and file the Federal Census Report monthly.

• Provide statistical reports concerning construction or inspections to different agencies within the city and to interested community organizations

• Continue to develop and improve our "Fast Track" plan review program for the benefit of the entire development community.

Quality Inspection Services

The Department will continue to build on improvements made in previous years in the quality of inspections. Greater efficiency and cost-savings have been achieved through combining inspections for building and fire code compliance. The one permit system for one and two family residential development has continued to be an asset to the contractors and the City. The department will continue to look for ways to reduce the time plans are in review. Emphasis will continue on improving relationships with the development community and on formal training courses, workshops and seminars for continuing education credits for inspectors and local contractors to meet the new state certification requirements. The Building Inspection Department will continue to be a test site for Municipal Software Solutions, Inc. technical developments in software, designed to improve permitting, inspection and plan review. The Department will be implementing an interactive web site by September 2004 for inspection requests and results, using wireless data collection units from all of our inspectors.

Communication with Public

The effort to determine and meet customer needs has been improved by the establishment of liaisons with various public groups in the community such as design and construction organizations, advisory boards, and neighborhood associations. This is a critical function, as the department is one of the most visible to its citizens.



• In addition to the long-standing liaisons with the Gainesville Builders Association and certain neighborhood organizations, the establishment of stronger ties with the Board of Realtors, the Gainesville Apartment Association, the Chamber of Commerce and the Council for Economic Outreach will continue.

Long Range Goals (2-5 Yrs)

The long-range goals for Building Inspections for FY 2005-2006 are to:

• Continue to expand, on a yearly basis, the computerized systems for all permits, licensing, inspection, enforcement and accounting processes within the department. (A Capital Improvement Plan will be developed)

• Further enhance the development review and permitting process so that development is facilitated in a timely manner. Promote improvements to the First Step Development Assistance Center. Continue to work with all departments involved in development and permit review. Continue to streamline City procedures relating to inspections and plan review in order to provide friendly, quick and efficient service delivery.

• Participate in the development and maintenance of the City’s Web page. Continue to test the ability of reviewing and approving construction plans via the Internet. Testing of this process began two years ago and continues to show great promise.

• Investigate and implement a document retrieval system for the department, with the help of other city agencies in need of the same system. We are a test department for the Hummingbird Software system implemented through GRU.


Building Inspection



FY 2003ACTUAL

FY 2004ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 1,200,161 1,172,883 1,223,569 1,286,051 1,337,149Fleet Acquisition 327 0 13,972 0 0 0Fleet 501 0 27,943 18,500 14,500 35,060

Total 1,200,161 1,214,798 1,242,069 1,300,551 1,372,209

POSITIONS: 001 20.0 20.0 20.0 20.0 20.0


Personal Services 001 1,015,793 991,448 1,065,755 1,126,496 1,178,446


Capital 001 20,000 15,517 0 0 0327 0 13,972 0 0 0501 0 27,943 18,500 14,500 35,060

Subtotal 20,000 57,432 18,500 14,500 35,060

Total 1,200,161 1,214,798 1,242,069 1,300,551 1,372,209


Administration 001 1,200,161 1,172,883 1,223,569 1,286,051 1,337,149

Fleet Acquisition 327 0 13,972 0 0 0

Fleet 501 0 27,943 18,500 14,500 35,060

Total 1,200,161 1,214,798 1,242,069 1,300,551 1,372,209

_____________ FY 2004-2005/2005-2006 FINANCIAL _________________________________________________ AND OPERATING PLAN


Agency: 860 Building Inspection


FY 2003ACTUAL

FY 2004ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES


PERSONAL SERVICES TOTAL 1,015,793 991,448 1,065,755 1,126,496 1,178,446

OPERATING EXPENSES

Non-Capital Equipment 3009 16,900 14,500 7,139 7,139 7,139Materials and Supplies 3010 8,466 4,624 8,535 8,535 8,535Office Supplies 3020 3,000 2,631 3,000 3,000 3,000Printing and Binding 3030 500 222 1,000 1,000 1,000Uniform Purchase 3040 4,000 4,277 4,000 4,000 4,000Telephone 3110 7,000 10,278 8,000 8,000 8,000Postage 3120 800 229 900 900 900Gasoline, Oil & Grease 3150 8,632 14,257 8,805 16,400 16,400Travel & Training 3210 6,000 5,423 6,000 6,000 6,000Books & Films 3240 1,365 1,525 2,000 2,000 2,000Dues, Memberships & Pub. 3250 1,600 1,544 1,600 1,600 1,600Rental - Equipment 3420 9,500 5,323 10,000 10,000 10,000Insurance Premiums 3510 37,000 37,000 38,850 21,390 20,538Professional Services 4110 4,000 0 5,000 5,000 5,000Other Contractual Services 4120 14,729 20,835 11,977 11,977 11,977Fleet Service Cost - Variable 4210 6,577 15,951 6,709 16,800 16,800Fleet Service Cost - Fixed 4211 27,299 27,299 27,299 28,814 28,814Maint. of Office/Other Eqpt. 4220 2,000 0 2,000 2,000 2,000Green Building Incentive 4499 5,000 0 5,000 5,000 5,000


CAPITAL OUTLAY

Automation Equip-Capital 6006 0 15,517 0 0 0Vehicle 6050 20,000 41,915 18,500 14,500 35,060


TOTAL FOR AGENCY 860 1,200,161 1,214,798 1,242,069 1,300,551 1,372,209





Building Inspection



TITLE

Building Official 1 1 1 1 1 1 1 1^Customer Service Rep 0 0 1 1 0 0 0 0^Customer Service Rep., Sr. 0 0 1 1 0 0 0 0^Customer Service Rep. I 0 0 0 0 2 2 2 2^Customer Service Rep. II 0 0 0 0 1 1 1 1Fire Protection Engineer 1 1 1 1 1 1 1 1

Inspector 2 2 2 2 2 2 2 2Inspector I 2 2 2 2 2 2 2 2Inspector II 6 6 6 6 6 6 6 6

Permit & Dev. Asst. Coord. 1 1 1 1 1 1 1 1Permit Clerk 1 1 1 1 1 1 1 1

Plans Examiner I 1 1 1 1 1 1 1 1Plans Examiner II 1 1 1 1 1 1 1 1Plans Examiner III 1 1 1 1 1 1 1 1

^Staff Assistant 1 1 1 1 0 0 0 0^Staff Assistant I 1 1 0 0 0 0 0 0^Staff Assistant II 1 1 0 0 0 0 0 0TOTAL 20 20 20 20 20 20 20 20

^Changes made during FY 2004Progression-thru-training Position

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund112 - Destination Enhancement Fund 503 - General Insurance Fund111 - Community Redevelopment Agency 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement415 - Ironwood Golf Course Enterprise Fund


CITY OF GAINESVILLE



Building Inspection

CAPITAL PROGRAM

CAPITAL EQUIPMENT FY 2005 ADOPTED

FY 2006 PLAN

Vehicles 14,500 35,060


FUNDING SOURCES

Fleet Fund 14,500 35,060



CULTURAL AFFAIRSPROGRAM/SERVICES CHART

Program Changes^Transfer Audio Visual Support fromFacilities Management

SERVICES

Grants AdministrationOutside AgencyArts TagProfessional Arts ProducingInstitutionsSupport ServicesDestination Enhancement

Permits, Banners, Technical Assist.Information ServicesWorkshopsCo-sponsored Events

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FACILITIES

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Thomas CenterBrick ProjectDowntown PlazaTench Artists StudiosWilhelmina JohnsonResource Center

ART INPUBLICPLACESTRUST

GAINESVILLE/ALACHUACOUNTY

CULTURALAFFAIRSBOARD

PROGRAMS

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Audio Visual SupportThomas CenterGalleriesArtsreach/ExhibitsArt in Public PlacesChannel 12 Broadcast

CULTURAL TOURISM

Master Calendar of EventsMarketing/Promotion

WebsiteMonthly Event Calendar

Festival PlanningHoggetowne Medieval Faire;Downtown Festival and ArtShow; Jazz Fest

Plaza EventsNew Years Eve; Let’s GoDowntown; Community EventsPlaza Ice Palace

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ADMINISTRATION/ALACHUA COUNTY

LOCAL ARTS AGENCY

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PlanningPersonnelSpecial Research and ReportsProject Development andOversightPolicies and ProceduresOrdinancesBudgetGrant Writing and Tracking

CULTURAL AFFAIRSFY 2005 ADOPTED ORGANIZATION CHART


Administration (8710)CULTURAL AFFAIRS

DIRECTOR (1)

Administration (8710)CULTURAL AFFAIRS

DIRECTOR (1)

^Account Clerk (1)

Staff Assistant Senior (1)Staff Assistant I (1)

Festivals/Events SectionEvents Coordinator (2)

Marketing Technician (1)

Visual ArtsVisual Arts Coord. (1)

Facilities SectionFacilities Coordinator (1)

Cultural Building Attendant (3)

Grants ProgramSpecialist (1)

^Program Assistant (0.875)

Cultural Affairs Manager (1)

Personnel Changes^Add Program Assistant (0.375)^Reclassify Account Clerk II (1) toAccount Clerk (1)


Broadcasting (8760)Broadcast Engineer, Lead (1)

Broadcast Engineer (1)

Operations (8730)



CULTURAL AFFAIRS

Mission Statement The mission of the Gainesville Cultural Affairs Department is to identify ways in which the arts can best serve the community and develop plans to deliver these services to the community.

Goals The major goals for the Department during fiscal years 2005 and 2006 are to:

• Expand the role of the City to meet the need for services, coordination, leadership and funding for the cultural growth of the Community.

• The City shall foster the growth of a community where the arts are incorporated as a part of daily life for all citizens and become a prominent element for creating pedestrian-oriented streetscapes and public spaces.

• Expand the information services role of Channel 12

Objectives The major objectives for the Department during fiscal years 2005 and 2006 are to:

• Assess ways to better utilize financial support for the arts.

• Increase Department’s visibility in the community.

• Improve access to culture for all citizens.

• Promote cultural and eco-heritage tourism & develop tourism products.

• Increase the quality and quantity of broadcast programs on Channel 12.

• Encourage public art.

• Promote the downtown entertainment district.

Service Initiatives The service initiatives for the Department for fiscal years 2005 and 2006 are to:

• Hold 2 workshops to discuss dedicated sources before September 2005.

• Update Department’s information brochure by September 2005.

• Work with CRA, DRAB, Economic Development and other City Departments to assist with redevelopment efforts on as-needed basis.

• Develop yearly tourism marketing plan by September 2005.

• Communicate information about culture through the websites and other media (ongoing).

• Fund art along public thoroughfares by September 2006.

• Produce short “infomercials” about City services for Channel 12.


The long-range goals of the Department are to:

• Revise/update Cultural Element with the Cultural Affairs Board.

• Be a leader in cultural tourism development and marketing.

• Develop an award-winning government information broadcast channel.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Number of intern hours provided to the department 2,830 4,134 2,838 4,000 4,200

Number of volunteer hours provided to the department 2,035 1,737 2,040 1,700 1,700

Number of events permit applications processed * 230 92 250 70 70

Number of attendees at permitted events ** 595,000 392,025 600,000 425,000 425,000

Number of Thomas Center tours by Alachua County public schools 115 90 115 90 90

Number of participants at Thomas Center events (tours, Gallery exhibits, performances, etc.) 11,000 28,500 11,100 29,000 29,000

Estimated attendance at miscellaneous events *** N/A 35,000 35,000 40,000 40,000

Website visits N/A 360,000 360,000 360,000 360,000

Artsreach Exhibit Visitors N/A 906,000 906,000 910,000 910,000

* Decrease in the number of permits reflects decrease in number of events organized by outside agencies.

** Estimates are based on the agency proposals. Actuals are based on the Gainesville Police Department attendance figures.

*** Including the Downtown Ice Rink.

Cultural Affairs



______________________________________________________________ CITY OF __________________________ GAINESVILLE

FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

FUNDING SOURCES:

General Fund 001 1,057,265 1,084,705 1,166,989 1,212,473 1,272,862Cultural Proj. Fund 107 645,025 580,848 453,232 476,972 461,972Art in Public Places Fund 619 0 9,000 0 0 0

Total 1,702,290 1,674,553 1,620,221 1,689,445 1,734,834

POSITIONS: 001 13.0 16.0 16.0 16.0 16.0112 0.5 0.5 0.5 0.875 0.875

13.5 16.5 16.5 16.875 16.875


Personal Services 001 677,149 681,121 781,534 790,814 840,854107 71,900 72,424 69,950 63,440 63,440

Subtotal 749,049 753,545 851,484 854,254 904,294

Operating Expenses 001 380,116 391,584 385,455 421,659 422,508107 563,525 508,424 373,682 403,932 388,932

Subtotal 943,641 900,008 759,137 825,591 811,440

Capital 001 0 12,000 0 0 9,500107 9,600 0 9,600 9,600 9,600

Subtotal 9,600 12,000 9,600 9,600 19,100

Non Operating 619 0 9,000 0 0 0Subtotal 0 9,000 0 0 0

Total 1,702,290 1,674,553 1,620,221 1,689,445 1,734,834


Administration 001 257,402 294,745 337,758 396,976 430,549107 3,732 1,047 3,732 3,732 3,732619 0 9,000 0 0 0

Subtotal 261,134 304,792 341,490 400,708 434,281

Cultural Adv. Board 001 3,700 1,041 3,500 2,500 1,500

Plaza Events Program 001 74,818 88,069 77,589 81,417 83,565

Plaza Events Prg. OT 001 10,000 11,112 10,000 9,748 10,038

Misc Special Events 001 93,125 82,266 93,125 79,906 81,523

Cultural Operations 001 346,720 315,384 291,264 311,553 328,451

Cultural Affairs


______ FY 2004-2005/2005-2006 FINANCIAL __________________________________________________________ AND OPERATING PLAN


FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN


Vis. Arts & Interpret. 001 51,600 20,579 42,828 11,200 11,200

Artsreach 001 24,900 24,985 24,900 24,900 24,900

Art in Public Places 001 0 425 0 0 0

Broadcast Engineering 001 0 51,068 91,025 99,273 106,136

Hoggetowne Medieval 107 300,000 210,291 300,000 241,110 241,110

Cultural O/S Agencies 001 145,000 145,001 145,000 145,000 145,000

W. Johnson Center 001 50,000 50,030 50,000 50,000 50,000

Tench Building 107 2,000 1,798 2,000 2,000 2,000

Downtown Fest./Art 107 91,950 73,776 90,000 81,150 81,150

Downtown Plaza Evnts 107 25,000 24,940 29,000 4,000 4,000

Festival of Lights 107 0 28,435 0 0 0

Ice Skating Rink 107 0 25,000 0 74,600 59,600

NEA Grant Match 107 45,479 0 0 0 0

Juried Exhibition 107 3,500 2,000 3,500 3,750 3,750

Jazz Fest 107 0 57,336 0 41,400 41,400

City Fest 107 0 2,112 0 0 0

AfterJam 107 18,364 13,163 20,000 20,230 20,230

Gator Trails Sponsorships 107 150,000 116,759 0 0 0

FAMU/UF Football Event 107 0 22,934 0 0 0

T.C. Brick Enh. Prjt. 107 5,000 1,257 5,000 5,000 5,000

Total 1,702,290 1,674,553 1,620,221 1,689,445 1,734,834



Agency: 870 Cultural Affairs

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 520,818 511,866 611,318 660,709 703,391Temporary Part-Time 10,000 7,428 13,000 10,000 10,000Overtime-One and One-Half Rate 106,768 112,448 106,339 57,740 58,000Fringe Benefits 111,463 121,803 120,827 125,805 132,903 PERSONAL SERVICES TOTAL 749,049 753,545 851,484 854,254 904,294

OPERATING EXPENSES

Non-Capital Equipment 3009 100 0 3,203 5,100 5,100Materials and Supplies 3010 61,545 88,114 59,774 48,264 48,264Office Supplies 3020 4,900 3,650 5,359 6,200 7,200Printing and Binding 3030 45,301 24,661 45,301 21,550 21,550Uniform Purchase Price 3040 1,000 0 1,000 1,000 1,000Telephone 3110 3,500 5,392 3,500 3,500 3,500Postage 3120 8,200 11,098 8,400 6,300 6,000Advertising 3130 35,732 47,201 37,332 32,332 32,332Gasoline, Oil & Grease 3150 167 0 170 0 0Local Travel 3200 100 0 100 100 100Travel & Training 3210 4,090 4,615 4,090 5,590 5,590Dues, Memberships & Pub. 3250 1,500 341 1,500 1,600 1,600Rental of Equipment 3420 14,061 9,058 14,061 33,700 18,700Rental Building 3430 20,000 11,510 20,000 20,000 20,000Insurance Premiums 3510 29,000 29,000 30,450 18,042 17,274Miscellaneous 3910 48,979 1,117 3,300 5,608 4,908Professional Services 4110 375,684 206,604 228,920 251,299 251,299Other Contractual Services 4120 135,525 304,262 136,325 152,250 152,250Fleet Variable 4210 700 77 714 0 0Fleet Fixed 4211 2,307 2,307 2,307 0 0Maint. of Office & Other Eqpt. 4220 250 0 2,331 3,250 3,250Aid to Private Organizations 8200 151,000 151,001 151,000 209,906 211,523


CAPITAL OUTLAY

Buildings 6020 0 12,000 0 0 0Improvment Other Than Bldg. 6030 0 0 0 0 9,500Machinery & Equipment 6040 9,600 0 9,600 9,600 9,600






Agency: 870 Cultural Affairs

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN



NON-OPERATING

Trans. - Arts in Public Places 9977 0 9,000 0 0 0

NON-OPERATING TOTAL 0 9,000 0 0 0

TOTAL FOR AGENCY 870 1,702,290 1,674,553 1,620,221 1,689,445 1,734,834



Cultural Affairs



TITLE

^Account Clerk 0 0 0 0 0 0 1 0 1 1 0 1Account Clerk II 0 0 0 1 0 1 0 0 0 0 0 0Broadcast Engineer 0 0 0 1 0 1 1 0 1 1 0 1Broadcast Engineer, Lead 0 0 0 1 0 1 1 0 1 1 0 1Cultural Affairs Director 1 0 1 1 0 1 1 0 1 1 0 1Cultural Affairs Manager 1 0 1 1 0 1 1 0 1 1 0 1Cultural Building Attendant 3 0 3 3 0 3 3 0 3 3 0 3Events Coordinator 2 0 2 2 0 2 2 0 2 2 0 2Facilities Coordinator 1 0 1 1 0 1 1 0 1 1 0 1Grants Program Specialist 1 0 1 1 0 1 1 0 1 1 0 1Marketing Technician 0 0 0 1 0 1 1 0 1 1 0 1Office Assistant 1 0 1 0 0 0 0 0 0 0 0 0^Program Assistant 1 0.5 1.5 0 0.5 0.5 0 0.875 0.875 0 0.875 0.875Staff Assistant Senior 0 0 0 1 0 1 1 0 1 1 0 1Staff Assistant I 1 0 1 1 0 1 1 0 1 1 0 1Staff Assistant II 1 0 1 0 0 0 0 0 0 0 0 0Visual Arts Coord. 1 0 1 1 0 1 1 0 1 1 0 1

TOTAL 0.5 13.5 16.0 0.5 16.5 16.0 0.875 16.875 16.0 0.875 16.875


Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement 415 - Ironwood Golf Course Enterprise Fund

CITY OF GAINESVILLE


13.0




ADOPTEDFY 2006 PLAN

General Fund Thomas Center Gallery Lighting 0 9,500

Cultural Special Projects T.C. Brick Enhancement Project 4,600 4,600 Props - Hoggetowne Medieval Faire 5,000 5,000



FUNDING SOURCES

General Fund 0 9,500 Cultural Special Projects 9,600 9,600


Cultural Affairs

CAPITAL PROGRAM


ECONOMIC DEVELOPMENTPROGRAM/SERVICES CHART

Program ChangesAdd External Functions of Small & MinorityBusiness Development

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Airport Industrial Park Marketing and DevelopmentProgramGainesville Enterprise Zone Program AdministrationGainesville/Alachua County Technology EnterpriseCenter - Managing Partner

Development/Redevelopment Facilitator/OmbudsmanImplementation of Plan East Gainesville throughpublic/private partnerships

Coordination of Economic Development efforts with UF,Gainesville Area Chamber of Commerce and otherOrganizations

ECONOMIC DEVELOPMENTFY 2005 ADOPTED ORGANIZATION CHART

Total Employees- 3

Administration (6610)ECONOMIC DEVELOPMENT

DIRECTOR (1)

Administration (6610)ECONOMIC DEVELOPMENT

DIRECTOR (1)

Executive Assistant (1)

Personnel ChangesAdd SMB Development Coordinator (1)

SMB DevelopmentCoordinator (1)



ECONOMIC DEVELOPMENT

Mission Statement The Economic Development Department functions as the agency responsible for facilitating urban/small business development and redevelopment City wide. Department activities are intended to nurture and grow local enterprises, expand and diversify the existing economic base and attract new business entities to the community. These activities are pursued within the framework of a quality of life emphasis and through an accentuation of the City’s economic assets (land, labor, entrepreneurship and technology).

Goals The major goals for Economic Development during FY’s 2005/2006 are to:

• Continue support for GTEC and economic development nurturing activities

• Continue to pursue development opportunities at the Airport Industrial Park

• Work with development community to facilitate private development opportunities

• Administer and manage the Gainesville Enterprise Zone Program

• Work to implement Plan East Gainesville redevelopment objectives through

facilitation of private development opportunities and land assembly

• Keep businesses informed of issues that can impact their ability to be successful and

streamline information dissemination to promote the City’s business services thereby promoting the City’s business image

• Enhance the local revenue base by implementing programs that encourage minority

and small business start-up and growth and providing incentives to encourage minority and small businesses to relocate into the corporate City limits of Gainesville

• Promote minority and small business growth, development and expansion through

workshops, counseling, technical assistance and other value added business services

Objectives The major objectives for Economic Development during FY’s 2005/2006 are to:

• Achieve financial sustainability for GTEC and graduate two tenants per year

• Market available parcels for private sector development at the Airport Industrial Park

• Work with Community Development Department staff to streamline and improve regulatory procedures

• Work with GEZDA Board to reexamine Enterprise Zone boundaries and work to have program reauthorized by the Florida State Legislature

• Assemble property in and around the GTEC facility and facilitate private sector development

• Work with City Departments and community business resource providers to streamline business services aimed at promoting business startup, growth, and/or expansion within the City of Gainesville

• Continue to work closely with local, federal and state representatives regarding issues impacting minority and small businesses

• Continue to build business partnerships to collaboratively develop and implement strategies to deliver needed business services to area all businesses

• Continue to advocate minority and small business issues and seek to alleviate or lessen the impact of such laws, ordinances or regulations at the local, federal and state levels



Service Initiatives The service initiatives for Economic Development for FY’s 2005/2006 are to:

• Maintain 90% or better occupancy for GTEC in an effort to achieve financial sustainability

• Sell two parcels at the Airport Industrial Park for private development

• Process 12 GEZDA applications per year for Gainesville Small Business

• Acquire and assemble properties immediately adjacent to the west of GTEC property

• Facilitate private sector development of Camp property on Waldo Road

• Participate in restructuring of community micro-lending response to enhance small business

• Participate in Chamber of Commerce Small Business Council to strengthen prospects for City Small Business Development

• Continue to provide counseling and technical assistance to business owners who want to do business with the City

• Serve as a liaison for City staff that have issues with minority and small businesses and for businesses that have issues with City departments

• Continue to provide businesses who want to open a business within the corporate City limits with a business start-up packet

• Continue to administer the City/SIFE Alliance Program that provides qualified local minority and local small businesses with free consulting services and technical assistance by a team of University of Florida students


The long-range goals of Economic Development are to:

• Work through partnerships to implement redevelopment plans throughout the City

• Restructure non-profit response to Economic Development issues

• Make GTEC an entrepreneurial hub physically and regarding business development

• Work with City departments and community business resource providers to streamline the process for starting a business in the City of Gainesville and to market the program to the community

• Continue to enhance the Department Awards Program and recognize more City staff and qualified local businesses at the event

• Work with University of Florida SIFE Organization to continually increase the number of teams assigned to provide businesses with technical assistance

• Create stronger strategic partners between the City of Gainesville and local organizations responsible for providing business services and promoting small business start-up, growth and expansion

• Continue to see program enhancements to provide local businesses with incentives to do business with the City of Gainesville


Performance Indicators FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Enterprise Zone Applications Approved 20 6 25 12 12

New Jobs Created in Enterprise Zone 30 125 35 40 50

Spaces Leased in GTEC 9 6 11 6 6

Companies Visited & Interviewed 10 30 10 30 30

New Lots Sold at Airport Industrial Park 1 1 2 1 1

Maintain Consistent GTEC Occupancy Rate N/A N/A N/A 85% 85%

Facilitate GTEC Tenant Graduates N/A N/A N/A 2 2

Small business technical assistance (including workshops) * 113 577 ** 124 50 50

* Prior to FY05, these performance measures were tracked by the Small Business Development Department.

** Includes office visits and phone calls.








FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDINGSOURCES:

General Fund 001 181,643 161,361 192,757 283,061 293,998G.E.Z.D.A. Fund 101 0 11,221 0 0 0Economic Development 114 147,303 245,550 151,168 299,500 254,500

Total 328,946 418,132 343,925 582,561 548,498

POSITIONS: 001 2.0 2.0 2.0 3.0 3.0


Personal Services 001 102,426 75,565 113,140 180,317 187,862101 0 6,086 0 0 0

Subtotal 102,426 81,651 113,140 180,317 187,862

Operating Expenses 001 79,217 75,396 79,617 102,744 106,136101 0 5,135 0 0 0114 147,303 238,968 151,168 229,500 234,500

Subtotal 226,520 319,499 230,785 332,244 340,636

Capital 114 0 6,582 0 70,000 20,000

Non-Operating 001 0 10,400 0 0 0

Total 328,946 418,132 343,925 582,561 548,498


Administration 001 142,080 124,309 153,194 219,061 229,998

G.E.Z.D.A. Fund 101 0 11,221 0 0 0

Airport Industrial Park 001 39,563 37,369 39,563 39,000 39,000114 0 39,776 0 0 0

Subtotal 39,563 77,145 39,563 39,000 39,000

Entrepreneurship School 001 0 0 0 25,000 25,000

Gaines. Tech. Ent. Center 114 147,303 205,774 151,168 299,500 254,500

E. G'ville Dev. Task Force 001 0 (317) 0 0 0

Total 328,946 418,132 343,925 582,561 548,498

(1) A $10,400 transfer to the GEZDA fund is included in the non-departmental summary (2) Personnel of 1.0 FTE transferred from the dissolvement of the Small Business Development department.

_____________ FY 2004-2005 /2005-2006 FINANCIAL_________________________________________________ AND OPERATING PLAN




Agency: 660 Economic Development


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES



OPERATING EXPENSES

Non-Capital Equipment 3009 0 2,349 0 0 0Materials and Supplies 3010 500 1,011 500 1,000 4,500Office Supplies 3020 1,400 3,811 1,400 1,200 1,200Printing and Binding 3030 1,725 2,613 1,744 1,000 1,000Telephone 3110 4,125 9,833 4,207 7,500 8,500Postage 3120 1,000 604 1,000 400 400Market Value Reimbursement 3122 39,563 77,145 39,563 39,000 39,000Advertising 3130 500 67 500 500 500Utilities-Electric, Sewer, Water 3140 28,779 40,813 29,534 48,000 50,000Travel & Training 3210 5,000 2,461 5,000 5,000 5,000Books & Film 3240 500 0 500 500 500Dues, Memberships & Pub. 3250 1,200 1,847 1,200 1,200 1,200Rental-Equipment 3420 0 1,250 0 2,500 2,500Insurance Premiums 3510 8,000 8,000 8,400 6,444 6,336Miscellaneous 3910 1,126 2,424 1,130 1,000 1,000Professional Services 4110 18,896 18,102 18,904 20,000 20,000Other Contractual Services 4120 83,040 113,408 85,219 115,000 115,000Janitorial Services 4130 9,266 9,797 9,509 11,500 12,000Maintenance-Bldgs. & Imp. 4230 21,900 22,993 22,475 9,000 9,000Maintenance-Bldgs. & Grounds 4280 0 0 0 11,500 13,000Miscellaneous Grant Expense 4560 0 0 0 10,000 10,000Bad Debts 5100 0 1,288 0 0 0Aid to Private Organizations 8200 0 (317) 0 40,000 40,000


CAPITAL OUTLAY

Land & Land Improvements 6010 0 0 0 50,000 0Buildings 6020 0 6,582 0 15,000 15,000Machinery & Equipment 6040 0 0 0 5,000 5,000

CAPITAL OUTLAY TOTAL 0 6,582 0 70,000 20,000 NON-OPERATING

Transfer to G.E.Z.D.A 9978 0 10,400 0 0 0

TOTAL FOR AGENCY 660 328,946 418,132 343,925 582,561 548,498

(1) A $10,400 transfer to the GEZDA fund is included in the non-departmental summary (2) Personnel of 1.0 FTE transferred from the dissolvement of the Small Business Development department.



CITY OF GAINESVILLE




Funding Sources 001 TOTAL 001 TOTAL 001 TOTAL 001 TOTALFTE FTE FTE FTE

TITLE

Economic Development Mgr. 1 1 1 1 1 1 1 1Executive Assistant 1 1 1 1 1 1 1 1SMB Development Coord. 0 0 0 0 1 1 1 1

TOTAL 2 2 2 2 3 3 3 3





CAPITAL PROGRAM


FY 2006 PLAN

Gainesville Technology Enterprise Center FundLand & Land Improvements $50,000 $0Buildings 15,000 15,000Machinery & Equipment 5,000 5,000

TOTAL CAPITAL PROGRAM $70,000 $20,000

FUNDING SOURCESGainesville Technology Enterprise Center Fund $70,000 $20,000

TOTAL FUNDING SOURCES $70,000 $20,000


FACILITIES MANAGEMENTPROGRAM/SERVICES CHART

Program Change^Transfer Audio Visual Support to

Cultural Affairs Department

Administration

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Construction ProjectsManagementContract ManagementBudgetingBillings

Custodial Services

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Housekeeping ServicesPest ControlAdministrationCarpet and Floor CareMoving ServicesCoordination

Structural Section

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Carpentry MaintenancePaintingCity Hall Security Support

Mechanical Section

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Electrical MaintenancePlumbing MaintenanceHVAC MaintenanceLighting and BulbReplacementEnergy ManagementProgram

FACILITIES MANAGEMENTFY 2005 ADOPTED ORGANIZATION CHART


Administration (9120)FACILITIES MANAGEMENT

DIRECTOR (1)

Administration (9120)FACILITIES MANAGEMENT

DIRECTOR (1)

Staff Assistant Senior (1))Staff Assistant I (1

Personnel Changes^=Reclassify Custodial Wkr (3) toTBD

^Delete Labor Crew Leader 1 (1)^Add Maintenance Wkr. III (1)

Mechanical Section (9130)Mechanical Section Supvr. (1)Plumber (1)Electrician (1)HVAC Mechanic (2)Trades Apprentice (1)Energy Management. Spec. (1)

Structural Section (9140)Structural Section Supvr. (1)

Carpenter (3)Painter (1)

Custodial Section (9120)Custodial Section

Supervisor (1)^=Custodial Worker (11)^Maintenance Wkr III (1)




FACILITIES MANAGEMENT

Mission Statement The Facilities Management Department is committed to maintaining general government buildings in a manner where citizens and employees will enjoy working and doing business.

Goals The major goals for Facilities Management Department during FY’s 2005/2006 are to:

• Provide high quality facilities management services such as air conditioning, electrical, plumbing, energy management, carpentry, repair and maintenance and custodial services for Government buildings.

Objectives The major objectives for Facilities Management Department during FY’s 2005/2006 are to:

• Provide building facilities management services including providing project management for construction on City owned buildings, maintenance services for the City’s buildings, and housekeeping services to 19 General Government buildings and do it in such a manner as to be the most efficient and cost effective way for our City’s taxpayers.

Service Initiatives The service initiatives for the Facilities Management Department for FY 2005/2006 are:

• Administer and provide project management services for all Building Renovations and New Construction.

Building and Facilities Maintenance

• Provide maintenance services for City buildings including over 8,000 light fixtures and 3,100 building electrical circuits, 1,000 major plumbing fixtures, 7 major HVAC chiller units and 625 additional pieces of HVAC equipment, and carpentry services including painting for in-house building maintenance and modifications, including furniture and door lock repairs. The projected accumulative level of service to be provided is as follows:

• Lighting systems maintenance

∗ Average weekly replacement of 75 bulbs.

∗ Average weekly replacement of 15 ballast.

• Electrical systems maintenance

∗ Weekly operational test runs of 6 backup emergency generators.

∗ Maintain Evergreen Cemetery water pump motors and the 15 swimming pool pump motors

• Annually maintain all of the City's swimming pool lights.

• Provide Energy Management.

• Provide new or modified electrical installation when necessary, including the installation of over 100 circuits a year on moves and new construction for lights and computer services, average installation of 5 new or service changes a year, replacement of 40-50 breakers yearly, and the installation or modification of 150 light fixtures annually.

• Provide active participation/supervision of contractors for:

∗ Fire Alarm Systems semi-annual tests and inspections.

∗ Generator semi-annual load tests and inspections.

∗ HVAC systems annual cleanings and inspections.

∗ Elevators

∗ Fire Extinguishers



• Plumbing Systems Maintenance

∗ Respond to approximately 30 monthly service calls for drain and rest room stoppages.

∗ Replace an average of 5 water fountains annually.

∗ Provide semi-annual inspections and cleaning of 3 cooling tower systems.

∗ Provide weekly inspections and replenishing of chemical systems serving all heating and air conditioning equipment.

∗ Provide new plumbing installation as necessary, averaging 20 annually.

• Heating and Air Conditioning (HVAC) Systems Maintenance

∗ Provide monthly, bi-monthly or quarterly inspection to more than 600 pieces of HVAC equipment and provide between monthly and quarterly filter change schedules.

∗ Replace an average of 10 air conditioning compressors, 14 fan motors, and remove and re-install 15 motors for re-winding annually.

∗ Make daily adjustments to HVAC sensing equipment as required, averaging 15 weekly, as well as HVAC controls maintenance.

∗ Provide active participation with contractors for equipment maintenance and inspections.

∗ Provide new equipment installation as required.

• Structural Maintenance

∗ Process over 30 weekly work orders for structural maintenance, including but not limited to, 10 door locks and/or closers, 8 furniture repairs, and 30 square feet of glass replacement; also average 50 vandalism repairs annually.

∗ Provide carpenter services for approximately 6 City renovations or new construction projects annually.

∗ Provide painting services for all routine painting on City buildings. Building Custodial Services

Provide daily housekeeping services to 19 General Government buildings. The projected accumulative level of service to be provided is as follows:

• Provide daily janitorial services to over 180,000 square feet of buildings, including 74 rest rooms and 410 offices.

• Provide quarterly deep carpet cleaning and hard surface floor care.

• Monitor pest control contracts for monthly treatment as well as termite inspection and treatment.

Capital Program • Construction Management on Parking Garage

• Construction Management on Reichert House


The Long-Range Goals for the Facilities Management Department are to fully implement and develop an energy evaluation program of all General Government buildings and continue to identify and install energy saving devices and document results.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005Target

FY 2006Target

Provide Project Management for Major Building Construction Projects 2 2 2 2 2

Provide Administration for Minor Building Renovation Projects 8 6 8 8 8

Light Fixtures Maintained Annually 8,000 8,000 8,000 8,000 8,000

Lighting Work Orders Completed Annually 225 176 175 175 175

Electrical Circuits Maintained Annually 3,100 3,100 3,100 3,100 3,100

Electrical Work Orders Annually 225 196 200 200 200

Major Plumbing Fixtures Maintained Annually 1,000 1,000 1,000 1,000 1,000

Plumbing Work Orders Completed Annually 275 275 275 275 275

Major HVAC Chiller Systems Maintained on a Quarterly Basis 7 7 7 7 7

Minor HVAC Equipment Maintained on a Quarterly Basis 625 625 625 625 625

HVAC Work Orders Completed Annually 325 228 250 250 250

Emergency Generators Systems Maintained 6 6 6 6 6

Manage Fire Alarm Service Contracts (Number of Structures) 11 11 11 11 11

Manage Elevator Service Contracts (Number of Elevators Maintained) 9 9 9 9 9

Carpentry Work Orders Completed Annually 550 416 450 450 450

Painting Work Orders Completed Annually 100 42 50 50 50

Provide Custodial Service (Number of Buildings) 19 19 19 19 19

Provide Hard Floor Cleaning on a Contract Basis (Sq. Ft.) 32,000 15,000 15,000 15,000 15,000

Provide Carpet Cleaning on a Contract Basis (Sq. Ft.) 144,000 160,000 160,000 160,000 160,000

Manage Pest Control Contracts (Number of Structures) 80 80 80 80 80

Manage Fire Extinguisher/Suppression System Contracts (Number of Structures) 65 65 65 65 65

Facilities Management







FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 2,057,549 1,971,281 2,014,453 2,170,854 2,220,576Fleet Replacement Fund 501 41,000 31,540 153,500 76,240 0

Total 2,098,549 2,002,821 2,167,953 2,247,094 2,220,576

POSITIONS: 001 30.0 28.0 28.0 28.0 28.0




Capital Expenses 001 0 110,041 0 100,000 100,000501 41,000 31,540 153,500 76,240 0

Subtotal 41,000 141,581 153,500 176,240 100,000

Total 2,098,549 2,002,821 2,167,953 2,247,094 2,220,576


Administration 001 723,954 737,585 741,244 822,663 829,239501 0 0 0 21,910 0

Subtotal 723,954 737,585 741,244 844,573 829,239

Custodial Svcs. Section 001 487,132 449,862 504,395 523,693 541,182501 0 0 72,000 14,500 0

Subtotal 487,132 449,862 576,395 538,193 541,182

Mech. Systems Section 001 493,894 484,142 492,431 518,487 534,431501 23,000 17,162 51,500 19,400 0

Subtotal 516,894 501,304 543,931 537,887 534,431

Structural Maintenance 001 352,569 299,692 276,383 306,011 315,724501 18,000 14,378 30,000 20,430 0

Subtotal 370,569 314,070 306,383 326,441 315,724

Total 2,098,549 2,002,821 2,167,953 2,247,094 2,220,576



Agency: 910 Facilities Management

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 907,737 862,430 874,134 905,797 950,310Overtime 9,205 7,974 6,987 6,987 7,196Special Assignment 0 5,015 0 0 0Fringes 205,706 184,442 186,498 214,257 220,037


OPERATING EXPENSES

Non-Capital Equipment 3009 0 348 0 0 0Materials and Supplies 3010 95,320 91,026 90,348 96,950 96,950Energy Management Supplies 3011 20,000 11,200 20,000 15,000 15,000Office Supplies 3020 1,000 1,196 1,000 1,100 1,100Printing and Binding 3030 300 50 300 200 200Uniform Purchase Price 3040 4,000 4,832 4,000 5,350 5,350Telephone 3110 11,600 10,084 11,600 10,500 10,500T.R.S. Access Charge 3115 0 2,909 2,500 1,100 1,100Postage 3120 100 57 100 100 100Utilities - Elect., Sewer, Water 3140 499,000 403,170 508,980 508,980 508,980Gasoline, Oil & Grease 3150 9,628 14,755 9,820 17,017 17,017Local Travel 3200 500 573 500 500 500Travel & Training 3210 650 1,945 650 1,228 1,228Dues, Memberships & Pub. 3250 350 274 350 120 120Rental of Equipment 3420 2,700 4,353 2,700 5,500 5,500Insurance Premiums 3510 55,000 55,000 57,750 40,614 39,834Professional Services 4110 2,000 1,750 2,000 2,000 2,000Other Contractual Services 4120 93,995 72,986 98,181 94,000 94,000Fleet Service Cost - Variable 4210 19,072 20,936 19,453 26,590 26,590Fleet Service Cost - Fixed 4211 50,186 50,186 50,186 49,964 49,964Maint. of Office & Other Eqpt. 4220 2,500 997 0 2,000 2,000Maint. of Bldgs. & Imp. 4230 67,000 52,752 66,416 65,000 65,000


CAPITAL OUTLAY

Buildings 6020 0 110,041 0 0 0Improvements Other than Bldg 6030 0 0 0 70,000 100,000Machinery & Equipment 6040 0 0 0 30,000 0Vehicles 6050 41,000 31,540 153,500 76,240 0


TOTAL FOR AGENCY 910 2,098,549 2,002,821 2,167,953 2,247,094 2,220,576





CITY OF GAINESVILLE




Funding Sources 001 TOTAL 001 TOTAL 001 TOTAL 001 TOTALFTE FTE FTE FTE

TITLE

Broadcast Eng. Tech. 1 1 0 0 0 0 0 0Broadcast Eng. Tech., Lead 1 1 0 0 0 0 0 0Carpenter 3 3 3 3 3 3 3 3Custodial Section Supv. 1 1 1 1 1 1 1 1^=Custodial Worker 11 11 11 11 11 11 11 11Electrician 1 1 1 1 1 1 1 1Energy Mgt. Spec. 1 1 1 1 1 1 1 1Facilities Mngmnt. Dir. 1 1 1 1 1 1 1 1HVAC Mechanic 2 2 2 2 2 2 2 2^Labor Crew Leader I 1 1 1 1 0 0 0 0^Maintenance Worker III 0 0 0 0 1 1 1 1Mechanical Section Supv. 1 1 1 1 1 1 1 1Painter 1 1 1 1 1 1 1 1Plumber 1 1 1 1 1 1 1 1Senior Staff Assistant 0 0 1 1 1 1 1 1Staff Assistant I 1 1 1 1 1 1 1 1Staff Assistant II 1 1 0 0 0 0 0 0Structural Section Supv. 1 1 1 1 1 1 1 1Trades Apprentice 1 1 1 1 1 1 1 1

TOTAL 30 30 28 28 28 28 28 28

=3.0 FTE pending audit^Changes made during FY 2004

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers, and Firefighters Retirement415 - Ironwood Golf Course Enterprise Fund




CAPITAL PROGRAM

FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL EQUIPMENT

Carpet Replacement 70,000 100,000 Fire Alarms 30,000 0 Vehicles 76,240 0



FUNDING SOURCES

001 General Fund 100,000 100,000501 Fleet Fund 76,240 0



RECREATION AND PARKSPROGRAM/SERVICES CHART

RECREATION

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AquaticsPlaygroundsSpecial ProgramsCoordinationRecreational CentersAthletics

NATURE OPERATIONS

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Greenways &Greenspaces DesignFacilities ManagementPrograms & Services

FRIENDS OFMORNINGSIDE

NATURECENTERS

COMMISSION

TREEADVISORY

BOARD

CITYBEAUTIFICATION

BOARD

PARKS (GROUNDMAINTENANCE)

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Recreation MaintenanceCemeteryLandscape MaintenanceTree Maintenance

ADMINISTRATION

IRONWOOD GOLFCOURSE

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nCourseMaintenancePro ShopConcessions

Administratio

Program Changes^Transfer ROW Crew toPublic Works Operations

RECREATIONADVISORY

BOARD


Administration (8510)RECREATION & PARKS

DIRECTOR (1)

Administration (8510)RECREATION & PARKS

DIRECTOR (1)

Nature Operations (8580)Manager (1)

Recreation (8540)Manager (1)

Golf Course (8570)Manager (1)

Aquatics (8520)Aquatics Supv. (1)Aquatic Ldr. (2)

General Grounds (8560)Parks Manager (1)

Centers/Playground (8540)Recreation Supv. (2)

Recreation Aide II (6)Recreation Aide I (3.5)

Athletics (8530)Athletics Supv. (1)Recreation Ldr. (2)

Recreation Aide II (2)

Personnel Changes^Delete Food & Beverage Manager (1)Âdd Recreation Aide I (1)Âdd Recreation Aide II (1)Âdd Recreation Leader (1)^Delete Short Order Cook (1.25)^Delete Golf Course Attendant (0.5)^Transfer ROW Crew (8) toPublic Works Operations

^Reclassify Account Clerk II (1) toAccount Clerk (1)

Executive Asst. (1)Âccount Clerk (1)

Staff Assistant Senior (1)Program Coord. (2)Labor Crew Leader I (1)Maintenance Worker I (2)Habitat Naturalist (2)Nature Assistant (2)Recreation Leader (2)

Cemetery Coord. (1)Staff Assistant Senior (1)Staff Assistant II (1)

Arborist (1)Urban Forester (1)Irrigation Mech. (1)Tree Surgeon III (1)Tree Surgeon II (2)Tree Surgeon I (2)MEO II (1)Horticulturist (1)

General Constr. & Maint.Crew Supv. (2)

Labor Crew Leader I (3)MEO I (6)Maintenance Wkr. I (13)Maintenance Wkr. III (2)

Pro Shop (8571)^Golf Course Attendant (3)Golf Cart Mechanic (0.75)



RECREATION & PARKSFY 2005 ADOPTED ORGANIZATION CHART

Golf Course BusinessClerk (1)

Cone Park (8545)^Recreation Leader. (1)^Recreation Aide II (1)^Recreation Aide I (1)



RECREATION & PARKS Mission Statement The mission of the Recreation and Parks Department is to meet the community's need for

diverse active and passive recreational opportunities by providing professionally managed recreation and environmental education programs, stewardship of natural resources and maintenance of public landscape.

Goals The major goals of the Department for FY 2005/2006 are to:

• Stimulate public knowledge and awareness through environmental education, special events, and interactive services and programs for all citizens as expressed in the City Commission Goals and the Comprehensive Land Use Plan.

• Provide a variety of recreation and nature programs including new evening programs at City recreation centers and to continue to fund the Teen Zone Program for Middle School aged children.

• To acquire, design, develop and operate environmental properties, greenspace and greenways through natural resource management practices as expressed in the City Commission Goals.

• To maintain the City’s parks, recreational facilities, trees, and other natural resources in a clean and safe condition.

• To continue to provide the Citizens of Gainesville with affordable golf; including our Junior Golf Programs, First Swing, Intermediate, and Clubs for Kids Programs.

Objectives The objectives for the Department for FY 2005/2006 are:

• To provide comprehensive recreation programs and services for youth through senior adults, inclusive of recreation centers, aquatics, athletics, recreational programs, special events and nature opportunities meeting the needs of the community as expressed in the City Commission Goals.

• To maintain and keep parks, picnic facilities, tot lots, football/soccer fields, playgrounds, basketball courts, volleyball courts, parking lots, golf course litter free and maintain and enhance the City’s tree canopy.

• Continue to acquire, design, develop and manage natural areas; preserve, expand, enhance and interpret environmental resources; educate the public on the importance and value of the environmental resources found in the region as expressed in the City Commission Goals and the Comprehensive Land Use Plan.

• To continue to mow 450 acres of park lands an average of 11 times per year; 100 acres of athletic fields an average of 43 times per year and 15 acres of miscellaneous areas an average of 50 times per year. Maintain 25 city parks, 22 picnic areas, 22 tennis courts, 1 archery range, 8 tot lots, 17 football/soccer fields, 20 ball fields, 24 basketball courts, 9 miles of bike/walking trails, 12 parking lots, 2 tree nurseries and 26,000 trees thereby attaining the Commission goals of neighborhood enrichment. In addition, planting 1,000 trees in public parks and on city rights-of-way annually.

• To maintain and operate the municipal golf course in a manner whereby expenses do not exceed revenue, to facilitate a minimum of 40,000 rounds of golf annually, and host a minimum of 50 civic/fundraising golf tournaments/outings per year; and to increase the number of rentals to the club house to a minimum of 80 rentals (excluding golf tournaments/outings) per year.



Service Initiatives The service initiatives for the Department for FY 2005/2006 are:

• To provide an interpreted living history center and living history programs.

• To actively support and participate in the acquisition process for environmentally sensitive lands, and other park and recreation lands for nature parks, regional parks, athletics complexes, greenways, and greenspace throughout the city as expressed in the City Commission Goals.

• To develop a volunteer program to assist with management needs and environmental programming needs for nature parks and greenways.

• Provide organized athletic leagues for youths and adults in the following sports: football, basketball, softball, baseball, tee ball, rookie ball, volleyball, girls slow-pitch softball, 4 x 4 flag football, soccer and indoor soccer.

• To maintain and manage three swimming pools.

• To provide a variety of programs from our recreational and nature centers, such as arts and crafts, cultural programs, drama/dance activities, educational classes, health and fitness activities, environmental education, and interpretive programs.

• To provide and develop supervised programs for after-school activities for the youth of the community at 6 neighborhood recreation centers and two middle schools.

• To provide supervised and highly structured activities for the youth of the community during the summer at 12 facilities.

• Completion of Phase II of the Cone Park Development Project.

• To maintain Ironwood Audubon Cooperative Sanctuary rating.

• To develop via the budget process a mechanism to fund capital improvement projects at Ironwood golf course.


The Long-Range Goals for the Department are:

• Operate Cone Park as an active Recreation Park complete with track and field facilities, football stadium, baseball/softball fields and recreation facility.

• Expand recreation programs to include special populations.

• Joint use/interlocal agreement with S.B.A.C. and Alachua County for the operation of active and passive recreation, and to establish facility use agreements with both to enhance access to facilities by the citizens of Gainesville to further the Commission goals of improved intergovernmental relations.

• Continue to review fee structures for all programs. Also, analyze all Department facilities and fees and develop a plan to assume maximum uses of facilities and collection of fees and charges.

• Develop private/public partnerships.

• Provide recreational programs to new service areas.

• To develop the Cofrin Nature Park as outlined in the Florida Communities Trust and Alachua County Forever Grant Agreements, and to provide public recreation that is compatible with protection of the natural resources

• Develop public/private partnerships in the community to share resources, expand programming and facilities, and reduce costs to the citizens of the community.



Long-Range Goals (2-5 Yrs.) Cont’d

• To provide recreation programs and services to newly annexed areas into the City, including the urban fringe areas outside the municipal boundaries of the community.

• Expand Morningside Nature Center Building to accommodate the large number of groups that attend programs and events at the Park.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Aquatic Swim Lap Hours 880 991 420 400 400

Aquatic Classes 150 90 110 115 115

Rec Swim Hours 2,585 2,585 1,981 1980 2,000

Rec Swim Participants 41,000 27,961 24,500 (4) 24,500 25,000

Lap Swim Participants 5,000 2,511 2,000 (5) 2,000 2,000

Special Group Participants 15,100 10,357 10,000 (6) 10,300 10,500

After-School Participants 600 600 300 (7) 350 350

Adult Athletics 64 64 55 (8) 55 55

Girls Basketball 12 12 5 (9) 5 5

Tee Baseball 220 220 80 (10) 80 80

Rookie Baseball 200 200 100 (10) 100 100

Fall Baseball 30 30 18 (10) 16 16

Spring Baseball 33 33 22 (10) 22 22

Girls Track 3 3 3 (11) n/a n/a

Girls Softball 22 22 15 (12) 15 15

Youth Indoor Soccer (teams) 5 7 7 7 8

Teen Basketball League (teams) 0 0 3 4 4

Youth Soccer 0 0 4 5 6

Senior Basketball League (teams) 0 0 4 4 4

Blizzard Bash (estimated attendance) 11,000 12,000 12,500 13,000 13,000

Summer Day Camp Participants 3,000 2,776 2,000 2,000 2,000

Summer Day Camp Sites 12 9 8 7 7

Teen Zone After-School Participants 0 0 200 200 500

Teen Zone Sites 0 0 2 2 4

SunCity Summer Camp Participants 0 0 0 50 75

Cemetery OperationsGrave Space Sales 40 33 25 27 30

Grave Opening/Closing 100 96 102 105 110

Hours On Site 1750 1750 1750 1750 1750






FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Grounds MaintenanceCity Landscapes scheduled for:

Level 1 Service 15 39 15 16 17



Annual cycles for:

Level 1 Service N/A 585 585 624 663



Level 1 = 39 cycles per yearLevel 2 = 39 cycles per yearLevel 3 = 39 cycles per year

Recreation Maintenance in hours for:Athletic Field Maintenance 4,200 3,800 4,200 4,800 4,800

Outdoor Facility Maintenance 9,000 8,000 9,000 9,300 9,300

Playground/Tot Lot Maintenance 1,000 900 1,000 1,000 1,000

Litter and Debris removal 4,000 3,000 4,200 4,200 4,200

Cost per Athletic field Maintained N/A 801$ 801$ 839$ 879$

Cost per Special Event N/A 1,800$ 1,800$ 1,885$ 1,975$

Acres Mowed:Parks 291 291 291 291 291

By inmates 59 59 59 59 59

Tot Lots 5 5 5 5 5

Athletic Fields (baseball) 37 37 37 37 37

Athletic Fields (soccer/football) 42 42 42 42 42

Rail Trail 55 55 55 55 55

Inmates trash pickup 291 291 291 291 291

Winter cut back 296 296 296 296 296

Herbicide spraying 410 410 410 410 410



FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006PLAN

FUNDING SOURCES:

General Fund 001 5,234,616 5,157,167 5,185,624 5,525,748 5,694,397CDBG Fund 102 24,250 21,781 23,765 0 0Recreation Programs 122 178,000 231,530 178,000 195,109 202,187Fleet Acquisition Fund 327 0 200,990 0 0 0Ironwood Golf Course 415 1,834,854 1,751,888 1,623,329 1,426,000 1,453,000Fleet Fund 501 191,000 214,331 254,500 174,560 142,920

Total 7,462,720 7,577,687 7,265,218 7,321,417 7,492,504

POSITIONS: 001 85.5 85.5 85.5 80.5 80.5415 8.5 8.5 8.5 5.75 5.75

Total 94.0 94.0 94.0 86.25 86.25


Personal Services 001 3,318,275 3,119,878 3,165,106 3,443,521 3,613,982122 106,800 26,599 106,800 37,541 39,079415 334,528 402,776 320,362 264,616 272,932

Subtotal 3,759,603 3,549,253 3,592,268 3,745,678 3,925,993

Operating Expenses 001 1,887,491 1,931,072 2,020,518 2,072,227 2,080,415102 24,250 20,210 23,765 0 0122 68,085 143,571 68,085 147,568 153,108415 1,130,809 1,005,886 929,709 813,423 835,655

Subtotal 3,110,635 3,100,739 3,042,077 3,033,218 3,069,178

Capital 001 28,850 106,217 0 10,000 0102 0 1,571 0 0 0122 3,115 34,630 3,115 10,000 10,000327 0 200,990 0 0 0501 191,000 214,331 254,500 174,560 142,920

Subtotal 222,965 557,739 257,615 194,560 152,920

Non-Operating 122 0 26,730 0 0 0415 369,517 343,226 373,258 347,961 344,413

Subtotal 369,517 369,956 373,258 347,961 344,413

Total 7,462,720 7,577,687 7,265,218 7,321,417 7,492,504


Administration 001 739,768 663,882 747,657 757,757 769,418

Public Recreation Board 001 2,989 1,691 2,700 0 0

Gainesville Chess Club 001 6,000 8,738 6,000 0 0

Aquatics 001 299,289 339,086 318,200 345,540 354,787122 35,000 71,994 35,000 29,283 34,799

Subtotal 334,289 411,080 353,200 374,823 389,586





FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006PLAN

EXPENDITURES BY ORGANIZATIONS: (cont'd)

Boys & Girls Club (1) 102 24,250 20,210 23,765 0 0

Pleasant Park Dev. 001 0 12,092 0 0 0102 0 1,571 0 0 0

Subtotal 0 13,663 0 0 0

Athletics 001 204,785 216,426 237,168 242,559 251,335122 103,000 120,329 103,000 121,826 123,388501 0 0 0 18,480 0

Subtotal 307,785 336,755 340,168 382,865 374,723

Porters Center 001 39,747 35,543 59,043 69,973 73,051

Centers 001 578,740 600,374 567,495 610,276 631,727122 40,000 37,728 40,000 44,000 44,000501 0 0 24,000 22,720 0

Subtotal 618,740 638,102 631,495 676,996 675,727

Cone Park 001 0 0 150,000 166,266 167,826

Playgrounds 001 218,660 244,781 224,035 228,132 234,300122 0 1,478 0 0 0

Subtotal 218,660 246,259 224,035 228,132 234,300

Pilot Programs 001 0 0 0 75,000 75,000

General Grounds 001 2,275,158 2,132,091 2,294,724 2,187,029 2,257,354327 0 200,990 0 0 0501 174,000 214,331 0 107,500 133,600

Subtotal 2,449,158 2,547,412 2,294,724 2,294,529 2,390,954

Ring Park 001 0 9,672 0 0 0

Beautification Board 001 5,255 8,543 5,805 0 0

Sidewalk Maintenance 001 85,431 61,901 0 0 0

Ironwood Golf Course 415 1,834,854 1,751,886 1,623,329 1,426,000 1,453,000

Nature Operations 001 360,991 417,206 378,966 401,070 413,731501 17,000 0 0 25,860 9,320

377,991 417,206 378,966 426,930 423,051

Environmental Programs 001 212,630 237,793 221,144 228,564 237,683

Greenway Projects 001 200,123 166,030 197,157 208,532 223,135

Nature Centers Comm. 001 5,050 1,321 6,030 5,050 5,050

Total 7,462,720 7,577,687 7,265,218 7,321,417 7,492,504

(1) FY05-06 CDBG funding for Boys and Girls Club is provided in the Community Development Department budget.



Agency: 850 Recreation and Parks


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN

PERSONAL SERVICES

Salaries & Wages 2,636,517 2,391,859 2,483,020 2,670,173 2,820,531Temporary Full & Part-Time 417,458 546,300 481,619 399,480 409,731Overtime - One and One-Half Rate 62,557 55,099 62,557 22,500 22,941Fringes 643,071 555,995 565,072 653,525 672,790


OPERATING EXPENSES

Non-Capital Equipment 3009 62,225 46,896 42,450 35,500 32,400Materials and Supplies 3010 494,459 652,365 480,084 441,537 448,257Office Supplies 3020 19,850 21,444 19,425 21,460 21,460Printing and Binding 3030 15,944 12,500 14,974 17,396 17,527Uniform Purchase Price 3040 24,160 20,309 18,060 42,268 43,291Telephone 3110 33,600 43,962 33,220 43,620 43,620T.R.S. Access 3115 33,358 34,857 33,358 34,000 34,000Postage 3120 8,400 6,023 7,290 8,521 8,521Advertising 3130 32,000 26,894 17,980 16,510 17,010Utilities - Electric, Water, Sewer 3140 291,700 289,737 292,045 305,545 305,545Gasoline, Oil & Grease 3150 52,532 57,992 53,232 64,237 72,625Local Travel 3200 7,900 6,522 5,900 9,635 9,635Travel & Training 3210 11,814 18,825 11,350 17,690 17,490Books & Films 3240 0 0 0 500 500Dues, Memberships & Pub. 3250 4,695 8,033 4,750 8,180 8,180Rental - Equipment 3420 9,150 9,925 6,161 14,695 14,695Rental - Building 3430 0 1,680 0 6,000 6,000Rental - Property 3440 0 7,808 0 0 0Insurance Premium 3510 392,000 392,000 409,100 404,972 404,732Indirect Costs 3590 125,209 127,713 125,209 132,872 135,530Miscellaneous 3910 32,023 32,273 107,723 14,004 13,610Workshops 3920 175 0 100 0 0Lease Expense 3940 0 0 0 45,000 45,000Professional Services 4110 27,854 41,679 27,854 34,231 35,231Other Contractual Services 4120 892,867 815,827 853,437 906,047 925,521Refuse Collection Fee 4151 5,500 837 0 0 0Parts - Motor Equipment 4200 5,000 184 200 500 500Fleet Variable 4210 160,110 124,265 162,050 130,730 130,730Fleet Fixed 4211 218,698 218,698 218,698 222,218 222,218Maint. of Office & Other Eqpt. 4220 33,362 40,178 32,362 34,550 34,550Maint. of Buildings and Imp. 4230 20,800 6,800 20,800 20,800 20,800Inventory Purchases 4300 50,000 0 0 0 0Interest Expense 5105 500 0 0 0 0Aid to Private Organizations 8200 20,500 13,153 44,265 0 0Other Grants and Aid 8900 24,250 25,210 0 0 0






Agency: 850 Recreation and Parks


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006PLAN



CAPITAL OUTLAY

Improve. Other than Bldgs. 6030 3,115 41,434 3,115 0 0Machinery & Equipment 6040 0 92,535 0 20,000 10,000Vehicles 6050 219,850 419,920 254,500 174,560 142,920


NON-OPERATING

Depreciation Expense 9030 150,000 123,709 150,000 124,000 122,000Transfer to Debt Service (226) 9911 0 0 4,100 4,626 2,413Transfer to F.F.G.F.C. of 1998 9969 219,517 219,517 219,158 219,335 220,000Transfer to Capital Proj. Fund 9980 0 26,730 0 0 0

NON-OPERATING TOTAL 369,517 369,956 373,258 347,961 344,413

TOTAL FOR AGENCY 850 7,462,720 7,577,687 7,265,218 7,321,417 7,492,504





Funding Sources 001 415 TOTAL 001 415 TOTAL 001 415 TOTAL 001 415 TOTALFTE FTE FTE FTE

TITLE

^Account Clerk 0 0 0 0 0 0 1 0 1 1 0 1Account Clerk II 1 0 1 1 0 1 0 0 0 0 0 0Aquatic Leader 2 0 2 2 0 2 2 0 2 2 0 2Aquatic Supervisor 1 0 1 1 0 1 1 0 1 1 0 1Arborist 1 0 1 1 0 1 1 0 1 1 0 1Athletics Supervisor 1 0 1 1 0 1 1 0 1 1 0 1Cemetery Coordinator 1 0 1 1 0 1 1 0 1 1 0 1Executive Asst. 0 0 0 1 0 1 1 0 1 1 0 1Executive Asst., Sr. 1 0 1 0 0 0 0 0 0 0 0 0^Food & Beverage Manager 0 1 1 0 1 1 0 0 0 0 0 0^General Const./Maint. Supv. 2 0 2 2 0 2 0 0 0 0 0 0Golf Cart Mechanic 0 0.75 0.75 0 0.75 0.75 0 0.75 0.75 0 0.75 0.75^Golf Course Attendant 0 3.5 3.5 0 3.5 3.5 0 3 3 0 3 3Golf Course Business Clerk 0 1 1 0 1 1 0 1 1 0 1 1^Golf Course Cook 0 1.25 1.25 0 1.25 1.25 0 0 0 0 0 0Golf Course Manager 0 1 1 0 1 1 0 1 1 0 1 1Habitat Naturalist 2 0 2 2 0 2 2 0 2 2 0 2Horticulturist 1 0 1 1 0 1 1 0 1 1 0 1Irrigation Mechanic 1 0 1 1 0 1 1 0 1 1 0 1Labor Crew Leader I 5 0 5 5 0 5 4 0 4 4 0 4Maintenance Worker I 18 0 18 18 0 18 13 0 13 13 0 13Maintenance Worker III 0 0 0 0 0 0 2 0 2 2 0 2Motor Equipment Oper. I 12 0 12 12 0 12 8 0 8 8 0 8Motor Equipment Oper. II 1 0 1 1 0 1 1 0 1 1 0 1Nature Assistant 2 0 2 2 0 2 2 0 2 2 0 2Nature Operations Manager 1 0 1 1 0 1 1 0 1 1 0 1^Operations Section Supv. 0 0 0 0 0 0 2 0 2 2 0 2Parks Manager 1 0 1 1 0 1 1 0 1 1 0 1Program Coord. 2 0 2 2 0 2 2 0 2 2 0 2Recreation & Parks Director 1 0 1 1 0 1 1 0 1 1 0 1^Recreation Aide I 3.5 0 3.5 3.5 0 3.5 4.5 0 4.5 4.5 0 4.5^Recreation Aide II 8 0 8 8 0 8 9 0 9 9 0 9^Recreation Leader 4 0 4 4 0 4 5 0 5 5 0 5Recreation Manager 1 0 1 1 0 1 1 0 1 1 0 1Recreation Supervisor 2 0 2 2 0 2 2 0 2 2 0 2Senior Staff Assistant 0 0 0 3 0 3 3 0 3 3 0 3Staff Assistant I 2 0 2 1 0 1 0 0 0 0 0 0Staff Assistant II 2 0 2 0 0 0 1 0 1 1 0 1

CITY OF GAINESVILLE






Funding Sources 001 415 TOTAL 001 415 TOTAL 001 415 TOTAL 001 415 TOTALFTE FTE FTE FTE

TITLETree Surgeon I 2 0 2 2 0 2 2 0 2 2 0 2Tree Surgeon II 2 0 2 2 0 2 2 0 2 2 0 2Tree Surgeon III 1 0 1 1 0 1 1 0 1 1 0 1Urban Forester 1 0 1 1 0 1 1 0 1 1 0 1

TOTAL 85.5 8.5 94.0 85.5 8.5 94.0 80.5 5.75 86.25 80.5 5.75 86.25


Fund Descriptions:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement415 - Ironwood Golf Course Enterprise Fund




ADOPTEDFY 2006PLAN

Top Dresser 10,000 0 Wellness Equipment for Centers 10,000 10,000


CAPITAL EQUIPMENT

Vehicles 174,560 142,920



FUNDING SOURCES

001 General Fund 10,000 0 122 Recreation Programs Fund 10,000 10,000 501 Fleet Fund 174,560 142,920



CAPITAL PROGRAM


ADMINISTRATIVE SERVICESPROGRAM/SERVICES CHART

Program ChangesReorganize Small Business Development within theFinance and Economic Development Departments

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Internal Support Services Coordination- Computer Services- Finance- Fleet Management- Office of Management and Budget- Risk Management

Proactive Strategic Financial PlanningInterest-Based Bargaining TeamParticipation

Special Studies and ProjectsLeadership General Government andLeadership Society Sponsorships

� Full System Utilization

ADMINISTRATIVE SERVICESFY 2005 ADOPTED ORGANIZATION CHART

Total Employees - 2

Administration (7010)ADMINISTRATIVE SERVICES

DIRECTOR (1)

Administration (7010)ADMINISTRATIVE SERVICES

DIRECTOR (1)

Computer ServicesDepartment

Personnel ChangesDelete Small Business Development

Office of Management& Budget

Sr. Exec. Assistant (1)

Risk ManagementDepartment

Fleet ManagementDepartment

FinanceDepartment

� Program Plans for each individual Department can be foundbehind each Departmental tab.





FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 182,547 186,289 192,123 188,636 196,548Disability Pension 605 0 0 0 3,307 3,477

Total 182,547 186,289 192,123 191,943 200,025

POSITIONS: 001 2.0 2.0 2.0 1.97 1.97605 0.0 0.0 0.0 0.03 0.03

Total 2.0 2.0 2.0 2.00 2.00


Personal Services 001 166,368 168,143 177,158 176,479 184,535605 0 0 0 3,307 3,477

Subtotal 166,368 168,143 177,158 179,786 188,012


Total 182,547 186,289 192,123 191,943 200,025


Administration 001 182,547 186,289 192,123 188,636 196,548605 0 0 0 3,307 3,477

Total 182,547 186,289 192,123 191,943 200,025





Agency: 700 Administrative Services


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries& Wages 136,670 138,405 145,612 153,315 160,935Fringe Benefits 29,698 29,738 31,546 26,471 27,077


OPERATING EXPENSES

Materials and Supplies 3010 800 0 800 500 500Office Supplies 3020 1,000 2,986 1,000 1,500 1,500Printing and Binding 3030 200 40 200 200 200Telephone 3110 600 231 600 400 400Postage 3120 200 44 200 100 100Travel & Training 3210 2,000 1,074 2,000 1,815 1,815Books & Films 3240 200 80 200 200 200Dues, Memberships & Pub. 3250 800 642 800 700 700Rental - Equipment 3420 1,200 1,785 1,200 1,800 1,800Insurance Premiums 3510 5,000 5,000 5,250 2,442 2,298Miscellaneous 3910 4,179 6,264 2,715 2,500 2,500


TOTAL FOR AGENCY 700 182,547 186,289 192,123 191,943 200,025





Funding Source 001 TOTAL 001 TOTAL 001 PENS TOTAL 001 PENS TOTALFTE FTE FTE FTE

TITLE

Administrative Services Dir. 1 1 1 1 0.97 0.03 1 0.97 0.03 1Executive Assistant, Sr. 1 1 1 1 1.0 0.0 1 1 0 1

TOTAL 2 2 2 2 1.97 0.03 2 1.97 0.03 2

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Disability Pension, Police Officers 415 - Ironwood Golf Course Enterprise Fund and Firefighters Retirement

CITY OF GAINESVILLE



COMPUTER SERVICESPROGRAM/SERVICES CHART

Program ChangesNone

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Coordination of Long-range Planning withGainesville Regional UtilitiesImplementation of Organization-Wide SoftwareApplication SystemsContractual ManagementProject ManagementSoftware MaintenanceHardware MaintenancePC/Mainframe IntegrationProgram DevelopmentWeb Development and Support

COMPUTER SERVICESFY 2005 ADOPTED ORGANIZATION CHART


Administration (7610)COMPUTER SERVICES

DIRECTOR (1)

Administration (7610)COMPUTER SERVICES

DIRECTOR (1)

Staff Assistant Senior (1)User ApplicationCoordinator (1)

Personnel Changes

^^Delete Systems Analyst (1)

Add Systems Programmer (1)

Progression-thru-training position^Changes made during FY 2004�

^Computer SystemsProgrammer (5)

�Support Specialist (0)

�Support Analyst (3)^Systems Analyst (4)

User Support Technician II (1)

__________________________________________________________________ CITY OF ________________ GAINESVILLE

___________________ FY 2004-2005/2005-2006 FINANCIAL_______________________________________ AND OPERATING PLAN

COMPUTER SERVICES

Mission Statement The Computer Services Department is committed to providing high-quality management information services through the use of innovative technologies comprised of an integrated network, user-friendly applications, and state-of-the-art technology - supported by a highly trained technical support staff.

Goals The major goals of the Computer Services Department for fiscal years 2005 and 2006 are to:

• Add new functional capabilities to those now available to users. Coordinate these changes with GRU to ensure the highest-level of network and product integration between General Government and GRU.

• Expand customer access to the General Government network.

• Ensure continued compliance with automation standards. This will include oversight of the purchasing of computer-related items to guarantee the highest level of conformity and compatibility, and random and directed computer audits to insure compliance with General Government’s established policies.

• Continued support and improvement of applications used by our customers.

Objectives The objectives for the Computer Services Department for fiscal years 2005 and 2006 are to:

• Improve data extract capabilities to the Finance and HR-Payroll systems by integrating these new systems with our existing in-house written reporting systems by September 2005.

• Expand the functional capabilities of the MBE/2000 application system by adding additional reporting capabilities, and integrating it with our new HR-Payroll and Finance systems, ongoing.

• Expand the document management solution by automating some of the Finance Department record keeping methodologies by March 2005.

• Provide ongoing support to our customers by replacing 150 PCs by September 2005 and by September 2006.

• Continued support and improvement of the Finance and HR-Payroll subsystems for FY 2005 and FY 2006. Complete the HR-Payroll system and Employee Self Service modules by February 2005.

• Prototype an e-commerce payment system for on-line payment processing by September 2006.

• Replace existing Fleet 5th Avenue and RTS network equipment by September 2005.

• Continue upgrades to PC and server hardware during FY 2005 and FY 2006.

• Upgrade to most current version of Outlook and Exchange by September 2005.



Service Initiatives The service initiatives for the Computer Services Department for fiscal years 2005 and FY 2006 are to:

Computer Systems Support

• Continued upgrade of General Government’s microcomputers to the latest versions of MS Office/2000 and MS Windows/2000, as well as applying all related software patches. Develop and maintain an accurate database of PC hardware. Improve the quality of PC support by reducing the ratio of PCs-to-Technician.

• Improve network response time through improvements of the network. This will include replacing older network gear with products that can support a greater network workload. This will prove important when GIS - and possibly, document management - are more widely used.

• Continued expansion of MS/Access use and further development of standard report extracts that sit upon Microsoft’s SQL/Server.

• Migrate client and servers to new Active Directory domain (GG) that are Win/2000 and Win/2003 compatible. Continue to replace older Windows NT servers with newer Windows/2000 units. Upgrade backup server software to improve our existing backup times. Consolidate servers where possible. Review and revise automation procedures.

• Continue to address the process in which microcomputers are purchased to ensure that all purchases are identified through an appropriate needs/request process.

Information Systems Planning Committee

• Develop an Information Systems Plan addressing General Government’s long-term automation needs.

Year-2000 Compliance

• Continue system evaluations to ensure the highest level of Y2K systems compliance.

Human Resources/ Payroll

• Establish new backup and reporting methodologies for the new version of AHRS. Build new application interfaces to work with new HR-Payroll system implemented in FY 2004. Rewrite all applications that existed in AMS Afin 2.x to now work in Afin 3.x. Implement upgraded version of Employee Self Services

Finance

• Improve data extracts to give user departments a wider range of data. Expand the MBE/2000 per direction of the MBE subcommittee and integrate with new Afin 3.x system. Interface Works Visa with general ledger. Establish integration between existing applications and AMS’ new Afin 3.x system. Evaluate possible E-Commerce solution for web-based payments.

Improved Data Extraction and Retrieval

• Improve our ability to extract data from the Finance and HR-Payroll databases, as well as expanding the number of predefined reports available to users.

• Work with departments to identify a document imaging solution that, if purchased, will provide on-line access to users.

Internet & Web Services

• Begin the development of an intranet for City employees to use.


The Long-Range Goals for the Computer Services Department are to:

• Achieve full compliance with Year-2000 issues.



• Continue to adjust the Information Systems Plan (ISP) to adapt to the changing needs of the organization. The ISP will identify long-term funding issues related to hardware and software maintenance charges, improvements to our mainframe systems and network to accommodate a growing customer base, microcomputer upgrades, printer replacements, and more.

• Improve the quality of microcomputer support by reducing the ratio of microcomputers-to-service technicians. Continue to incorporate into new system purchases established warranties with local vendors.

• Improve electronic communication between General Government and GRU’s users.

• Bring oversight for all General Government automation efforts under the auspices of the Computer Services Department.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Number of calls for service 8,300 8,000 8,000 7,000 7,000

Number of networked computers 580 675 600 714 724

Number of Outlook accounts 1100 960 1100 970 980

Number of Teamlinks Accounts N/A N/A N/A N/A N/A

New PCs added to the network 20 50 0 10 10

Number of network printers 170 135 170 140 140

Average network up-time 99.99% 99.99% 99.99% 99.99% 99.99%

Number of servers supported 45 42 49 52 52

Computer Services



_____________________________________________________________ CITY OF _____________________________ GAINESVILLE

Computer Services



FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 2,006,117 1,947,906 2,069,278 2,110,277 2,214,252Fleet Replacement 501 0 0 24,000 19,000 0

Total 2,006,117 1,947,906 2,093,278 2,129,277 2,214,252

POSITIONS: 001 15.0 16.0 16.0 16.0 16.0


Personal Serv. 001 917,368 921,351 1,018,130 1,113,095 1,173,537

Operating Exp. 001 938,749 876,051 901,148 847,182 890,715

Capital 001 150,000 150,504 150,000 150,000 150,000501 0 0 24,000 19,000 0

Subtotal 150,000 150,504 174,000 169,000 150,000

Total 2,006,117 1,947,906 2,093,278 2,129,277 2,214,252


Administration 001 2,006,117 1,947,906 2,069,278 2,110,277 2,214,252501 0 0 24,000 19,000 0

Total 2,006,117 1,947,906 2,093,278 2,129,277 2,214,252





Agency: 760 Computer Services

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

PERSONAL SERVICES


PERSONAL SERVICES TOTAL 917,368 921,351 1,018,130 1,113,095 1,173,537

OPERATING EXPENSES

Materials and Supplies 3010 18,000 17,817 17,000 17,000 17,000Computer Purchases 3018 24,000 25,770 24,000 24,000 24,000Office Supplies 3020 3,000 3,109 3,000 3,000 3,000Printing and Binding 3030 200 73 200 200 200Telephone 3110 14,000 12,143 14,000 14,000 14,000Postage 3120 400 52 400 400 400Gas, Oil, and Grease 3150 107 164 109 200 200Travel & Training 3210 20,000 15,259 20,000 20,000 20,000Books & Films 3240 2,500 1,464 2,500 2,500 2,500Dues, Memberships & Pub. 3250 500 211 500 500 500Employee Training 3260 0 6,036 0 0 0Rental of Equipment 3420 2,500 1,907 2,500 2,500 2,500Insurance Premiums 3510 34,000 34,000 35,700 18,288 17,196Professional Services 4110 0 0 0 10,000 10,000Other Contractual Services 4120 350,210 340,711 345,024 339,475 346,675Fleet Service Costs-Variable 4210 400 149 408 420 420Fleet Service Costs-Fixed 4211 2,557 2,557 2,557 2,599 2,599Maint. of Office & Other Eqpt. 4220 466,375 414,629 433,250 392,100 429,525


CAPITAL OUTLAY

Machinery & Equipment 6040 150,000 150,504 150,000 150,000 150,000Vehicles 6050 0 0 24,000 19,000 0


TOTAL FOR AGENCY 760 2,006,117 1,947,906 2,093,278 2,129,277 2,214,252



Computer Services



TITLE

Computer Services Director 1 1 1 1 1 1 1 1^Computer Systems Programmer 2 2 4 4 5 5 5 5Programmer Analyst 1 1 0 0 0 0 0 0Staff Assistant Senior 0 0 1 1 1 1 1 1Staff Assistant I 1 1 0 0 0 0 0 0Systems Analyst 4 4 4 4 4 4 4 4^Systems Analyst-Web Master 1 1 1 1 0 0 0 0User Application Coord. 1 1 1 1 1 1 1 1

User Support Analyst 1 1 3 3 3 3 3 3User Support Specialist 2 2 0 0 0 0 0 0

User Support Tech. II 1 1 1 1 1 1 1 1

TOTAL 15 15 16 16 16 16 16 16

Progression-thru-training position^Changes made during FY 2004


CITY OF GAINESVILLE




Computer Services

CAPITAL PROGRAM


FY 2006 PLAN

PC Replacements/Repairs 150,000 150,000


CAPITAL EQUIPMENT

Vehicles 19,000 0

SUBTOTAL CAPITAL EQUIPMENT 19,000 0


FUNDING SOURCES

General Fund 169,000 150,000



FINANCEPROGRAM/SERVICES CHART

ADMINISTRATION� Debt Management

PURCHASING

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Commodity & ContractualPurchasingProcurement CardAdministration

REVENUE RECOVERY

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Revenue Contract ReviewRevenue Management &AnalysisRevenue LegislationLiaison & NegotiationRevenue AuditFinancial Analysis

PENSION & INVESTMENTS�

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Monitoring investmentmanagersPension investment reportingCoordination of actuarialvaluationsAdministration of operatingportfolio

CONSOLIDATEDBOARD OFTRUSTEES

Program ChangesAdd Small & Minority BusinessComponent

PENSIONREVIEW

COMMITTEE

ACCOUNTING

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General AccountingInternal & ExternalFinancial Reporting

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Property ControlGrants Accounting

TREASURY

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Systems Training &

Reporting

Cash Management

Revenue Collections

Special Assessments

Accounts Receivable

Cemetery Administration

Occupational Licenses

Payroll/Payables

Mail Services

Landlord Permits

Home Occupation Permits

GENERAL PLANBOARD OFTRUSTEES

SMALL & MINORITYBUSINESS

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Monitor City Spending withQualified Local Small &Minority businessesReviewing vendor proposalsfor program compliance


Account Clerk, Sr. (1)

Purchasing (7790)

Manager (1)

Accounting (7780)Manager (1)

Billing & Collections (7770)Âccount Clerk (4)

Âccount Clerk, Sr. (1)Clerk (0.5)

Customer Relations Supervisor (1)^Customer Accounts Rep (2)Financial Services Coord. (1)

Field Collector (2)

^

Accountant II (2)

Account Clerk (1)Âccount Clerk (2)

Sr.Accounting Supervisor (1)^Clerk (0.5)Grants Fiscal Coordinator (1)

Property ControlSr. Property ControlSpecialist (1)

Accounts Payables (7772)/Payroll (7773)

^*Account Clerk (4)^Clerk (1)

Financial Services Coord. (1)

Mail Services (7771)Mail Services Clerk (2)

Buyer (1)Buyer

Sr. Buyer (2)Assistant (1)

Personnel Changes

^

^

Add SMB Procurement Program Coordinator (1)Reclassify Account Clerk III (8) toAccount Clerk (8)

^Reclassify Account Clerk II (2) toAccount Clerk (2)^Reclassify Account Clerk II (2) toCustomer Accounts Rep. (2)^Reclassify Account Clerk I (2) toClerk (2)Delete Management Analyst (2)

Âdd Management Analyst, Sr. (1)Âdd Treasury & Investment Coord. (1)

Administration (7710)FINANCE DIRECTOR (1)

Administration (7710)FINANCE DIRECTOR (1)

*Account Clerk (1) funded from various sources

Revenue Recovery (7775)Revenue Recovery Specialist (1)

Staff Assistant I (0.5)

FINANCEFY 2005 ADOPTED ORGANIZATION CHART


Systems Training (7776 )^Management Analyst, Sr. (1)

Training & Dev. Spec. (1)

Treasury (7770)Manager (1)

Executive Assistant (1)Investment Analyst (1)

^Treasury & InvestmentCoord. (1)

Pension & Investments(7777 )

Treasury Supervisor (1)

Local Small & Minority BusinessSMB Procurement Program Coord. (1)

_______________________________________________________________________ CITY OF ___________________ GAINESVILLE

______________ FY 2004-2005/2005-2006 FINANCIAL_________________________________________ AND OPERATING PLAN

FINANCE Mission Statement We pledge to safeguard the taxpayers’ assets and provide quality service in a courteous and

professional manner demonstrated through high ethical standards to our customers whose accounts and relationships we treasure.

Goals The major goals of the Finance Department for FY’s 2005/2006 are to:

• Preserve capital, maintain liquidity and maximize investment yield within risk parameters established by investment policy.

• Communicate timely and accurate financial information to the City Commission,

management, operating departments, financial community and to the residents of Gainesville.

• Produce timely and accurate payroll and tax information to our employees and retirees.

• Fully utilize the City’s web based financial and Human Resources Management system.

• Pay vendors/individuals for goods and services in a timely manner. • Enhance customer relations. • Assist user departments in the acquisition of those goods and services essential to their

operation. • Maintain a financial and accounting reporting system that is in compliance with all federal,

state and local requirements. • Plan for the City’s future financial needs e.g. capital projects.

• Add value to the City’s procurement of required commodities and services

• Explore cooperative purchasing opportunities

• Administer the City’s Local Minority and Local Small Business Procurement Program and increase the City’s spending with qualified local minority and small businesses.

Objectives The objectives for the Finance Department for FY’s 2005/2006 are to:

• Access capital markets in a cost-effective manner to fund City capital projects

• Implement the new Human Resources Management system.

• Develop formal training manuals for all City web based software products.

• Develop and implement ongoing training sessions for the users of the Human Resources Management system.

• Develop comprehensive desk manuals for the Treasury Division.

• Develop electric utility franchise fee language.

• Continue work closely with local, federal, and state representatives regarding issues impacting minority and small businesses.

• Utilize newly developed cash flow forecasting model.

• Continue ongoing training sessions for the users of the Advanced Government Financial System (AFIN).



• Perform financial analyses that will assist the City in financial and operating decisions.

• Review of major revenue remitters’ records for compliance with tax laws.

• Provide enhanced purchasing service to internal customers, utilizing departmental surveys.

• Expand direct deposit for active and retiree payrolls.

• Review and enhance current system reporting capabilities.

• Develop benefit statements for employees.

• Review on an ongoing basis proposed federal and state laws that might negatively impact local government revenues.

• Implement external active management of retiree health funds.

• Provide enhanced internal financial information to management and departments through comparative quarterly financial statements.

• Develop a comprehensive debt policy. Service Initiatives The service initiatives for the Finance Department for FY’s 2005/2006 are to: Staff Training • Continue recurring financial system training for operating departments.

• Develop and implement training on new Human Resource/payroll system.

• Continue the development of user- oriented reports for operating departments.

Revenue Recovery • Review of larger telecommunications service providers.

• Monitor cable franchise agreement.

• Review the annual rate filings of Cox Communications and research Federal Communications Commission Rules and Regulations necessary for the City to carry out its regulatory function.

• Prepare revenue manual.

• Establish arbitrage rebate measurement system.

System Projects • Continue to refine automated financial information system, version 3X.

• Conversion to 3X for Human Resources Management System.

• Implementation of electronic distribution of direct deposit paycheck data.

Labor Negotiations Participate in General Employee Pension Plan and Consolidated Pension Plan bargaining.

Pension Implementation of pension changes as determined through legislative changes and/or bargaining processes.

Purchasing • Expand utilization and monitoring of procurement card program.

• Implement performance based bidding & contracting.

• Interface procurement card spending with automated financial information system to automate posting of expenditures to general ledger.

Accounting

• Prepare quarterly and annual management and financial reports.

• Continue compliance with provisions of Governmental Accounting Standards Board Statement No. 34 and updated standards.

• Place Comprehensive Annual Financial Report on-line.



Small Business

Work in concert with City Departments to develop and implement strategies to increase spending with qualified local minority and local small businesses and to report spending trends.


The Long-Range Goals for the Finance Department are to: • Improve financial reporting by making all reports user-friendlier. • Work to improve the bond rating of General Government through prudent financial

practices. • Participate in the development of capital planning strategies for General Government. • Improve inter-governmental relations with Alachua County, University of Florida and the

School Board to work together toward a common benefit. • Develop and implement ongoing training to user departments on Finance Department

processes and the financial system. • Develop and implement e-commerce capability.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Billing & Collection:Number of Unlicensed Businesses Contacted 2,300 2,282 2,326 2,400 2,475Percent of Amount from Businesses Billed/Collected 95% 95% 95% 95% 95%

Number of Misc. Permits/Certificates Issued 5,850 4,635 5,375 5,555 5,670

Number of Cashier Transactions 59,000 63,683 64,000 64,500 65,000

Number of Invoices Sent 3,100 2,076 2,100 2,125 2,150

Amount Received from Invoices Sent -- $9,519,677 $9,535,600 $9,550,600 $9,565,600

Number of Customers Handled 34,500 39,900 41,100 41,500 42,000

Number of Parking Citations Paid -- 18,888 15,303 19,000 19,500

Number of Citations Issued -- 21,559 14,560 22,000 22,500

Amount received from Parking Citations Issued -- $310,914 $300,560 $315,000 $330,000

Number of Occupational Licenses -- 5,983 6,071 6,250 6,400

Amount of Occupational Tax Collected -- $869,123 $981,129 $985,000 $988,000

Mailroom:Pieces of Mail Processed (Not inter-office) 816,000 750,000 760,000 770,000 780,000

Pieces of Metered Mail Handled -- 185,000 195,000 204,000 214,000

Payroll/Accounts Payable:Number of Payroll Checks Processed 67,524 68,393 68,400 68,700 68,900

Number of Vendor Checks Processed 15,300 9,604 9,600 9,500 9,500

Number of Invoices Processed 43,860 42,500 43,000 43,000 43,000

Number of Customers Served Per Check 7,140 7,000 7,000 7,000 7,000

Cash Management:Bank Accounts Managed 11 11 13 12 12

Wire Transfers Completed/Book Transfers -- 600 600 600 600

Surplus Funds Invested -- $65,000,000 $65,000,000 $70,000,000 $70,000,000

Average Return on Invested Surplus Funds 6.00% 4.51% 4.10% 5.00% 5.00%

Average Number of Investments Held 70 41 33 20 20

Number of Investment Transactions - Purchases & Sales -- 143 20 30 30

Special Projects, Surveys & Reports Completed 32 31 33 35 35

Finance





FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Pension: General Pension Plan Investment Performance 9.25% 20.40% 12.00% 9.25% 9.25%

Consolidated Pension Plan Investment Performance 8.50% 22.90% 12.00% 8.50% 8.50%

Disability Plan Investment Performance 9.25% 4.51% 4.10% 7.50% 9.00%

Special Projects, Surveys & Reports Completed 63 72 75 75 75

Valuation & GASB Data Prepared and Accepted 4 3 6 3 6

Annual State Police & Fire Reports Accepted 1 1 1 1 1

Contracts Negotiated 6 5 10 6 6

Accounting:

Number of Journal Entries Prepared & Posted (1) 57,800 13,500 15,000 15,300 15,500

Number of Special Projects Completed per Accountant 46 50 47 54 54

Number of Grant Reports Issued per Accountant 49 82 50 70 70

Number of Assets Sold at Auction 2,600 2,577 2,650 2,650 2,550

Award for Outstanding Achievement in Popular Annual Fiscal Reporting from GFOA (2) 1 1 1 1 1

Award of Certificate of Achievement for Excellence in Financial Reporting from GFOA (2)

1 1 1 1 1

(1) Includes automated payroll journal vouchers

(2) All years are projected based on prior year’s awards

Purchasing:Dollar Volume of Purchases Processed $32,308,512 $58,751,424 $33,000,000 $33,000,000 $33,000,000

Purchase Orders Issued 421 354 350 350 350

Formal Bids/ RFPs/RFQs 43 36 45 45 45

Contracts Processed 498 236 400 400 400

PDs/PDQs issued -- 6,307 5,000 5,000 5,000

Procurement card dollar spending $1,694,605 $2,240,454 $2,500,000 $3,000,000 $3,000,000

3,100,000 $3,111,000 $3,200,000 $3,200,000 $3,300,000

Businesses Qualified * 350 46 375 30 30

Businesses Re-qualified * 125 20 150 45 45

City General Government Spending with Qualified Local Minority and Small Businesses *




FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Revenue Recovery:Management Analyses Performed 8 N/A 8 12 12

State Legislative Bills Lobbied and/or Negotiated 4 N/A 6 5 5

Cable Rate Studies Conducted -- N/A 1 1 1

Master Ordinances Drafted & Negotiated -- N/A 1 2 1

Cable Complaints Resolved -- N/A 26 30 34

Revenue Contracts Reviewed/Revised -- N/A 60 60 60

* Prior to FY05, these performance measures were tracked by the Small Business Development Department.





FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCES:

General Fund 001 2,287,957 2,200,808 2,362,027 2,469,995 2,591,661Fleet Fund 501 0 0 0 19,000 0Retiree Health Ins 507 2,865 2,334 2,387 2,703 2,835General Pension 604 164,756 159,281 178,031 183,214 188,392Disability Pension 605 5,729 4,654 5,993 21,967 23,070Consolidated Pension 607,608 94,600 91,622 98,902 101,568 106,310

Total 2,555,907 2,458,699 2,647,340 2,798,447 2,912,268

POSITIONS: 001 41.25 39.45 39.45 40.27 40.27507 0.05 0.05 0.05 0.05 0.05

4.20 5.00 5.00 5.18 5.18

Total 45.50 44.50 44.50 45.50 45.50


Personal Services 001 1,773,609 1,729,024 1,806,115 1,961,469 2,073,664507 2,865 2,334 2,387 2,703 2,835604 164,756 159,281 172,294 176,737 185,014605 5,729 4,654 5,993 21,967 23,070

607,608 94,600 91,622 98,902 101,568 106,310Subtotal 2,041,559 1,986,915 2,085,691 2,264,444 2,390,893


Capital 001 0 0 18,157 0 0501 0 0 0 19,000 0

Subtotal 0 0 18,157 19,000 0

Non-Operating 604 0 0 5,737 6,477 3,378

Total 2,555,907 2,458,699 2,647,340 2,798,447 2,912,268


Administration 001 244,564 241,979 286,721 236,781 239,925

Mail Services 001 56,886 57,368 56,320 54,466 59,083501 0 0 0 19,000 0

Subtotal 56,886 57,368 56,320 73,466 59,083

Accounts Payable 001 38,989 38,711 40,799 42,807 44,580

Payroll 001 167,818 171,180 172,052 191,050 199,534

Accounting 001 546,758 526,260 574,450 612,226 644,157

Finance

604,605,607,608

_____________ FY2004-2005/2005-2006 FINANCIAL ___________________________________________________ AND OPERATING PLAN



FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN


Purchasing 001 368,937 317,397 302,408 371,541 390,552

Revenue Recovery 001 118,391 131,805 118,261 129,243 134,089

Treasury 001 745,614 716,108 811,016 205,499 222,378

Billing & Collection 001 0 0 0 505,629 530,446

System Training 001 0 0 0 120,753 126,917

Finance-Pension 507 2,865 2,334 2,387 2,703 2,835604 164,756 159,281 178,031 183,214 188,392605 5,729 4,654 5,993 21,967 23,070

607,608 94,600 91,622 98,902 101,568 106,310Subtotal 267,950 257,891 285,313 309,452 320,607

Total 2,555,907 2,458,699 2,647,340 2,798,447 2,912,268

NOTE:

Duties and Responsibilities of the former Small Business Development Department related to City purchasing has been reassigned to the Finance Department.



Agency: 770 Finance


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 1,697,392 1,660,721 1,742,961 1,880,353 1,992,670Overtime-One and One-Half Rate 2,034 8,590 2,034 2,034 2,095Fringe Benefits 342,133 317,604 340,696 382,057 396,128


OPERATING EXPENSES

Onetime Expense 3009 5,126 18,950 2,573 5,600 4,450Materials and Supplies 3010 7,181 3,703 7,181 8,200 11,700Office Supplies 3020 14,510 20,385 14,510 15,000 15,000Printing and Binding 3030 39,149 33,718 39,149 42,650 42,650Telephone 3110 8,200 3,898 8,200 8,200 8,200Postage 3120 29,680 34,232 29,680 37,200 38,350Tangible Property Tax 3121 9,678 8,950 9,678 9,650 9,650Advertising 3130 1,375 547 1,375 1,350 1,350Gasoline, Oil & Grease 3150 1,243 1,047 1,243 1,250 1,250Local Travel 3200 225 0 225 1,250 1,250Travel & Training 3210 22,950 22,941 22,950 25,450 25,450Books & Films 3240 2,150 345 2,150 2,650 2,650Dues, Memberships & Pub. 3250 7,655 6,989 7,655 7,950 7,950Insurance Premiums 3510 86,000 86,000 90,300 59,976 58,176Agency Fees 3550 0 804 0 600 600Miscellaneous 3910 0 876 0 0 0Professional Services 4110 127,410 11,601 149,070 175,100 175,100Other Contractual Services 4120 146,259 204,381 146,259 100,700 108,471Fleet Service Cost - Variable 4210 900 7,073 900 900 900Fleet Service Cost - Fixed 4211 2,307 2,307 2,307 2,300 2,300Maint. of Office & Other Eqpt. 4220 1,850 627 1,850 2,050 2,050Maint. Bldg and Improvements 4230 0 2,410 0 0 0Penalties and Interest 5104 500 0 500 500 500


CAPITAL OUTLAY

Machinery & Equipment 6040 0 0 18,157 0 0Vehicles 6050 0 0 0 19,000 0

CAPITAL OUTLAY TOTAL 0 0 18,157 19,000 0

NON-OPERATING

T/T-POB of 2003 (226) 9911 0 0 5,737 6,477 3,378

NON-OPERATING TOTAL 0 0 5,737 6,477 3,378

TOTAL FOR AGENCY 770 2,555,907 2,458,699 2,647,340 2,798,447 2,912,268





Finance


Funding Source 001 507 PENS TOTAL 001 507 PENS TOTAL 001 507 PENS TOTAL 001 507 PENS TOTALFTE FTE FTE FTE

TITLE

Âccount Clerk 0 0 0 0 0 0 0 0 9 0 1 10 9 0 1 10Âccount Clerk I 2 0 0 2 2 0 0 2 0 0 0 0 0 0 0 0Âccount Clerk II 4 0 0 4 4 0 0 4 0 0 0 0 0 0 0 0Âccount Clerk III 8 0 1 9 7 0 1 8 0 0 0 0 0 0 0 0Âccount Clerk, Sr. 2 0 0 2 2 0 0 2 1.79 0 0.21 2 1.79 0 0.21 2^=Accountant II 2 0 0 2 2 0 0 2 2 0 0 2 2 0 0 2Accounting Manager 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Accounting Supv. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Buyer 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Buyer II 2 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0Buyer, Assistant 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Buyer, Sr. 1 0 0 1 2 0 0 2 2 0 0 2 2 0 0 2^Clerk 0 0 0 0 0 0 0 0 2 0 0 2 2 0 0 2^Customer Accts Rep. 0 0 0 0 0 0 0 0 2 0 0 2 2 0 0 2Customer Rel. Supv. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Executive Assistant 0 0 0 0 0 0 1 1 0 0 1 1 0 0 1 1Field Collector 2 0 0 2 2 0 0 2 2 0 0 2 2 0 0 2Finance Director 1 0 0 1 0.65 0 0.35 1 0.59 0 0.41 1 0.59 0 0.41 1^Financial Svcs Coord. 0 0 0 0 2 0 0 2 3 0 0 3 3 0 0 3Grants Fiscal Coord. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Investment Analyst 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1Mail Services Clerk 2 0 0 2 2 0 0 2 2 0 0 2 2 0 0 2^Management Analyst 1 0.05 0.95 2 1 0.05 0.95 2 0 0 0 0 0 0 0 0^Management Analyst, Sr. 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1Office Assistant 0.5 0 0 0.5 0 0 0 0 0 0 0 0 0 0 0 0Payroll/Payables Coord. 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0Prop. Control Spec. 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0Prop. Control Spec., Sr. 0 0 0 0 1 0 0 1 1 0 0 1 1 0 0 1Purchasing Clerk 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0Purchasing Manager 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1Revenue Recovery Spec. 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1SMB Proc. Prog. Coord. 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1Staff Assistant, Senior 0.85 0 0.15 1 0.8 0 0.2 1 0 0 0 0 0 0 0 0Staff Assistant I 0 0 0 0 0.5 0 0 0.5 0.5 0 0 0.5 0.5 0 0 0.5Staff Assistant II 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0Training/Dev. Specialist 0 0 0 0 1 0 0 1 1 0 0 1 1 0 0 1^Treasury/Invest. Coord. 0 0 0 0 0 0 0 0 0 0.05 0.95 1 0 0.05 0.95 1Treasury Manager 1 0 0 1 0.75 0 0.25 1 0.7 0 0.3 1 0.7 0 0.3 1Treasury Supv. 0.9 0 0.1 1 0.75 0 0.25 1 0.69 0 0.31 1 0.69 0 0.31 1

TOTAL 41.25 0.05 4.2 45.5 39.45 0.05 5.0 44.5 40.27 0.05 5.18 45.5 40.27 0.05 5.18 45.5


CITY OF GAINESVILLE




Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund 507 - Retiree Health Ins. Fund415 - Ironwood Golf Course Enterprise Fund PENS - General Pension, Police Officers and Firefighters Retirement



Finance

CAPITAL PROGRAM


FY 2006 PLAN

Vehicle 19,000 0

SUBTOTAL CAPITAL OUTLAY 19,000 0

TOTAL CAPITAL PROGRAM 19,000 0

FUNDING SOURCES

Fleet Replacement Fund 19,000 0

TOTAL FUNDING SOURCES 19,000 0


FLEET MANAGEMENTPROGRAM/SERVICES CHART

Program ChangesNone

ADMINISTRATION

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SupervisionCoordinationPlanningContract ManagementVehicle/Equipment Specifications/ProcurementStandards & PerformanceBillingsAccountabilityBudgetingTrainingSafetyQuality ControlPM SchedulingEnvironmental ComplianceFuel ProcurementReports ProvisionFleet Replacement Fund

39th AVENUEGARAGE

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Preventative MaintenanceSafetyRepairsModificationsTowingEnvironmental ComplianceField ServicesAfter Hours ServiceWarranty

FLEET SUPPORTSERVICES

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Fuel ProcurementInventory ControlParts ProcurementPayablesSafetyCustomer Service

5th AVENUEGARAGE

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Preventative MaintenanceSafetyRepairsModificationsTowingEnvironmental ComplianceField ServicesAfter Hours ServiceWarranty

FLEET MANAGEMENTFY 2005 ADOPTED ORGANIZATION CHART


Administration (8410)FLEET MANAGEMENT

DIRECTOR (1)

Administration (8410)FLEET MANAGEMENT

DIRECTOR (1)


Operations (8420)Fleet Operations

Manager (1)

5th AVE GARAGEFleet Mechanic II (7)Fleet Mechanic I (1)

39TH AVE GARAGE>Fleet Mechanic II (7)Fleet Mechanic I (2)

SPRING HILL GARAGEFleet Mechanic II (2)

Fleet Analyst (1)


Personnel Changes^Delete Support Services Supervisor (1)^Add Account Clerk (1)

Trainer (1)

^Account Clerk (1)Fleet Support Specialist (4)

^Changes made during FY 2004>Underfilling Fleet Mechanic II (1.0) as Vehicle Service Attendant (1.0)



FLEET MANAGEMENT

Mission Statement We will provide courteous and quality services to our customers in a manner that will allow for safe and maximum utilization of the “right” vehicle/equipment at a minimal cost.

Goals The major goals for Fleet Management during FY’s 2005/2006 are to:

• Control labor rate

• Improve Communications between Fleet & Customers

• Get Fleet Personnel to work smarter

• Reduce Paint & Body repair process time

• Expedite warranty repairs for medium/heavy duty trucks

Objectives The major objectives for Fleet Management during FY’s 2005/2006 are to:

• Centralize garage functions by expanding 39th avenue garage

• Establish Intranet to transfer real time data and other information to customers

• Train and use new technology to help improve employee’s performance

• Outsource the coordinating responsibilities of Paint & Body repairs

• Apply for approval to become a GM Warranty Shop

Service Initiatives The service initiatives for Fleet Management for FY’s 2005/2006 are to:

• To place all orders for replacement vehicles before January 31st of each year

• To recover operating expenses for the 39th avenue car wash by installing a system that will allow us to bill a user fee

• Review hours of service coverage with centralized garage operations


The long-range goals of Fleet Management are to:

• Include all up fittings and accessories in Fleet Replacement Fund Fixed Rates

• Evaluate the pros and cons of flat rates for customer billing and mechanics pay structure

• If centralized garage reduces staffing level as appropriate through attrition



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Fleet Downtime 3.00% 4.85% 3.00% 5.00% 5.00%

Repair & Maintenance Cost Per Vehicle $1,730 $1,777 $1,710 $1,750 $1,750

Techs.' Productivity (time sold/available) 85% 79% 85% 85% 85%

Preventative Maintenance Performance * 100% 100% 100% 100% 100%

Preventative Maintenance Conformance ** 90% 71% 90% 90% 90%

* Percentage of vehicles for which maintenance and repairs have been completed compared to the number of vehicles that were taken in.

** Percentage of vehicles taken in for maintenance and repairs compared to the number of vehicles that are due.

Fleet Management




Fleet Management



FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCE:

Fleet Replacement Fund 501 0 0 23,000 30,700 94,820Fleet Fund 502 3,463,487 3,376,100 3,581,623 3,687,794 3,754,275

Total 3,463,487 3,376,100 3,604,623 3,718,494 3,849,095

POSITIONS: 502 30.0 30.0 30.0 30.0 30.0




Capital 501 0 0 23,000 30,700 94,820502 20,700 2,781 6,200 30,300 3,000

Subtotal 20,700 2,781 29,200 61,000 97,820

Non-Operating 502 60,000 40,200 72,290 68,974 47,647

Total 3,463,487 3,376,100 3,604,623 3,718,494 3,849,095


Administration 502 904,649 850,587 987,173 651,808 654,763

Operations 501 0 0 23,000 30,700 94,820502 2,498,838 2,485,313 2,522,160 2,967,012 3,051,865

Subtotal 2,498,838 2,485,313 2,545,160 2,997,712 3,146,685

Non-Operating 502 60,000 40,200 72,290 68,974 47,647

Total 3,463,487 3,376,100 3,604,623 3,718,494 3,849,095





Agency: 840 Fleet Management


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 1,107,975 1,068,753 1,143,302 1,184,178 1,247,150Overtime - One and One-Half Rate 25,000 10,792 26,000 18,000 18,900Fringe Benefits 267,015 257,647 265,072 287,978 299,219


OPERATING EXPENSES

Onetime Expenditures 3009 17,000 9,285 17,680 11,000 11,220Materials and Supplies 3010 6,500 8,083 6,760 7,500 7,650Office Supplies 3020 4,000 1,785 4,160 2,100 2,142Printing and Binding 3030 800 608 832 1,000 1,020Uniform Purchase Price 3040 13,200 9,911 13,728 13,556 13,827Telephone 3110 5,500 5,533 5,720 5,500 5,610T.R.S. Access Charge 3115 0 8,728 8,200 0 0Postage 3120 500 335 520 400 408Utilities - Electric, Sewer, Water 3140 45,000 39,146 46,800 43,000 43,860Gasoline, Oil & Grease 3150 0 40,447 0 36,000 36,720Gasoline 3151 370,000 378,083 384,800 470,476 479,886Diesel 3152 228,000 232,817 237,120 253,334 258,401Oil & Lubricants 3153 30,000 0 31,200 0 0Travel & Training 3210 15,500 9,533 16,120 15,000 15,300Books & Films 3240 500 0 520 400 408Dues, Memberships & Publications 3250 2,900 1,610 3,016 3,000 3,060Data Processing 3310 500 0 520 0 0Rental of Equipment 3420 8,500 1,154 6,040 3,000 3,060Insurance Premiums 3510 57,777 57,777 63,555 40,407 39,243Overhead - Indirect Cost 3590 250,820 250,820 255,836 260,953 266,172Professional Services 4110 4,000 37,517 4,160 25,000 25,500Other Contractual Services 4120 8,800 3,234 9,152 4,000 4,080Hazmat Compliance 4152 5,000 10,849 8,000 6,000 6,120Parts 4200 540,000 513,079 561,600 544,022 554,902Hardware - Fleet 4201 31,000 81 32,240 0 0Outside Repair 4205 290,000 314,716 301,600 314,716 321,010Fleet Service Cost - Variable 4210 22,000 41,180 22,880 21,500 21,930Maint. of Office & Other Eqpt. 4220 23,000 12,618 20,800 14,000 14,280Maint. of Buildings & Imprv. 4230 2,000 2,804 5,200 2,500 2,5505th Ave. Car Wash 4275 0 2,864 0 0 039th Ave. Car Wash 4276 0 1,330 0 0 0






Agency: 840 Fleet Management


FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

CAPITAL OUTLAY

Machinery & Equipment 6040 20,700 2,781 6,200 30,300 3,000Vehicles 6050 0 0 23,000 30,700 94,820


NON-OPERATING

Depreciation Expense 9030 60,000 40,200 35,414 27,339 25,929Pension Obligation Bond 9911 0 0 36,876 41,635 21,718


TOTAL FOR AGENCY 840 3,463,487 3,376,100 3,604,623 3,718,494 3,849,095



Fleet Management



TITLE

^Account Clerk 0 0 0 0 1 1 1 1Fleet Analyst 1 1 1 1 1 1 1 1Fleet Management Director 1 1 1 1 1 1 1 1Fleet Mechanic I 3 3 3 3 3 3 3 3Fleet Mechanic II1 16 16 16 16 16 16 16 16Fleet Operations Mgr. 1 1 1 1 1 1 1 1Fleet Support Specialist 4 4 4 4 4 4 4 4Senior Staff Assistant 0 0 1 1 1 1 1 1Staff Assistant I 1 1 0 0 0 0 0 0Staff Assistant II 1 1 1 1 1 1 1 1^Support Services Supvr. 1 1 1 1 0 0 0 0Trainer 1 1 1 1 1 1 1 1

TOTAL 30 30 30 30 30 30 30 30

^Changes made during FY 20041Underfilling 1.0fte as a Vehicle Service Attendant


CITY OF GAINESVILLE





FY 2006 PLAN

HD Wheel Stud and Brake Kit 2,000 0Hydraylic Oil Filtration System 2,800 0Plasma Cutter for 1/2" Steel 2,000 010,000 Asymmetrical Lift 3,500 0Dynamometer 20,000 0R134A Refrigerant Unit 0 3,000


Vehicles 30,700 94,820


FUNDING SOURCES

Fleet Replacement Fund (501) 30,700 94,820 Fleet Operating Fund (502) 30,300 3,000


Fleet Management

CAPITAL PROGRAM


MANAGEMENT AND BUDGETPROGRAM/SERVICES CHART

Program ChangesNone

ADMINISTRATION

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Program EvaluationProductivity AnalysisPerformance IndicatorsRevenue Forecasting

Strategic Planning

� AnnexationProject AdministrationCapital Improvement PlansCorporate Goal SettingPeer Cities Revenue &Expenditure AnalysesCharter Amendments

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� Budget Planning andPreparation-Annual Operating BudgetBudget Control- Personal Services- Operating Expenses- Capital ExpendituresPosition Control Maintenance

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RecruitmentCoordinationPlacement

MANAGEMENT AND BUDGETFY 2005 ADOPTED ORGANIZATION CHART


Administration (9310)MANAGEMENT & BUDGET

DIRECTOR (1)

Administration (9310)MANAGEMENT & BUDGET

DIRECTOR (1)

NonePersonnel Changes

Project Analysis Team

Strategic Planner (1)Management Analyst, Sr. (1)

Management Analyst (1)

Management Analyst, Sr. (1)Management Analyst (1)

Budget Technician (1)

Staff Assistant Senior (0.5)

Budget Team


________________ FY 2004-2005/2005-2006 FINANCIAL_________________________________________________________ AND OPERATING PLAN

OFFICE OF MANAGEMENT & BUDGET

Mission Statement The Office of Management and Budget (OMB) will assist in the management of the City’s resources through the evaluation of urban service provision, new revenue opportunities, and appropriate expenditure levels.

Goals The major goals for OMB during FY’s 2005/2006 are to:

• Coordinate the City’s efforts focusing on long-range financial planning, trend analysis, urban service provision and the development of an ongoing strategic planning process.

• Assist management and the Commission to establish, track, and fulfill the City’s mission(s), goals, and objectives for the future.

• Provide effective budgetary support and capital improvement planning for City departments.

• Continue implementation of the City Commission Annexation Polices through

successful annexation proposals by referendum and voluntarily.

Objectives The major objectives for OMB during FY’s 2005/2006 are to:

• Biennially prepare a proposed and an approved budget document, including a Budget Summary, update the City’s Five Year Capital Improvement Plan and produce any other ancillary/supportive documentation conforming to statutory guidelines.

• Increase the accuracy and timeliness of data preparation through efforts to automate the budget development and monitoring process. OMB will continue to improve the level of accuracy of revenue forecasting techniques.

• Enhance the budget process by providing a proactive approach that combines budgetary decision making to overall goal setting, community initiatives, and strategic planning. This will be achieved by holding at least one spring planning retreat for budgetary input, at least three budget workshops, and at least three public hearings each year.

• Coordinate the City’s annexation activities, annexation analysis and education dissemination. Voluntary annexations will be ongoing. An annexation referendum will be held at the request of organizations and neighborhoods.

• Coordinate the City’s Performance Measures Program to include benchmarking with other cities and reporting results.

• Assist City management in various inter-governmental/contract negotiations and organizational analyses. OMB will complete at least four organizational analyses, or inter-governmental studies.

• Coordinate the compilation and analysis of the annual citizen’s opinion survey.

Service Initiatives The service initiatives for OMB for FY’s 2005/2006 are to:

Annual Budget Process

• Continue to evaluate and refine the annual budget process. OMB will investigate the success, and recommend improvements for the two-year budget by examining Statutorial restrictions and the experiences of other governmental entities.

Budget Policies • Complete a comprehensive review of all budget policies as part of an organizational study. This review will include the analysis of policies of peer communities and the involvement of an internal self-directed work team. A workshop will be held with the City Commission to review and adopt any recommended changes.



Position Control and Personnel Cost Forecasting

• Increase the utilization of the automated position control system by allowing for improved personal services monitoring.

• Continue to actively participate in all labor union negotiations and provide fiscal impact analysis on all contract proposals.

Organizational Analyses

Perform at least four of the following:

• Analysis and review of the City of Gainesville and Alachua County Designated Assistance Agreement for Fire Services in conjunction with any Fire Rescue service proposal.

• Evaluate the operations of Ironwood Golf Course and make recommendations for profit potential.

• Monitor and assist with the update of the City of Gainesville Comprehensive Plan Capital Improvement Element, and any aspect of the Plan requiring budgetary or financial projections.

• Continued review of the impacts of utility deregulation and work with Gainesville Regional Utilities to propose strategies to minimize the impact on both General Government and Gainesville Regional Utilities.

• Maintain city-wide internship program to assist with minority recruitment.

• Assist the Fleet Management Department with a peer organization comparison and the implementation of a centralized garage operation.

• Prepare a comprehensive evaluation of overtime expenditures and proposed strategies to reduce overtime expenditures.

• Monitor the success of the two-year budgeting process and make the necessary adjustments to ensure improvements.

• In conjunction with Gainesville Regional Utilities and the Human Resources Department prepare a comprehensive long-term bargaining strategy that is consistent with the long-term revenue forecast.

Alternative Revenue Sources

• OMB will explore alternative revenue sources designed to expand the City’s revenue base. This may include fire, public safety and transportation assessments, continued evaluation of the General Fund Transfer, and alternatives to replace revenues that are affected by retail wheeling.

Annexation Projects • During FY 2005, OMB will investigate one or more unincorporated areas of Alachua County for annexation potential. In FY 2005, OMB will undertake preparation for at least one annexation initiative by referendum. As part of the City’s annexation process, staff will prepare revenue and expenditure estimates for Urban Services Reports and assist the City Attorney with preparation of annexation ordinances. As areas are incorporated, OMB’s emphasis will shift to ensuring the smooth implementation of service provisions previously provided by Alachua County by monitoring departmental expenditures and service requirements for annexed areas.

Annexation Policies • OMB will ensure that the annexation policies adopted by the City Commission are adhered to during all annexation initiatives.




The long-range goals of OMB are to:

• Improve automation to ensure efficiency, accuracy and improved information and records management.

• Refine budget policies and procedures in the area of financial planning.

• Enhance the City’s revenue base, exploring alternatives for long-term stability and growth.

• Expand financial planning capabilities to ensure the financial stability of the City and enhancement of the resource allocation process.

• Analyze and implement annexation activities leading to the annexation of the entire urban area.

• Undertake an annexation initiative at least every two years, and incorporate at least 50% of the urban reserve area by 2010.

• Implement performance measures and performance budgeting.



FY 2003 Target

FY 2003 Actual

FY 2004Target

FY 2005Target

FY 2006Target

Receipt of Distinguished Budget Presentation Award by GFOA Yes Yes Yes Yes Yes

Number of budget monitoring reports and % distributed within specified timeframes 15 (100%) 15 (100%) 15 (100%) 15 (100%) 15 (100%)

Departments supported per analyst 5.5 5.5 5.5 5.5 5.5

Revenue Variance - Actual as a % of Adopted Budget (General Fund) 99.8% 99.7% 99.8% 99.8% 99.8%

Expenditure Variance - Actual as a % of Adopted Budget (General Fund) 99.0% 100.7% 99.0% 99.0% 99.0%

Number of successful annexations 2 3 2 2 2Acreage of annexations 30 N/A 60 30 60

Management and Budget




FUNDFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

FUNDING SOURCE:

General Fund 001 493,599 489,907 512,832 513,699 533,815

POSITIONS: 001 7.5 7.5 7.5 7.5 7.5




Total 493,599 489,907 512,832 513,699 533,815


Administration 001 493,599 489,907 512,832 513,699 533,815





Agency: 930 Management and Budget

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

PERSONAL SERVICES



OPERATING EXPENSES

Non-Capital Equipment 3009 0 3,939 0 0 0Materials and Supplies 3010 1,000 220 1,000 300 300Office Supplies 3020 2,000 2,407 2,000 2,500 2,500Printing and Binding 3030 4,700 6,979 5,500 5,500 5,500Telephone 3110 1,400 476 1,400 825 825Postage 3120 300 314 300 500 500Advertising 3130 3,000 300 3,000 3,000 3,000Travel & Training 3210 7,500 7,126 7,500 8,000 8,000Books & Films 3240 300 288 250 300 300Dues, Memberships & Pub. 3250 2,500 7,467 2,500 2,500 2,500Insurance Premiums 3510 15,000 15,000 15,750 8,214 7,866Miscellaneous 3910 600 895 200 423 423Workshops 3920 500 887 500 900 900Professional Service 4110 0 0 0 5,000 5,000Other Contractual Services 4120 591 4,672 5,598 0 0


TOTAL FOR AGENCY 930 493,599 489,907 512,832 513,699 533,815






FY 04-05 ADOPTED


TITLE

Management & Budget Director 1 1 1 1 1 1 1 1Management & Budget Technician 1 1 1 1 1 1 1 1Management Analyst 2 2 2 2 2 2 2 2Management Analyst, Sr. 2 2 2 2 2 2 2 2Senior Staff Assistant 0 0 0.5 0.5 0.5 0.5 0.5 0.5Staff Assistant II 0.5 0.5 0 0 0 0 0 0Strategic Planner 1 1 1 1 1 1 1 1

TOTAL 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5

Fund Description:001 - General Fund 420 - Solid Waste Collections Enterprise Fund102 - Community Development Block Grant Fund 450 - RTS Enterprise Fund104 - H.O.M.E. Fund 502 - Fleet Management Services Fund111 - Community Redevelopment Agency 503 - General Insurance Fund112 - Destination Enhancement Fund 504 - Employees Health & Accident Benefits413 - Stormwater Management Utility Fund PENS - General Pension, Police Officers and Firefighters Retirement 415 - Ironwood Golf Course Enterprise Fund

CITY OF GAINESVILLE


FY 03-04 ADOPTEDFY 02-03 ADOPTED FY 05-06 PLAN


RISK MANAGEMENTPROGRAM/SERVICES CHART

ADMINISTRATION

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�

�

�

�

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Risk and Liability EvaluationLoss Control and SafetyGroup Health Insurance and Flexible BenefitsPlanOccupational Health ServicesWellness ProgramDrug Free Work Place AdministrationAdministration of the Family Medical LeaveAct

Program ChangesNone

RISK MANAGEMENTFY 2005 ADOPTED ORGANIZATION CHART


Administration (9210)RISK MANAGEMENT

DIRECTOR (1)

Administration (9210)RISK MANAGEMENT

DIRECTOR (1)


Health Services (9220)Certified Athletic Trainer (1)

S

Occupational Health Nurse (2)Occupational Health Nurse, Sr. (1)

taff Assistant II (1)

Safety Specialist (1)^Workers Comp. LossControl Manager (1)

Personnel ChangesAdd Certified Athletic Trainer (1)Add Wellness Specialist (1)^Delete Safety Engineer (1)^Add Workers Comp. Loss Control Mgr. (1)


Groups Benefits Manager (1)Management Analyst (1)Program Assistant(1)Wellness Specialist (1)



RISK MANAGEMENT

Mission Statement The Risk Management Department is committed to providing quality safety, loss control and benefits to our customers utilizing the most innovative approaches to reduce the overall cost of the City’s exposures to risk.

Our Values: Innovation, Customer Service, Teamwork, Diversity, Caring, Professionalism, Quality and Accountability

Goals The major goals for Risk Management during FY’s 2005/2006 are to:

• Develop and distribute Departmental specific loss reports for Worker’s Compensation, General Liability and Auto claims.

• Proactively manage both health and worker’s compensation costs through Employee Health Services.

• Administer the employee health insurance and flexible benefits plan and maintain the most broad and comprehensive coverages possible to employees, retirees, and their families while keeping costs below the national average.

• Reduce the cost of worker’s compensation through thorough accident investigations

and effective return to work strategies.

• Promote employee and retiree wellness via our wellness program, Lifequest.

• Improve and refine the FMLA notification and tracking process.

Objectives The major objectives for Risk Management during FY’s 2005/2006 are to:

• Increase total dollars deposited into Flexible Spending Accounts by ten percent.

• Increase voluntary participation in the Retiree Health Savings Accounts by five percent per year.

• Offer 20 free health screenings through Employee Health Services and Lifequest

• Reduce lost-time worker’s compensation injuries greater than five days by ten percent.

• Increase participation in the Retiree Wellness Conferences by ten percent.

Service Initiatives The service initiatives for Risk Management for FY’s 2005/2006 are to:

Safety Incentive • Design a Safety incentive program that will focus on reducing total cost of worker’s compensation.

Men’s Wellness Initiative

• Initiate a Wellness Conference that will focus on men’s health concerns similar to the very popular Women’s Health Extravaganza.


The long-range goals of Risk Management are to:

• Interact closely with user departments to develop safety programs geared at reducing general/auto liability claims, worker’s compensation claims and property losses.

• Monitor the health care industry to ensure that health care benefits are being delivered in the most effective and cost efficient manner.

• Develop and maintain appropriate reserve levels in the General Insurance Fund, Employee Health and Accident Benefits Fund and the Retiree Health Insurance Fund to ensure the financial stability of these funds.

• Provide an exercise opportunity within walking distance to every City employee.

• Continue to expand Lifequest participation to include all individuals covered by the City’ self-insured health plan.



FY 2003Target

FY 2003 Actual

FY 2004Target

FY 2005 Target

FY 2006 Target

Flexible Spending Accounts 325 338 325 373 391

Wellness Center Visits 23,000 22,502 23,000 24,000 25,000

ProClub Enrollees * 50 50 50 N/A N/A

Number of Physicals 240 120 240 265 353

Number of Annual Health Assessments 198 485 198 485 485

Worker’s Compensation – Medical Only Claims (Total/Open) 190/45 269/143 190/45 175/100 180/75

Worker’s Compensation - Lost Time (Indemnity) Claims (Total/Open) 110/70 39/32 110/70 20/15 18/10

* Program will be discontinued in FY05.

Risk Management





FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN

FUNDING SOURCE:

General Insurance 503 $5,160,640 $4,857,354 $5,445,816 $5,779,051 $5,889,832EHAB Fund 504 $9,304,455 $8,898,102 $10,767,288 $10,172,746 $10,698,108REHAB Fund 507 $4,277,316 $3,109,584 $4,899,219 $4,211,584 $4,395,030

Total 18,742,411 16,865,040 21,112,323 20,163,381 20,982,970

POSITIONS: 503 8.75 8.75 8.75 9.75 9.75504 2.25 2.25 2.25 3.25 3.25

Total 11.00 11.00 11.00 13.00 13.00


Personal Services 503 434,918 305,430 460,551 530,969 553,979504 132,265 135,345 133,050 169,330 175,330

Subtotal 567,183 440,775 593,601 700,299 729,309

Operating Expenses 503 4,712,722 4,521,512 4,965,358 5,227,286 5,318,786504 9,154,690 8,746,197 10,614,630 9,983,534 10,504,036507 4,170,160 2,698,693 4,789,000 4,104,629 4,279,661

Subtotal 18,037,572 15,966,402 20,368,988 19,315,449 20,102,483

Capital 503 0 18,600 0 0 0504 10,000 10,000 10,000 10,000 10,000

Subtotal 10,000 28,600 10,000 10,000 10,000

Non-Operating 503 13,000 11,812 19,907 20,796 17,067504 7,500 6,560 9,608 9,882 8,742507 107,156 410,891 110,219 106,955 115,369

Subtotal 127,656 429,263 139,734 137,633 141,178

Total 18,742,411 16,865,040 21,112,323 20,163,381 20,982,970


Risk Management 503 4,777,708 4,585,443 5,060,820 5,382,575 5,485,407504 9,136,455 8,733,227 10,598,288 9,952,046 10,474,408507 4,277,316 3,109,584 4,899,219 4,211,584 4,395,030

Subtotal 18,191,479 16,428,254 20,558,327 19,546,205 20,354,845

Health Services 503 382,932 271,911 384,996 396,476 404,425

Employee Asst. Prog. 504 45,000 34,294 45,000 40,000 40,000

Risk Management





FY 2003 ACTUAL

FY 2004 ADOPTED

FY 2005 ADOPTED

FY 2006 PLAN


Emp. Asst. Prgm.-GPD 504 35,000 21,540 35,000 27,000 30,000

Wellness Program 504 88,000 109,041 89,000 153,700 153,700

Total 18,742,411 16,865,040 21,112,323 20,163,381 20,982,970



Agency: 920 Risk Management

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN

PERSONAL SERVICES

Salaries & Wages 448,444 345,901 476,407 570,353 596,819Temporary Part-Time 25,000 19,198 25,000 7,804 6,940Overtime 0 4,374 0 0 0Fringes 93,739 71,302 92,194 122,142 125,550


OPERATING EXPENSES

Materials and Supplies 3010 28,200 46,712 28,200 51,000 51,000Office Supplies 3020 5,200 8,699 5,200 6,500 6,500Printing and Binding 3030 7,000 9,990 7,000 18,000 18,000Telephone 3110 12,400 2,623 12,400 12,500 12,500T.R.S. Access Charge 3115 0 56 0 0 0Postage 3120 4,800 2,990 4,800 9,700 9,700Advertising 3130 400 0 300 300 300Gasoline, Oil & Grease 3150 650 252 650 650 650Travel & Training 3210 5,700 10,785 5,700 9,500 9,500Books & Films 3240 3,050 4,707 3,050 3,050 3,050Dues, Memberships & Pub. 3250 2,100 2,974 2,100 2,100 2,100Rental - Equipment 3420 5,700 4,086 5,700 5,700 5,700Insurance Premiums 3510 1,691,000 1,878,140 1,841,000 2,125,000 2,225,000Ins. Claims Paid - Worker's Comp. 3531 2,100,000 1,897,489 2,200,000 2,185,000 2,185,000Ins. Claims Paid - Auto Liability 3532 200,000 99,538 200,000 200,000 200,000Ins. Claims Paid - Gen. Liability 3533 150,000 100,175 150,000 150,000 150,000Ins. Fee & Assessments 3535 275,000 328,704 275,000 364,000 364,000Administrative Costs 3540 1,387,000 1,331,590 1,595,000 1,633,000 1,796,300Claims Paid 3570 7,062,000 6,443,361 8,367,000 7,438,000 7,810,500Flex Claims Paid 3572 400,000 482,928 400,000 500,000 500,000GG Retiree Claims Paid 3573 2,182,000 1,447,622 2,510,000 2,235,025 2,305,437GRU Retiree Claims Paid 3574 1,456,000 861,116 1,673,000 1,305,752 1,353,987Indirect Costs 3590 200,250 200,198 204,480 207,980 216,040Miscellaneous 3910 1,000 750 1,000 1,000 1,000Stop Loss Insurance Premium 3930 281,750 308,051 300,000 380,756 433,283Professional Services 4110 465,000 365,973 465,000 392,000 395,000Other Contractual Services 4120 106,000 103,918 107,000 78,000 47,000Fleet Service Cost - Variable 4210 900 74 936 936 936Fleet Service Cost - Fixed 4211 4,472 4,472 4,472 0 0Maint. Office & Other Eqpt. 4220 0 56 0 0 0Maint. Bldg. & Other Improv. 4230 0 18,010 0 0 0Bad Debts 5100 0 363 0 0 0






Agency: 920 Risk Management

OBJECTFY 2003

ADOPTEDFY 2003

ACTUALFY 2004

ADOPTEDFY 2005

ADOPTEDFY 2006 PLAN



CAPITAL OUTLAY

Machinery & Equipment 6040 10,000 28,600 10,000 10,000 10,000


NON-OPERATING

Depreciation Expense 9030 20,500 18,372 20,500 20,500 20,500Transfer to EHAB Fund 9851 107,156 410,891 110,219 106,955 115,369Transfer to Debt Service (226) 9911 0 0 9,015 10,178 5,309


TOTAL FOR AGENCY 920 18,742,411 16,865,040 21,112,323 20,163,381 20,982,970



Risk Management

FY 02-03 ADOPTED FY 03-04 ADOPTED FY 05-06 PLAN


TITLE

Certified Athletic Trainer 0 0 0 0 0 0 1 0 1 1 0 1Health Benefits Manager 0.25 0.75 1 0.25 0.75 1 0.25 0.75 1 0.25 0.75 1Management Analyst 0 0 0 0.5 0.5 1 0.5 0.5 1 0.5 0.5 1Occupational Health Nurse 3 0 3 2 0 2 2 0 2 2 0 2Occupational Health Nurse, Sr. 0 0 0 1 0 1 1 0 1 1 0 1Program Assistant 0 0 0 0 0 0 0 1 1 0 1 1Risk Manager 1 0 1 1 0 1 1 0 1 1 0 1^Safety Engineer 1 0 1 1 0 1 0 0 0 0 0 0Safety Specialist 1 0 1 1 0 1 1 0 1 1 0 1Senior Staff Assistant 0 0 0 1 0 1 1 0 1 1 0 1Staff Assistant 0.5 0.5 1 0 0 0 0 0 0 0 0 0Staff Assistant I 1 0 1 0 0 0 0 0 0 0 0 0Staff Assistant II 1 1 2 1 1 2 1 0 1 1 0 1Wellness Coordinator 0 0 0 0 0 0 0 1 1 0 1 1^Worker's Comp. Loss Cntrl Mgr. 0 0 0 0 0 0 1 0 1 1 0 1

TOTAL 8.75 2.25 11 8.75 2.25 11 9.75 3.25 13 9.75 3.25 13

^Changes made in FY 2004



CITY OF GAINESVILLE

FY 04-05 ADOPTED




FY 2006 PLAN

Wellness Equipment $10,000 $10,000

TOTAL CAPITAL PROGRAM $10,000 $10,000

FUNDING SOURCES

EHAB Fund $10,000 $10,000

TOTAL FUNDING SOURCES $10,000 $10,000

Risk Management

CAPITAL PROGRAM


________________________________________________________________________ CITY OF __________________ GAINESVILLE

__________________ FY 2004-2005/2005-2006 FINANCIAL ______________________________________________________ AND OPERATING PLAN

OUTSIDE AGENCY FUNDING This section does not include funding recommendations for FY 2006. It is recommended that funding levels be evaluated annually. Each year, various community groups, not-for-profit agencies and charitable organizations apply for City funding of their activities. The City Commission allocates an amount of money during the budget development process. The City Commission allocates $145,000 annually for Cultural Arts. This was increased from $85,000 in FY97, when the City Commission approved a new methodology for the funding allocations for Cultural Arts Agencies. With the assistance of the Gainesville/Alachua County Cultural Affairs Board, the City Commission determined that $85,000 of the $145,000 should go to the Professional Arts Producing Institutions (PAPI’s). The three institutions are the Hippodrome State Theater, Gainesville Chamber Orchestra and Dance Alive. The percentage of the $85,000 for each agency was determined by City Commission action taken on January 13, 1997. All other Outside Agencies are funded from Community Development Block Grant (CDBG) and HOME funds. Up to 15 percent of the Gainesville CDBG allocation may go to Outside Agencies or City Departments for social services. In order to make the best use of these funds, two Commission-appointed Citizen Advisory Groups review and make recommendations on the worthiness and appropriateness of the Agencies requesting funds or in-kind services. The Gainesville/Alachua County Cultural Affairs Board reviews requests for General Fund monies. The Citizens Advisory Commission for Community Development (CACCD) reviews requests for funds from CDBG and HOME services. In an attempt to have all requests reviewed in the same manner, staff assists the Chairpersons of each committee. A formal application and funding criteria has been developed which requires each agency to present detailed information about the funding request, including project description, other available funding sources, and how each project or service would complement services already provided by the City, or what benefits the City would receive for funds provided. Applications are made to the reviewing advisory board that then hears detailed presentations from each applicant and in some cases perform on-site visits. The advisory boards prepare funding recommendations for the agency requests, and present them to the City Manager. The adopted funding levels can be found on the following pages.

_______________________________________________________________ CITY OF _________________________ GAINESVILLE

OUTSIDE AGENCY REQUESTS(Cultural Arts)FY 2004 - 2005

Agency FY 2004 Adopted

FY 2005 Requested

FY 2005 Adopted

Cultural Arts Organizations

Acrosstown Repertory Theatre $8,876 $8,000 $4,698Alachua County Hist. Trust/Matheson Ctr. $5,753 $12,000 $6,546Cultural Arts Coalition $6,961 $12,000 $7,115Danscompany of Gainesville $4,515 $8,000 $4,841Gainesville Assoc. of Creative Arts $8,247 $12,000 $8,262Gainesville Ballet Theatre $6,985 $8,000 $4,975Gainesville Civic Chorus $3,122 $4,000 $2,295Gainesville Community Band $3,656 $0 $0Gainesville Harmony Show Chorus $3,370 $4,000 $2,705Gainesville Community Playhouse $8,036 $12,000 $8,077Gainesville Friends of Jazz $3,632 $8,000 $4,992Gainesville Youth Chorus $4,207 $8,000 $5,494

Subtotal Cultural Arts Orgns. Support $67,360 $96,000 $60,000

Professional Arts-Producing Institutions (PAPI)*

Dance Alive! $17,850 -- $17,850Hippodrome State Theatre $59,500 -- $59,500Gainesville Symphony Orchestra $7,650 -- $7,650

Subtotal PAPI Agencies $85,000 -- $85,000

Total Cultural Arts $152,360 $96,000 $145,000

*Allocation percentages were set by the City Commission on January 13, 1997.




FY 2005 Requested

FY 2005 Adopted


HousingAlachua Habitat for Humanity $15,000 $0 $0Central FL Comm. Action Agency $30,000 $69,820 $30,000Dignity Project $0 $36,000 $21,600Gainesville Regional Utilities (GRU) $0 $150,000 $0Neighborhood Housing Dev. Corp. $45,000 $50,000 $45,000

Subtotal Housing $90,000 $305,820 $96,600

Economic DevelopmentEast Gainesville Development Corporation $15,000 $67,500 $16,620United Gainesville CDC $17,700 $297,790 $0 Subtotal Economic Development $32,700 $365,290 $16,620

Public Services*Boys & Girls Club of Alachua County $23,765 $50,000 $20,000Bread of the Mighty Food Bank $4,753 $0 $0Central Florida Comm. Action Agency $23,290 $38,753 $20,000Child Advocacy Center $14,259 $26,572 $12,600Child Care Resources, Inc. $20,913 $21,340 $21,340Children's Home Society $0 $9,500 $0Chrysalis Community, Inc. $0 $15,000 $0Cultural Arts Coalition, Inc. $4,753 $8,000 $4,000East Gainesville Development Corporation $3,565 $7,500 $0Easter Seals Florida, Inc. $9,506 $20,000 $6,710ElderCare of Alachua County, Inc. $66,542 $80,000 $67,000Florida Certified Organic Growers, Inc. $7,122 $12,000 $5,000Gainesville Housing Authority $0 $14,150 $0Girl Scouts of Gateway Council, Inc. $4,753 $14,142 $7,000Interfaith Hospitality Network $10,156 $14,850 $10,000Peaceful Paths Domestic Abuse Network $0 $8,000 $8,000Pleasant Place, Inc. $12,358 $20,000 $10,000Programs for Interdisciplinary Education $0 $15,554 $7,000St. Francis House $23,765 $30,000 $20,000The Preserve $0 $56,500 $3,800 Subtotal Public Services $229,500 $461,861 $222,450

Public FacilitiesCity of Gainesville - T.B. McPherson Center $0 $50,000 $16,620City of Gainesville - Rosa B. Williams/Union Academy $0 $11,000 $9,030McGurn YMCA $0 $9,000 $9,000Peaceful Paths Domestic Abuse Network $15,000 $15,000 $6,600 Subtotal Public Facilities $15,000 $85,000 $41,250

OUTSIDE AGENCY REQUESTS(Community Development Block Grant Program Funded)

FY 2004 - 2005



OUTSIDE AGENCY REQUESTS(Community Development Block Grant Program Funded)

FY 2004 - 2005


FY 2005 Requested

FY 2005 Adopted

Planning and Administration**Block Grant Management & Review $306,000 $293,306 $293,306 Subtotal Administrative Cost $306,000 $293,306 $293,306

Housing RehabilitationCity of Gainesville - Housing Div. $627,300 $611,324 $611,324 Subtotal Housing Rehabitation $627,300 $611,324 $611,324

Public FacilitiesCity of Gainesville - Public Works Department $229,500 $222,450 $222,450 Subtotal Public Facilities $229,500 $222,450 $222,450

Total CDBG Funding $1,530,000 $2,345,051 $1,504,000

^ CACCD does not make recommendations on City of Gainesville Departmental set-aside amounts.* The Public Services Cap is 15% which equals $222,450 in FY05.** The Administrative Cap is 20%.

CITY OF GAINESVILLE DEPARTMENTAL SET-ASIDE^




FY 2005 Requested

FY 2005 Adopted

CHDO Operating RequestsAlachua Habitat for Humanity $10,000 $0 $0Central Florida Comm. Action Agency $14,000 $17,000 $9,000Neighborhood Housing Dev. Corp. $6,000 $6,000 $3,875

Subtotal CHDO Operating Requests $30,000 $23,000 $12,875

New ConstructionAlachua Habitat for Humanity, Inc. $39,900 $0 $0Dignity Project $0 $120,600 $102,945Neighborhood Housing Development Corp. $80,000 $84,000 $84,000

Subtotal New Construction $119,900 $204,600 $186,945

Purchase RehabilitationCentral Florida Comm. Action Agency $55,207 $15,000 $15,000

Subtotal Purchase Rehab $55,207 $15,000 $15,000

Rental RehabilitationSt. Francis House - Homes & Jobs $40,000 $23,000 $23,000

Subtotal Rental Rehab. & Reloc. $40,000 $23,000 $23,000

AcquisitionCentral Florida Comm. Action Agency $15,000 $55,000 $55,000

Subtotal Acquisition $15,000 $55,000 $55,000

Tenant-Based Rental AssistanceGainesville Community Ministry $19,442 $19,442 $19,442

Subtotal Tenant-Based Rental Assist. $19,442 $19,442 $19,442

OUTSIDE AGENCY REQUESTS(HOME Program Funded)

FY 2004 - 2005



OUTSIDE AGENCY REQUESTS(HOME Program Funded)

FY 2004 - 2005


FY 2005 Requested

FY 2005 Adopted

Planning and AdministrationBlock Grant Management & Review $83,062 $82,018 $82,018

Subtotal Administrative Cost $83,062 $82,018 $82,018

Homeowner RehabilitationCity of Gainesville-Housing Division $300,749 $455,126 $455,126

Subtotal Homeowner Rehabilitation $300,749 $455,126 $455,126

Purchase or Rental RehabilitationCity of Gainesville - Housing Division $150,000 $50,000 $50,000

Subtotal Purchase or Rental Rehab. $150,000 $50,000 $50,000

New ConstructionCity of Gainesville - Housing Division $50,000 $50,000 $50,000

Subtotal New Construction $50,000 $50,000 $50,000

Total H.O.M.E. Program $863,360 $977,186 $949,406

^ CACCD does not make recommendations on City of Gainesville Departmental set-aside amounts.

CITY OF GAINESVILLE DEPARTMENTAL SET-ASIDE^



Agency Name Stated Purpose FY 2005 Adopted

Acrosstown Repertory Theatre (ART)

The ART's 2004-2005 season will fulfill its primary mission of bringing to the theater a diverse audience, especially one which might not otherwise attend live theater, and of giving to our community a place to produce, direct, act and create alternative, original and multicultural theater. Since 1980, ART has been Gainesville's and Alachua County's main venue for multicultural, African-American and other minority performances. ART's goals are to provide an atmosphere where 1) learning stagecraft is available to all; 2) cost is not a factor in attendance, and 3) everyone feels at home.

$4,698

Alachua County Historic Trust/ Matheson Center

Funding is for the Matheson Museum's general programs. Through a wide variety of events and exhibits, the Museum's general programs have been planned to support the primary goal of preserving and displaying Alachua County's rich history. Through its permanent and special exhibits, primary source collections and public events, the Museum's upcoming plans will continue to build qualify, full-service programming that will provide a culturally diverse audience with a factual, enlightening and entertaining interpretation of local history on the Museum grounds.

$6,546

Boys and Girls Club of Alachua County

Support for the operational needs at the Southeast Unit and to support variousyouth projects.

$20,000

Central Florida Community Action Agency, Inc.

To assist low-income residents of Gainesville by: 1) distributing surplus foodcommodities; 2) providing emergency home repairs; and 3) providing anacquisition/rehabilitation program.

$129,000

Child Advocacy Center, Inc.

Support of the Child Abuse Intervention Program. $12,600

Child Care Resources, Inc.

To provide funding for the subsidized child care program. $21,340

City of Gainesville-Block Grant Division

To provide overall planning, management, oversight, and coordination for theCity's CDBG, HOME and other HUD-funded programs.

$375,324

City of Gainesville-Housing Division

Continuance of the City's multiple housing programs including: homeownerrehab, rental rehab, emergency repair, and first-time homebuyer assistance.

$1,166,450

City of Gainesville - Recreation & Parks

To fund capital improvements at Rosa B. Williams Park and T.B. McPhersonCenter.

$25,650

City of Gainesville-Public Works

To provide funding for capital improvements in the Duval and Springhillneighborhoods.

$222,450

Cultural Arts Coalition The CAC plans to implement several programs throughout the grant period whichwill include the annual Fifth Avenue Arts Festival, Girl Power, an afterschoolprogram, youth summer employment, a film fest, Kwanzaa activities, art exhibitsand co-sponsor activities with the University of Florida, Santa Fe CommunityCollege, the City of Gainesville and community-based organizations.

$11,115

OUTSIDE AGENCIES

Social, Citizen and Cultural ServicesPurposes and Funding for FY 2005




OUTSIDE AGENCIES


Danscompany of Gainesville

The funding will enable Danscompany to provide dance performances andinstruction to children who would not otherwise have the opportunity toexperience dance as an art form. Events planned include establishing apartnership with Duval Elementary's Fine Arts Academy that will includeinteractive master workshops, leading to opportunities for dance scholarships. Ahearing-impaired interpreter will be provided for all major productions.Danscompany will perform at local events such as arts festivals and at benefitsfor the Corner Drugstore and Habitat for Humanity.

$4,841

Dignity Project To provide funding for the youth modular home building program and wheelchairramp construction..

$124,545

Easter Seals Florida, Inc. To provide funding for the Altrusa House adult day health care program. $6,710

East Gainesville Dev. Corporation

To support the programs of the East Gainesville Neighborhood Coalition. $16,620

ElderCare of Alachua County (SFCC)

To meet the nutritional needs of senior citizens through the meals-on-wheels andcongregate meal programs.

$67,000

Florida Certified Organic Growers & Consumers, Inc.

To provide funding for the agency's community gardens program. $5,000

Gainesville Association for the Creative Arts (GACA)

This begins GACA's 37th year of Getting All Children into the Arts. The GACAseeks to increase opportunities for experiences and workshops in the arts for at-risk students, minorities, those in underserved and rural areas, and those childrenwith handicaps and special needs. GACA keeps its workshop fees low and hasan active scholarship program. GACA educates, promotes the value of the artsand involves both children and adults in programs to help them discover theircreative selves.

$8,262

Gainesville Ballet Theatre (GBT)

The GBT enables young dancers to refine their artistic expression and self-discipline, and educates and inspires audiences including those who may neverhave seen stage dance performance. GBT will offer approximately 15performances that include both full-length ballets and programs of a widely-varied repertoire in many different styles of dance. The performances serve dualgoals of providing exceptional dance training and enhancing the cultural climateof the community through numerous professional-quality ballet performances.

$4,975

Gainesville Civic Chorus The Gainesville Civic Chorus Master Chorale brings 3 major choral concerts tothe public each year. This variety of programming is designed to appeal to a wide audience. Attendance at the events grows each year. The goal of the GCC is tobring a wealth of choral singing to the entire community.

$2,295

Gainesville Community Ministry

To provide homeless persons and the working poor with security deposits andfirst month rent for permanent rental housing.

$19,442




OUTSIDE AGENCIES


Gainesville Harmony Show Chorus

The Chorus is committed to continuing and advancing the musical art form ofbarbershop singing through education and performance. This unique form ofAmerican folk art has its roots in African-American musical devices, Europeanhymn-singing and American recreational music. The Chorus's goal is to developexcellence in this art form and preserve and share this distinctive music, throughlive performances in the community and educational demonstrations in schools.The Chorus travels throughout the community to present barbershop music as anexample of our American heritage, targeting disadvantaged students who may notbe exposed to this art form, and the elderly in retirement and nursing homes.Over 85% of all performances are free to the public.

$2,705

Gainesville Community Playhouse

The theater will present a diverse season, featuring plays, musicals and a holidayspecial during the year, providing low-cost, high-quality and family-oriented livetheater to the citizens of Gainesville, Alachua County and surrounding counties.The theater will provide opportunities for all ages and ethnic groups to participateas volunteers, actors, directors and technical crew.

$8,077

Gainesville Friends of Jazz

The GFOJ's program will focus on presenting a variety of jazz styles to audiencesand an educational service to the entire community, and will include the concertseries at Savannah Grande, featuring national, regional and local musicians. Thegoal is to continue to support, promote and increase public awareness, interest,participation and education in jazz - America's music.

$4,992

Gainesville Youth Chorus

The GYC will continue to expand its community service through increasedparticipation in city events and performances at special needs facilities, as theycontinue their role as youth ambassadors for our community. A concert tour ofIreland is planned for the summer of 2005, including work with the Irish NationalChildren's Choir. Additional touring experiences within the US will beundertaken where feasible.

$5,494

Gateway Girl Scout Council

To provide funding for the operation of the Girl Scout Troop Program in low-and-moderate income target neighborhoods in Gainesville.

$7,000

Interfaith Hospitality Network

To provide funding to assist in the Shelter Program for homeless families inGainesville.

$10,000

McGurn Y.M.C.A. Funding to assist in the construction of a basketball court. $9,000

Neighborhood Housing & Development Corporation (NHDC)

To provide funding to assist in the operation of the homeownership andrehabilitation assistance programs.

$132,875

Peaceful Paths Domestic Abuse Network

To provide funding to pave the driveway at the emergency shelter and to provideoperational funding for the Transition House.

$14,600

Professional Arts Producing Institutions (PAPIs)

Major arts-producing 501(c) (3) agencies with annual operating budgets of atleast $100,000, with proven track records of at least ten years as a professionalorganization, and whose artists must be recognized as professionals in their field.

$85,000




OUTSIDE AGENCIES


Programs for Interdisciplinary Education

To provide funding for the East Side Service-Learning Project that will providefree health care and dental services to low-income individuals in EastGainesville.

$7,000

Pleasant Place, Inc. To provide funding to assist in the operation of the Transitional Housing Programfor teen mothers.

$10,000

St. Francis House, Inc. To provide emergency shelter and services for the emergency shelter facility; and,to provide rehab funds for the Homes and Jobs Transitional Housing Program.

$43,000

The Preserve To provide outreach and residential services to homeless and runaway youth. $3,800

Total Cultural Funding $145,000

Total CDBG/HOME Funding $2,453,406


___________________________________________________________________ CITY OF __________________________ GAINESVILLE

_______________ FY 2004-2005/2005-2006 FINANCIAL ________________________________________________________ AND OPERATING PLAN

Topics

36-1 Significant Budget Assumptions - FY 2005/2006

36-8 Property Taxes

36-14

36-28

Debt Service Indicators

Local Information

__________________________________________________________ CITY OF _________________________ GAINESVILLE


SIGNIFICANT BUDGET ASSUMPTIONS - FY 2005 & FY 2006

(Revenues and Other Sources of Funds)

PROPERTY TAXES Description Taxes are levied by the City on a taxable value of real, personal and centrally assessed

properties located within the City. Revenues flow directly to the General Fund to finance operating expenditures.

Significant Assumptions Certification of taxable value is received from the Alachua County Property Appraiser on or about July 1. • General Fund property tax revenue is projected at $18,204,817 for FY 2005 - an

increase of $1,453,665 from the FY 2004 adopted budget, and at $19,754,587 for FY 2006 – an increase of $1,549,770 from the FY 2005 adopted budget.

• No debt service millage levy is in effect for FY 2005 or FY 2006.

UTILITY SERVICES TAX

Description This category of revenue is composed of excise taxes collected from utilities – electric, water, telecommunication services, fuel oil, and gas -- and is authorized by Section 166.231 of the Florida Statutes. Since FY 1993, Utility Tax revenues have been accounted for directly in the General Fund. During the 2000 legislative session, the Florida Legislature created the “Communications Services Tax Simplification Law”. The new tax structure was effective October 1, 2001. The new tax replaced the telecommunication services tax as well as some other local communication service related revenues.

Significant Assumptions Utility Tax forecasts are based on historical trends.

LOCAL OPTION GAS TAX

Description This revenue is the City’s share of the (6 cents) gasoline tax levied in Alachua County. In September 1985, the tax was increased from three cents to six cents per gallon of gasoline. Revenue must be used to fund transportation related programs (e.g. roadway maintenance, bus service, etc.). The tax revenues are shared by RTS and the General Fund.

Significant Assumptions Local Option Gas Tax revenue forecast is based on a combination of historical trends and estimates provided by the Florida Department of Revenue. Although an additional 5 cents in gasoline tax is authorized by state law, no increase to the current levy of 6 cents is anticipated.

HAZARDOUS WASTE FACILITY TAX

Description A 3.0% tax levied by State Statute (C. 403.7215) on the annual gross receipts of a privately owned, permitted, commercial hazardous waste transfer, storage, treatment, or disposal facility, payable to the primary host local government. The City of Gainesville became a primary host local government of a hazardous waste facility as a result of the annexation approved in September 1992.

Significant Assumptions The FY 2005 revenue forecast is based upon FY2003 actuals and FY2004 projected revenues and a 1.5% growth assumption. The FY 2006 forecast is also based on a



1.5% growth assumption.

LICENSES AND PERMITS

Description This category includes revenues generated from City fees for various licenses and permits including Occupational Licenses, Building Permits, and Landlord Licensing fees. These revenues flow directly to the General Fund to finance operating expenditures.

Significant Assumptions Revenue projections in this category, except for anticipated increases in Building Permits are primarily based on historical trends. A 5% increase in Building and other permits and licenses is proposed for FY2006.

INTERGOVERNMENTAL REVENUE

Description Intergovernmental revenue represents monies collected by other governmental units that are distributed to the City of Gainesville.

The following revenues flow directly into the General Fund with no special mandated application:

• Mobile Home License; • Beverage License; • Payment in Lieu of Taxes; and • Local Governmental Half-Cent Sales Tax.

The following revenues flow into the General Fund, but require full allocation to a specific activity or program: • Fire Fighters Supplemental Compensation is used to reimburse the City for

educational compensation paid to fire fighters. • Rebate of the State tax on fuel used by municipal vehicles is applied to

transportation related expenses. The State Municipal Revenue Sharing Program was amended during the 2000 legislative session. The amendment replaced the two-cents and eleven-cents cigarette taxes with 1.0715 percent of sales and use tax collections. Currently, the Revenues Sharing Trust Fund for Municipalities receives tax revenues from three different sources: 1) 1.0715 percent of sales and use tax collections; 2) net collections of the one-cent municipal fuel tax; and 3) 12.5 percent of state alternative fuel user decal fee collections.

The Guaranteed Entitlement portion of the State Revenue Sharing has been pledged by the City to repay the Guaranteed Entitlement Revenue and Refunding Bond (GERRB) of 1994. The motor fuels tax is fully allocated for transportation related expenses.

Community Development Block Grant and HOME Investment Partnerships Grant revenues are federal funds to be used to benefit persons of low and moderate income. Major uses include acquisition, construction and rehabilitation of houses in targeted neighborhoods, economic development activities and financial support for various public services.

Significant Assumptions The federal CDBG entitlement for FY 2005 is projected to decrease by $47,000 from

the previous year. The HOME grant revenue increased by approximately $4,979 from the previous year.



Grants to RTS for FY2005 increased by approximately $174,845 million from the FY 2004 adopted budget and for FY 2006 grants are expected to increase by about $141,000 from the FY 2003 proposed budget. Local Government Half-Cent Sales Tax revenues for FY2005 are projected to decrease by approximately $150,000 from the FY 2004 adopted budget and for FY 2006 are projected to increase by approximately $200,000 from the FY 2005 adopted budget. This is due to the effect of State legislation HB113-A that shifted some of these dollars to the Municipal State Revenue Sharing. The General Fund share of the State Revenue Sharing revenue for FY 2005 is expected to increase by approximately $895,000 from the FY 2004 adopted budget and for FY 2006 is expected to increase by approximately $223,000 from the FY 2005 adopted budget. FY2005 includes a one-time increase of $280,000 as a result of a bond refunding. This revenue source was also affected by State legislation HB-113A that shifted revenues to this source and decreased the allocation to the Half Cent Sales Tax . The agreements with the Florida Department of Transportation for the maintenance of streetlights and traffic signals of State roads and intersections increased approximately $100,000 in FY2005. Other intergovernmental revenues are projected to be relatively unchanged from FY 2004.

CHARGES FOR SERVICES

Description Charges for services (user fees) are revenues collected for services provided to the public, to outside organizations, to Alachua County, and to City governmental units operated outside of the General Fund. These funds flow directly to the fund providing the service to finance operating expenditures and to offset the cost of providing the service. Charges for services provided to the public include, but are not limited to, Zoning and Cemetery fees, Sale of Maps and Publications, fees for recreational activities, refuse collection fees, transit system fees, document reproduction fees, and fees for downtown parking. Fees for recreational activities include various fees for recreation programs such as swimming, golf, centers and others. Charges for services primarily consumed by outside organizations include Other Transportation Projects, which represent charges for street work performed by the Streets Division. Charges to Alachua County are primarily based on contracts for providing traffic signal maintenance and repair. Charges to City-affiliated agencies are of two basic types: indirect services and cost recoveries. • The charges for indirect services are based on an Indirect Cost Plan approved by

the U.S. Department of Housing and Urban Development. Indirect services represent the cost of providing services (particularly in the areas of financial administration, legal counseling, and human resource management) to the Gainesville Regional Utilities, the Solid Waste Collection Program, the Regional



Transit System, the Gainesville Regional Airport, the Stormwater Management Utilities, the Community Development Block Grant, Community Development Agency, and other funds and programs.

• Cost recoveries represent interdepartmental charges for services such as fire and

security services to the Gainesville Regional Airport. These may entail services provided Citywide or services provided to only one department or division.

Significant Assumptions Charges for services related to user fees include a 5% increase in FY2006. Revenues

are generally forecast using historical trend analysis.

FINES AND FORFEITURES

Description This category includes revenues generated from monetary penalties for breach of a City, County and/or State legislation or regulation. • Court Fines and Forfeitures represent monies collected in cases involving

ordinance or traffic violations. • City of Gainesville imposes a $3.00 surcharge on parking fines to fund a school

crossing guard program. This surcharge is authorized by Section 316.60 F.S., and City Ordinance No. 4076 adopted May 22, 1995.

• Code Enforcement Penalties are revenues from violation of certain City

ordinances relating to health, safety and welfare. • Parking Fines are revenues from tickets issued for improper parking. • False Alarm Penalties are revenues from fees imposed on businesses for the

response of police and fire personnel to false alarm calls.

Significant Assumptions

These funds, except for the $3.00 surcharge on parking fines which is accounted for in a Trust Fund, flow directly to the General Fund to finance departmental expenditures and to help defray the cost of implementation and enforcement. The FY 2005 forecast is expected to decrease by approximately $59,000 from the FY 2004 adopted budget and the FY 2006 forecast is expected to increase by approximately $22,000 from the FY 2005 adopted budget.

MISCELLANEOUS REVENUES

Description Miscellaneous Revenues include Interest on Investments, Rental of City Property, Sale of Surplus Property, and Other Miscellaneous Revenues.

Significant Assumptions The FY 2005 forecast for this revenue category is expected to increase by approximately $85,000 from the FY 2004 budget, and FY 2006 is expected to increase by $35,000 from the FY 2005 adopted budget.

UTILITY TRANSFER Description This is a transfer of operating revenues from the City-owned Gainesville Regional

Utilities (a provider of electricity, water, sewer, gas and communication services to the Gainesville urban area) to the General Fund.



Significant Assumptions In order to position the City of Gainesville for a more competitive electric utilities

environment under deregulation, a new transfer formula for the Electric Utility System was adopted, effective October 1, 2000. The new formula is based on delivered KWH of power. This formula has three components: a base amount, a growth factor and an incentive component. The base amount was established using actual FY 1999 figures. The base amount grows by three percent annually as long as the three (3) year average change in retail KWH delivered is not negative. The incentive component involves interchange sales, wholesale sales, and annual growth in KWH delivered in excess of three (3) percent.

Transfers from the Water, Wastewater and Gas systems are determined by a gross-revenue based formula, originally adopted by the City Commission during FY 1986. The estimated budget amounts are revised when actual data for the formula becomes available.

OTHER TRANSFERS Description These are transfers between the City’s General Government administered funds based

on legislation, purpose/nature of the funds involved, and prudent financial planning.

Significant Assumptions The transfer from Solid Waste Collection Enterprise Fund to the General Fund for street maintenance is anticipated at $300,000 in FY 2005 and in FY 2006.

_______________________________________________________________ CITY OF ____________________ GAINESVILLE


SIGNIFICANT BUDGET ASSUMPTIONS - FY 2005 & FY 2006

(Expenditures and other Uses of Funds)

PERSONAL SERVICES Description This category includes expenditures for City employees’ base wages and salaries plus

expenditures for other forms of employee compensation - life and health insurance; social security and pension contributions; and longevity, overtime, and special duty/status pay.

Significant Assumptions The adopted personal services budget is based on the following assumptions: • Wage increase of 4.75% of pay range midpoint for all eligible employees

beginning the first payperiod in January. For CWA employees, professionals and managers, a common evaluation date of January 1 has been implemented.

• Average merit increase of 5.00% of pay range midpoint for managers. • General increase for cost of living of 3.0% for FOP, PBA and IAFF employees

effective October 1 of each fiscal year. Merit increases of 2.5% on evaluation date up to maximum of range.

• General increase for cost of living of 2.25% for ATU employees effective

October 1 of each fiscal year. Merit increase of 2.5% on evaluation date up to maximum of range.

• The City contribution to the General Pension Fund is budgeted at 2.82% in each

fiscal year. • The City Contribution to the Disability Plan is budgeted at .69%. • The City contribution to the Police and Fire Pension Fund is budgeted at 6.63% in

each fiscal year.

OPERATING EXPENSES Description This category includes expenditures for running a governmental program not

classified as personal services, capital outlay or capital projects. Operating expenses include such things as office supplies, postage, utilities, travel and training, dues and memberships, gasoline, telephone and advertising. Expenditures of certain funds also include indirect costs (for services provided by the General Fund), based on a City-wide cost allocation plan.

Significant Assumptions Projected increases (and decreases) are based on a Departmental level decision-making process. The Departments were given a total Departmental target budget and given complete flexibility over allocation in the various line items. The costs of personnel were provided to the Departments by the Office of Management and Budget. This approach attempts to provide more flexibility to managers without sacrificing the fiscal constraints dictated by availability of funding sources. Expenditures were then adjusted to reflect management priorities and to reflect updated information on costs. Expenditures associated with “increments” to existing service levels approved during the budget processes were added to the budget.

_______________________________________________________________ CITY OF ____________________ GAINESVILLE


CAPITAL OUTLAYS Description This category includes expenditure for capital items costing (individually) between

$2000 and $25,000 with a life expectancy of one year or more. Unexpected balances are rolled into fund balance at year end.

Significant Assumptions Projected expenditures are based on the estimated cost of each capital item.

Funding for some of the capital outlay expenditures were identified within the Departmental target budgets. Additional Capital outlay was funded as increments to reflect management priorities.

CAPITAL PROJECTS Description This category includes expenditures for capital items/projects costing $25,000 or

more. Unexpended balances (e.g., projects funded with FFGFC Bond of 1998) are generally carried forward to subsequent fiscal years until the project is completed.

Significant Assumptions Projected expenditures are based on an estimated project cost.

_____________________________________________________________ CITY OF ______________________ GAINESVILLE


PROPERTY TAXES Property taxes constitute approximately 22% of total General Fund revenues in FY 2005. How property taxes are levied, what property they are levied against, and how the taxes are used are carefully controlled by State Statute. Basis Levied against tangible real and personal property. Property value for tax purposes is established by the Alachua County Property Appraiser (an

elected, constitutionally established officer) using State and professional guidelines. The State Constitution limits the annual change in the assessed value of a homestead to the lower of the following: 1. Three percent of the prior year assessment, or 2. The percent change in the Consumer Price Index for all urban consumers. Exemptions Major exemptions from property tax are: - Homestead $25,000 for permanent State residents.

- Additional Homestead Low-Income Seniors $20,000 in FY2005, $25, 000 in FY2006

- Government All governmental property. - Institutional All property of not-for-profit organizations that is used for religious, literary, scientific, educational and charitable purposes. Rates Tax rates, which are set in “mills”, are established by authorized jurisdictions through

carefully regulated procedures set by State Statute. The “millage rate” is that rate per $1,000 of taxable value, which is applied to the taxable value to yield the tax bill for a given parcel.

Example: Given the City’s FY 2005 adopted millage rate of 4.9416, and a taxable value of $75,000

($100,000 gross less $25,000 exemption), the tax bill would be: $75,000 x 4.9416 = $370.62 1,000 Rolled-Back Rates Much of the legislation governing the setting of millage rates in Florida focuses around the

concept of a “rolled-back rate”. The “rolled-back rate” is that tax millage rate which, when applied to this year’s taxable value excluding new construction, additions to structures, deletions, and property added due to geographic boundary changes, would generate the same amount of tax dollars to the taxing authority as were received the previous year. A simple formula is:

2004-05 Rolled-Back Rate = 2003-2004 Gross Ad Valorem Proceeds 2004-2005 Adjusted Taxable Value

_____________________________________________________________ CITY OF ______________________ GAINESVILLE


Procedure While the laws governing the setting of property taxes are complex, the law basically provides that:

Notification: Each property owner must be notified in writing (on a State Specified form) of

the effect of proposed millage rates - for the City, County, School Board, and other taxing districts - on the tax bill for each parcel of taxable property.

Hearing: Concurrent with notification, each property owner must be advised of the scheduled public hearing for each taxing authority. Budgets and millage rates are finalized at the required (and advertised) hearings. Collection Taxes are collected by the Alachua County Tax Collector (an elected, constitutionally

established officer). These receipts are transferred to the city on a monthly basis. Taxes are due on March 31; a penalty of 3 percent is assessed on April 1 (with advertisement charges added in late April). Discounts are provided for tax payments made prior to March: 4% in November, 3% in December, 2% in January, and 1% in February.

____________________________________________________________________ CITY OF ______________ GAINESVILLE

__________ FY 2004-2005/2005-2006 FINANCIAL ________________________________________________ AND OPERATING PLAN

NET TAXABLE VALUE FOR AD VALOREM TAX LEVIES (Ten Year Historical Comparison) Tax Year Fiscal Year Net Taxable Value for As of Ended Ad Valorem Tax Levies Jan. 1 Sept. 30 Amount % Increase

1996 1997 2,031,119,313 -- 1997 1998 2,150,234,789 + 5.9 1998 1999 2,235,759,820 + 4.0 1999 2000 2,390,448,252 + 6.9 2000 2001 2,521,712,589 + 5.5 2001 2002 2,735,232,295 + 8.5 2002 2003 3,252,819,147 +18.9 2003 2004 3,561,664,366 +9.5 2004 2005 3,823,411,340 +7.3 2005 2006 4,142,600,496 +8.3 ___________________________________ Notes: 1Per State Statutes, all assessments/appraisals are made by the County Property Appraiser. The taxable values are based on the appropriate

certification of final taxable value provided by the County Property Appraiser 2Florida Statutes exempt certain governmental, institutional, inventory, widows' and disabled persons' property from taxation. Also, the first

$25,000 value of an owner-occupied residence (Homestead) is exempt; the exemption increased from $5,000 to $15,000 in 1980, to $20,000 in 1981, and to $25,000 in 1982 for owners who had lived in the State for five years or more; in 1983, the exemption was extended to all owners.

3A major reassessment of properties were completed by the Property Appraiser’s Office for tax years 1994 (residential) and 1995

(commercial). 4The projection for FY 2005-2006 net taxable value was based on historical trends.

0.0000.5001.0001.5002.0002.5003.0003.5004.0004.500

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Tax Year (as of Jan. 1)

Net Taxable Property Value



TAX MILLAGE LEVY (Ten Year Historical Comparisons) Tax Millage Levy Millage Levy Fiscal Debt General Percentage Change Year Service Operations Total Annual Cumulative

1997 0.0000 4.9416 4.9416 - 0.6 -12.9 1998 0.0000 4.9416 4.9416 0.0 -12.9 1999 0.0000 4.9416 4.9416 0.0 -12.9 2000 0.0000 4.9416 4.9416 0.0 -12.9 2001 0.0000 4.9416 4.9416 0.0 -12.9 2002 0.0000 4.9416 4.9416 0.0 -12.9 2003 0.0000 4.9416 4.9416 0.0 -12.9 2004 0.0000 4.9416 4.9416 0.0 -12.9 2005 0.0000 4.9416 4.9416 0.0 -12.9 2006 0.0000 4.9416 4.9416 0.0 -12.9 __________________________________ Notes: 1 Tax rates are set by the City Commission effective October 1st. 2006 has not yet been adopted, however, the 2006 Plan

assumes the stated millage rate. 2 Chapter 200.181, Florida Statutes, allows unrestricted Ad Valorem Tax rate levies for debt service for General Obligation Bonds approved by citizen referendum. The City’s last General Obligation Bonds, series 1974, was amortized in FY 1995 3 Chapter 200.181, Florida Statutes, imposes a 10 mill limitation on Ad Valorem Tax rates levied for General Government

operations.

4.4

4.5

4.6

4.7

4.8

4.9

5.0

5.1

5.2

Mill

age

Rat

e

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Fiscal Year

Millage Rates



GROSS AD VALOREM TAX LEVY (Ten Year Historical Comparisons)

Gross (1) Ad Valorem Tax Levy Fiscal Debt General Total Percentage Change Year Service Operations Levy Annual Cumulative

1997 0 10,037,000 10,037,000 ----- -------- 1998 0 10,625,600 10,625,600 + 5.9 + 5.9 1999 0 11,048,200 11,048,200 + 4.0 + 9.9 2000 0 11,812,600 11,812,600 + 6.9 + 16.8 2001 0 12,461,300 12,461,300 + 5.5 + 22.3 2002 0 13,516,400 13,516,400 + 8.5 + 30.8 2003 0 15,820,500 15,820,500 +17.0 + 47.8 2004 0 16,751,152 16,751,152 +5.9 + 53.7 2005 0 18,865,095 18,865,095 +12.6 +66.3 2006 0 20,471,075 20,471,075 +8.5 +74.8 Note: 1Represents gross ad valorem property tax levy per the final certification of taxable value which excludes adjustments, penal-ties or discounts.

2There was a significant increase in gross ad valorem property tax levy in FY 1993 and FY2003 due to an annexations approved via a referendum in September, 1992 and February, 2002 respectively.

3The gross ad valorem property tax levy in FY 2006 is based on historical trends.

4.006.008.00

10.0012.0014.0016.0018.0020.0022.00

$ (in

mill

ions

)

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Fiscal Year

Gross Ad Valorem Tax Levy



UTILITY TRANSFERS (Ten Year Historical Comparisons) Fiscal Utility Percentage Change Year Transfer Annual Cumulative

1995 19,248,327 ----- ----- 1996 19,245,566 + 0.0 + 0.0 1997 20,158,023 + 4.7 + 4.7 1998 21,406,886 + 6.2 + 11.2 1999 22,356,811 + 4.4 + 16.1 2000 23,332,838 + 4.4 + 21.2 2001 24,330,054 + 4.3 + 26.4 2002 25,515,599 + 4.9 + 32.6 2003 26,224,493 +2.8 + 36.2 2004 27,175,669 +3.6 + 41.2 2005 27,210,060 +0.1 + 41.4 2006 28,200,055 +3.5 + 46.5 _______________________________ Notes: 1 Since FY 1987 the Utility Transfer has been based on a formula adopted by the City Commission. The formula has been modified several times since its adoption. 2 The FY 2006 Utility Transfer is based on historical trends

0.00

5.00

10.00

15.00

20.00

25.00

30.00

$ (in

mill

ions

)

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Fiscal Year

Utility Transfer

___________________________________________________________ CITY OF _________________________ GAINESVILLE


DEBT SERVICE INDICATORS

Debt is an effective way to finance capital improvements, but its misuse can cause serious financial problems. Even a temporary inability to repay debt can damage a government’s credit rating, which in turn can increase the cost of future borrowing. Therefore, local governments must ensure that their outstanding debt does not exceed their ability to repay the associated debt service. Under the most favorable circumstances, a local government’s debt:

(1) Is proportional in size and rate of growth to its revenue base; (2) Does not extend past the useful life of the facilities that it finances; (3) Is not used to balance the operating budget; (4) Does not require repayment schedules that put excessive burdens on operating expenditures; and (5) Is not so high as to jeopardize the government’s credit rating.

An examination of a government’s debt structure can reveal the following warning signs:

(1) Increasing reliance on long-term debt; (2) Decreasing expenditure flexibility due to increased debt service costs; (3) The existence of sudden large increases or decreases in future debt service.

In this section the following items related to the City’s General Government debt picture will be presented:

(1) Total debt service per capita - Ten year trend (2) Ratio of total debt service to General Fund revenues - Ten year trend (3) Summary of All Indebtedness

- future annual debt service cost levels - current debt composition

(4) Amortization schedule for individual debt issues NOTE: The City of Gainesville is in the process of developing a debt policy. No legal debt limit exists for the City of Gainesville other than that a referendum is required before a general obligation bond is issued. The referendum requirement has not been an issue in recent borrowings, since the last general obligation bond issued was almost twenty-five years ago. Most of the recent borrowings have been through the First Florida Governmental Financing Commission, a consortium of local governments, created pursuant to Florida Interlocal Cooperation Act of 1969 to facilitate borrowing by participating local governments. The Commission is a separate legal entity and as such is authorized to issue bonds. The Commission then loans the bond proceeds to participating local governments through a separate loan agreement. Even though no legal debt limit exists for the City, the City Commission and City Management limits the level of debt to ensure that sufficient funds are available for current and future operations.



RATIO OF TOTAL DEBT SERVICE TO GENERAL FUND REVENUES

(Ten Year Trend)

FISCAL PERIOD

TOTAL DEBT SERVICE

GENERAL FUND REVENUES

RATIO

1997 4,070,841 54,792,622 7.43% 1998 3,669,378 58,095,943 6.31% 1999 4,327,472 59,603,563 7.26% 2000 3,301,404 62,877,384 5.25% 2001 3,011,154 67,207,129 4.48% 2002 3,744,736 68,820,897 5.44% 2003 4,388,302 73,185,694 6.00% 2004 5,334,352 77,609,403 6.87% 2005 7,862,244 80,789,415 9.73% 2006 6,780,734 84,163,120 8.06%

The ratio measures the amount of debt service expenditure incurred each year compared to the General Fund revenues and other sources of funds. As debt service requirements increase, the City’s uncommitted funding sources decrease, thereby reducing the amount of funds available for other programs.

As indicated in the data above and graph below, the debt service cost as a ratio of General Fund revenues is projected to increase over the next two (2) years. This is due to the issuance of Pension Obligation bonds, which had a favorable affect on the pension contribution rates. Still a favorable condition, if the existing debt burden is considered acceptable by industry benchmarks, which it is in the case of the City.

The total debt service expenditures through FY 2003 are based on actual accounting records, but the amounts for the remaining three (3) years are based on the current amortization schedule and adopted budget.

The General Fund revenues through FY 2003 are based on actual accounting records controlled for non-recurring items, but the final three (3) years are based on the adopted revenue budgets. The FY 2005 revenues have been controlled for $1,406,910 in appropriation from fund balance.

0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%8.00%9.00%

10.00%

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Fiscal Year

Debt Service Ratio



TOTAL DEBT SERVICE PER CAPITA

(Ten Year Trend)

FISCAL PERIOD

TOTAL DEBT

SERVICE

ESTIMATED

POPULATION

TOTAL DEBT SERVICE PER

CAPITA

1997 4,070,841 98,518 41.32 1998 3,669,378 100,315 36.58 1999 4,327,472 101,405 42.68 2000 3,301,404 95,447 34.59 2001 3,011,154 96,172 31.31 2002 3,744,736 111,224 33.67 2003 4,388,302 112,069 39.16 2004 5,334,352 112,921 38.88 2005 7,862,244 117,182 67.09 2006 6,780,734 117,182 57.86

The total debt service per capita measure relates annual debt service expenditures to changes in population. As population increases, it is reasonable to expect increases in capital improvement needs and demands. Since the most popular means of financing capital improvement is through borrowing, one would expect to see an increase in long-term debt. The rate reflected above is indicative of the fact that the City had a list of unfunded capital improvement and deferred maintenance needs, some of which were addressed by the debt issues of FY 1996, FY 1998, FY2001 and FY2002.

The total debt service expenditures through FY 2003 are based on actual accounting records, but the figures for the remaining three years are based on the current amortization schedule and adopted budget.

The population estimates for FY 1997 to FY 2006 are based on State estimates. The population of FY 2000 is based on the 2000 U.S Census. The estimates for FY 2001 forward include population estimates for any annexed areas.

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Fiscal Year

Debt Service Per Capita


SUMMARY OF ALL INDEBTEDNESSDebt Service Requirements to Maturity

TOTALFISCAL TOTAL TOTAL DEBT SERVICEPERIOD PRINCIPAL INTEREST REQUIREMENTS

2005 4,010,000 4,894,855 8,904,8552006 3,047,053 4,775,994 7,823,0472007 2,770,105 4,706,967 7,477,0722008 3,084,992 4,686,198 7,771,1902009 3,393,734 4,681,531 8,075,2652010 3,690,259 4,705,425 8,395,6842011 3,461,503 4,760,391 8,221,8942012 3,711,472 4,854,750 8,566,2222013 2,740,350 4,979,384 7,719,7342014 2,909,358 5,193,276 8,102,6342015 3,066,777 5,435,231 8,502,0082016 3,218,755 5,696,591 8,915,3462017 4,561,356 4,810,340 9,371,6962018 4,203,314 5,659,813 9,863,1272019 2,830,665 5,735,385 8,566,0502020 3,090,276 5,896,212 8,986,4882021 3,374,721 6,059,200 9,433,9212022 3,683,495 6,218,556 9,902,0512023 3,232,745 6,382,089 9,614,8342024 3,543,686 6,581,286 10,124,9722025 3,718,522 5,846,519 9,565,0412026 4,090,904 6,036,049 10,126,9532027 4,491,784 6,217,840 10,709,6242028 4,921,153 6,400,275 11,321,4282029 7,520,000 1,980,739 9,500,7392030 8,470,000 1,573,155 10,043,1552031 9,190,000 1,114,081 10,304,0812032 10,290,000 615,983 10,905,9832033 1,075,000 58,265 1,133,265

TOTALS $ 121,391,979 136,556,380 257,948,359

RECAP:GERRB-1994 $ 1,502,220 6,162,780 7,665,000FFGFC-1996 2,565,000 524,160 3,089,160FFGFC-1998 8,095,000 1,778,265 9,873,265FFGFC-2001 1,175,000 71,000 1,246,000FFGFC-2002 9,205,000 4,761,424 13,966,424POB 2003A 39,192,952 63,508,586 102,701,538POB 2003B 49,851,807 55,997,745 105,849,552GERRB-2004 9,805,000 3,752,420 13,557,420

TOTALS $ 121,391,979 136,556,380 257,948,359



GUARANTEED ENTITLEMENT REVENUE AND REFUNDING BONDS OF 1994Debt Service Requirements to Maturity

FISCAL TOTALPERIOD PRINCIPAL INTEREST REQUIREMENTS

2018 255,146 839,854 1,095,0002019 240,265 854,735 1,095,0002020 226,260 868,740 1,095,0002021 213,065 881,935 1,095,0002022 200,637 894,363 1,095,0002023 188,931 906,069 1,095,0002024 177,916 917,084 1,095,000

TOTALS $ 1,502,220 6,162,780 7,665,000

NOTES:

(1) Bonds dated April 1, 1994; original issue $15,892,220; coupon interest rate 3.0% - 5.5%. The 1994 Series Bonds were sold at discount to improve their marketability.

(2) Payable solely from and secured by a lien upon and a pledge of monies from the Guaranteed Entitlement portion of the City's State Revenue Sharing Fund.

(3) Principal is payable August 1. Interest is payable February 1 and August 1. The bond issue will be completely amortized as of August 1, 2024. A partial refunding of this bond issue was approved in FY 2004. Only the coupons due after 2017 remain on this bond issue.



FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 1996 Debt Service Requirements to Maturity

FISCAL INTEREST BOND INTEREST ON TOTALPERIOD RATE MATURITIES BONDS REQUIREMENTS

2005 5.00 375,000 140,374 515,3742006 5.10 395,000 121,626 516,6262007 5.20 410,000 101,480 511,4802008 6.00 435,000 80,160 515,1602009 6.00 460,000 54,060 514,0602010 5.40 490,000 26,460 516,460

TOTALS $ 2,565,000 524,160 3,089,160

NOTES:

(1) Loan dated May 1, 1996; original loan amount $4,990,000; interest rates 3.75% - 6.00%.

(2) Payable solely from non ad-valorem revenues (i.e., no specific revenues pledged as security).

(3) Principal payable July 1; interest payable January 1 and July 1.



FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 1998 Debt Service Requirements to Maturity


2005 4.30 1,010,000 371,885 1,381,8852006 4.30 885,000 328,455 1,213,4552007 4.40 925,000 290,400 1,215,4002008 4.50 965,000 249,700 1,214,7002009 4.50 1,005,000 206,275 1,211,2752010 4.60 1,050,000 161,050 1,211,0502011 5.00 1,100,000 112,750 1,212,7502012 5.00 1,155,000 57,750 1,212,750

TOTALS $ 8,095,000 1,778,265 9,873,265

NOTES:

(1) Loan dated April 1, 1998; original loan amount $10,955,000; interest rates 4.00% - 5.00%.





FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 1998 (FFGFC of 1992 Refunding Debt)

Debt Service Requirements to Maturity


2005 4.30 845,000 364,790 1,209,7902006 4.30 885,000 328,455 1,213,4552007 4.40 925,000 290,400 1,215,4002008 4.50 965,000 249,700 1,214,7002009 4.50 1,005,000 206,275 1,211,2752010 4.60 1,050,000 161,050 1,211,0502011 5.00 1,100,000 112,750 1,212,7502012 5.00 1,155,000 57,750 1,212,750

TOTALS $ 7,930,000 1,771,170 9,701,170

NOTES:

(1) Loan dated April 1, 1998; original loan amount $9,945,000; interest rates 4.00% - 5.00%.





FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 1998 (Communication Project-New Money)

Debt Service Requirements to Maturity


2005 4.30 165,000.00 7,095.00 172,095.00

TOTALS $ 165,000.00 7,095.00 172,095.00

NOTES:

(1) Loan dated April 1, 1998; original loan amount $1,010,000; interest rates 4.00% -4.30%.





FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 2001Debt Service Requirements to Maturity


2005 4.00 575,000 47,000 622,0002006 4.00 600,000 24,000 624,000

TOTALS $ 1,175,000 71,000 1,246,000

NOTES:

(1) Loan dated May 1, 2001; original loan amount $2,775,000; interest rates 4.00%.


(3) Principal payable July 1; interest payable July 1 and January 1.



FIRST FLORIDA GOVERNMENTAL FINANCING COMMISSION BONDS, 2002Debt Service Requirements to Maturity


2005 350,000 424,208 774,2082006 365,000 411,958 776,9582007 375,000 399,184 774,1842008 390,000 385,122 775,1222009 405,000 369,522 774,5222010 425,000 352,916 777,9162011 440,000 335,386 775,3862012 460,000 316,464 776,4642013 480,000 296,226 776,2262014 500,000 274,626 774,6262015 525,000 251,500 776,5002016 550,000 226,562 776,5622017 580,000 197,000 777,0002018 605,000 168,000 773,0002019 640,000 137,750 777,7502020 670,000 105,750 775,7502021 705,000 72,250 777,2502022 740,000 37,000 777,000

TOTALS $ 9,205,000 4,761,424 13,966,424

NOTES: (1) Bonds dated March 15, 2002; original issue $9,870,000; coupon interest rate 3.5% - 5.3%. The 2002 Series Bonds were sold at discount to improve their marketability.

(2) Payable solefy from non ad-valorem revenues (i.e., no specific revenues pledged as security.)

(3) Principal is payable July 1. Interest is payable January 1 and July 1. The bond issue will be completely amortized as of July 1, 2022.



PENSION OBLIGATION BONDS - SERIES 2003ADebt Service Requirements to Maturity


2005 1,120,000 1,114,855 2,234,8552006 67,351 1,098,424 1,165,7752007 185,534 1,120,241 1,305,7752008 288,434 1,157,341 1,445,7752009 392,256 1,208,519 1,600,7752010 478,454 1,277,321 1,755,7752011 561,320 1,364,455 1,925,7752012 631,803 1,463,972 2,095,7752013 697,340 1,583,435 2,280,7752014 755,144 1,720,631 2,475,7752015 803,088 1,872,687 2,675,7752016 846,827 2,038,948 2,885,7752017 886,356 2,224,419 3,110,7752018 918,168 2,427,607 3,345,7752019 945,400 2,645,375 3,590,7752020 969,016 2,876,759 3,845,7752021 991,656 3,124,119 4,115,7752022 1,017,858 3,382,917 4,400,7752023 1,038,814 3,661,961 4,700,7752024 1,060,770 3,955,005 5,015,7752025 1,078,522 4,262,253 5,340,7752026 1,095,904 4,594,871 5,690,7752027 1,111,784 4,938,991 6,050,7752028 1,126,153 5,304,622 6,430,7752029 3,280,000 1,090,775 4,370,7752030 3,750,000 912,999 4,662,9992031 6,170,000 709,749 6,879,7492032 6,925,000 375,335 7,300,335

TOTALS $ 39,192,952 63,508,586 102,701,538

NOTES: (1) Bonds dated March 14, 2003; original issue $40,052,953; coupon interest rate 1.71% - 6.19%. The bonds are not subject to redemption prior to maturity

(2) Payable solely from non ad-valorem revenues (i.e., no specific revenues pledged as security.)

(3) Principal is payable October 1. Interest is payable January 1 and July 1. The bond issue will be completely amortized as of October 1, 2032.



PENSION OBLIGATION BONDS - SERIES 2003BDebt Service Requirements to Maturity


2005 0 2,333,921 2,333,9212006 134,702 2,349,219 2,483,9212007 254,571 2,374,350 2,628,9212008 361,558 2,417,363 2,778,9212009 461,478 2,472,443 2,933,9212010 546,805 2,547,116 3,093,9212011 625,183 2,638,738 3,263,9212012 694,669 2,744,252 3,438,9212013 753,010 2,865,911 3,618,9212014 804,214 3,004,707 3,808,9212015 848,689 3,160,232 4,008,9212016 886,928 3,326,993 4,213,9212017 2,095,000 2,333,921 4,428,9212018 2,425,000 2,224,352 4,649,3522019 1,005,000 2,097,525 3,102,5252020 1,225,000 2,044,963 3,269,9632021 1,465,000 1,980,896 3,445,8962022 1,725,000 1,904,276 3,629,2762023 2,005,000 1,814,059 3,819,0592024 2,305,000 1,709,197 4,014,1972025 2,640,000 1,584,266 4,224,2662026 2,995,000 1,441,178 4,436,1782027 3,380,000 1,278,849 4,658,8492028 3,795,000 1,095,653 4,890,6532029 4,240,000 889,964 5,129,9642030 4,720,000 660,156 5,380,1562031 3,020,000 404,332 3,424,3322032 3,365,000 240,648 3,605,6482033 1,075,000 58,265 1,133,265

TOTALS $ 49,851,807 55,997,745 105,849,552

NOTES: (1) Bonds dated March 14, 2003; original issue $49,851,805; coupon interest rate 3.07% - 5.42%. The bonds are not subject to redemption prior to maturity

(2) Payable solely from non ad-valorem revenues (i.e., no specific revenues pledged as security.)

(3) Principal is payable October 1. Interest is payable January 1 and July 1. The bond issue will be completely amortized as of October 1, 2033.



GUARANTEED ENTITLEMENT REVENUE AND REFUNDING BONDS OF 2004Debt Service Requirements to Maturity


2005 580,000 462,612 1,042,6122006 600,000 442,312 1,042,3122007 620,000 421,312 1,041,3122008 645,000 396,512 1,041,5122009 670,000 370,712 1,040,7122010 700,000 340,562 1,040,5622011 735,000 309,062 1,044,0622012 770,000 272,312 1,042,3122013 810,000 233,812 1,043,8122014 850,000 193,312 1,043,3122015 890,000 150,812 1,040,8122016 935,000 104,088 1,039,0882017 1,000,000 55,000 1,055,000

TOTALS $ 9,805,000 3,752,420 13,557,420

NOTES: (1) Bonds dated May 5, 2004; original issue $9,805,000; coupon interest rate 3.5% - 5.5%.

(2) Payable solely from and secured by a lien upon and a pledge of monies from the Guaranteed Entitlement portion of the City's State Revenue Sharing Fund.

(3) Principal is payable July 1. Interest is payable January 1 and July 1. The bond issue will be completely amortized as of August 1, 2017.

(4) This bond issue was approved to partially refund the Guaranteed Entitlement Revenue and Refunding Bond of 1994.


______________________________________________________________________________ CITY OF ___________________ GAINESVILLE

___________________ FY 2004-2005/2005-2006 FINANCIAL______________________________________________________ AND OPERATING PLAN

LOCAL INFORMATION

The City was established in 1854, incorporated in 1869 and has operated under a Commission-Manager form of government since 1927. The City Commission currently consists of six elected commissioners and an elected Mayor. They are responsible for enacting the ordinances and resolutions, which govern the City. The City of Gainesville is the largest city and county seat of Alachua County. It serves as the cultural, educational, and commercial center for North Central Florida. Gainesville is home to the University of Florida, the State’s flagship university, and to one of the largest medical communities in the Southeastern United States. It is located midway between the Gulf of Mexico and the Atlantic Ocean and halfway between Miami and Pensacola. The National Arbor Day Foundation has honored Gainesville as a “Tree City USA” for the past eighteen years. Money Magazine also ranked it in September 1995, as the best place to live in America. In the September/October issue of “Where to Retire” magazine, Gainesville was named and featured as a top town for retirement living. As of November 2003, recent annexations have increased the City’s population to 117,182. Other interesting facts about our great city can be found on the following pages.

___________________________________________________________________________ CITY OF _________________________ GAINESVILLE

_______________ FY 2004-2005/2005-2006 FINANCIAL ____________________________________________ AND OPERATING PLAN

LOCAL INFORMATION AS OF 2003 GOVERNMENT: Establishment of Town 1854 Date of Incorporation 1869 Adoption of Present Charter 1927 Form of Government Commission-Manager Fiscal Year Begins October 1st Terms of Office * Mayor Three Years (2 Term Limit) * Commissioners Three Years (2 Term Limit) Number of Registered Voters 54,213 Number of Voter Turnout in Last City General Election 28,122 (52%) (Includes split City/County Precincts) GENERAL: (1)(6) Location Area 54.04 Square Miles Latitude 82.16' West Longitude 29.41' North Elevation 165 Feet Distance and Direction Average Air to Major Cities Highway Miles Minutes Jacksonville 75 Northeast 20 Orlando 115 Southeast 30 Tampa Bay 140 South 30 Climate Average Annual Temperature Summer 69 to 91 Winter 43 to 75 Average Annual Precipitation 52.39”

City Owned Parking Facilities(2)

On-Street Metered Spaces 268 Off-Street Metered Spaces 90 Permit Parking Spaces 59 Non-Metered * Central City District 399 Handicapped * Off-Street Not Metered 15 * Central City District 13 Reserved * Central City District 329 Loading

* Central City District 12



EDUCATION: Public Schools: (3) Elementary Schools 24 schools, enrollment 12,125 Middle Schools 8 schools, enrollment 6,227 High Schools 7 schools, enrollment 9,080 Special Schools 7 schools, enrollment 663 Charter Schools 14 schools, enrollment 1,175 Certification of Teachers DOE Requirement Public School Teachers 1,818 Student Membership 29,270 Major Educational Institutions: University of Florida Enrollment: 1994 37,678 1995 38,730 1996 39,137

1997 41,040 1998 42,336 1999 43,943 2000 45,573 2001 46,798 2002 47,373 2003 47,858

Instructional Faculty 1,679 Full-Time, 41 Part-Time Degrees Offered 105 Undergraduate Degrees 256 Graduate Degrees

5 Professional (Law, Veterinary Medicine, Medicine, Pharmacy, Dentistry) 12 Specialist Degrees 15 Engineer Degrees

Santa Fe Community College Enrollment: 1994 12,435 1995 12,525

1996 12,600 1997 12,086 1998 12,519 1999 12,795 2000 12,726 2001 13,516 2002 14,047 2003 16,108

Faculty 291 Full-Time, 390 Part-Time Degrees Offered 49 Associate of Arts 29 Associate of Science and Applied Science 15 Certificate of Training 15 Technical Certificate



PUBLIC SAFETY: Gainesville Police Department 273 Sworn Personnel 70 Civilian Personnel

Gainesville Fire-Rescue 142 Sworn Personnel 8 Civilian Personnel TRANSPORTATION: Air Service:(4) Gainesville-Alachua County Regional Airport Enplaned 127,145 Deplaned 128,053 Motor Freight Services:(5) Common Carriers 57 Highway Routes:(6) Interstate 75 and 10 U. S. Highways 441, 301, 41 & 27 Rail Service:(6) Freight Service CSX Transportation Passenger Service Amtrak Bus Service:(6) Transcontinental & Inter-City Greyhound Intra-City Regional Transit including Minibus for the Handicapped CULTURAL AND RECREATION:(6)(7)(8)

Art Galleries

Center for Modern Art Grinter Gallery Thomas Center Galleries Focus Gallery Samuel P. Harn Museum of Art University Gallery Gainesville Artisans’ Guild Gallery Santa Fe Gallery

Art Show/Festivals

Art in Thornebrook Village Downtown Jazz & Blues Festival Kanapaha Spring Garden Festival Blizzard Bash Fifth Avenue Arts Festival SFCC Spring Arts Festival Downtown Festival and Art Show Hoggetowne Medieval Faire Spring Garden Festival

Dance

Dance Alive! Floridance Company LaVern Porter Dance Company Danscompany of Gainesville Gainesville Ballet Theatre Society for the Preservation of Oriental Dance Theatre of Santa Fe Grand Squares Square Dance Club Folkloric Dance & Culture Duncan Works Children’s Dance Theatre

Greenwood Morris Dancers and the – Maypole

Sahnobar Dance Ensemble SoundStage American Dance Company



Libraries

Alachua County Public Library District Santa Fe Community College Library

University of Florida Library

Music

Academy of Music & Art Gainesville Friends of Jazz & Blues UF Men’s Glee Club Alachua County Youth Orchestra Gainesville Sweet Adelines UF Women’s Chorale BarberGators Santa Fe Brass Ensemble UF Gospel Choir Gainesville Chamber Orchestra Thirsty Ear Concerts University Symphonic Band Gainesville Civic Chorus UF University Choir Willis Bodine Chorale Gainesville Community Band UF Chamber Singers World Harmony Project

Museums

EXPO-The Children’s Museum of Gainesville Fred Bear Museum Micanopy Historical Society Museum Florida Museum of Nature History Matheson Historical Center Theatre of Memory

Theatre

Acrosstown Repertory Theatre Constans Theatre Hippodrome State Theatre All Children’s Theatre Gainesville Community Playhouse The Fable Factory Center for the Performing Arts High Springs Community Theatre Theatre Santa Fe

Other Area Attractions

Alfred A. Ring Park Gum Root Park Payne's Prairie State Preserve Park Biven's Arm Nature Park Hogtown Creek Greenway San Felasco Hsmmock State Preserve Bouleware Springs Park Kanapaha Botanical Gardens Santa Fe Community College Zoo Devil's Millhopper State Geological Site Loblolly Environmental Facility UF Teaching Observatory Gainesville to Hawthorne Rail Trail Morningside Nature Center

PARKS & PLAYGROUNDS: Parks and Playgrounds 30 Golf Courses 7 (2 Public) MEDICAL FACILITIES:(6) Hospitals Acute Care 6: Total Beds 1,811 Physicians and Surgeons 2,000 Dentists 135



COMMUNICATIONS:(1)(6)

Newspaper Printing and Publishing 9 Major Newspaper Gainesville Sun Circulation 55,000 avg. Broadcasting and Telecommunications 41 Major Television Stations 4 ABC WCJB-TV 20 CBS WGFL-TV 53 FOX WOGX-TV 51 PBS WUFT-TV 5 POPULATION:(5) Year Population 1994 93,969 1995 96,051 1996 97,693 1997 99,870 1998 100,315 1999 101,405 2000 95,447 2001 96,446 2002 111,224 2003 117,182 EMPLOYMENT: Year Unemployment Rate:(9)

1994 3.80% 1995 3.60%

1996 2.90% 1997 2.80% 1998 2.40% 1999 2.70% 2000 1.90% 2001 2.40% 2002 2.62% 2003 2.48%

Gainesville MSA Total Non-Agricultural Employment:(9)

Percentage Construction & Mining 4.32% Manufacturing 3.55% Trade, Transportation & Services 13.51% Information 1.44% Financial Activities 5.57% Professional & Business Services 6.48% Educational & Health Services 17.10% Leisure & Hospitality 9.98% Other Services 3.67% Government 34.38%



Ten Largest Employers:(6)

Number of Employer Product Employees University of Florida Education 12,297 Shands Hospitals Health Care 8,225 Alachua County School Board Education 4,064 Florida Department of Children & Families State Family Services 2,319 City of Gainesville Municipal Government 2,005 Publix Supermarkets Grocer 1,876 Veterans Affairs Medical Center Health Care 1,627 North Florida Regional Hospital Health Care 1,560 Nationwide Insurance Company Insurance 1,058 Santa Fe Community College Education 926 OTHER DEMOGRAPHICS:(10)

No. of Bldg. Value of Year Permits Construction 1994 1,199 52,269,076 1995 1,296 44,415,674 1996 2,352 61,360,847 1997 2,141 73,271,432 1998 6,732 71,237,896 1999 5,928 80,419,905 2000 5,654 80,405,644 2001 7,727 88,964,534 2002 2,033 141,585,566 2003 7,408 105,545,333 _________________________________ Sources: City of Gainesville Comprehensive Annual Financial Report: (1) Gainesville Area Chamber of Commerce (2) City of Gainesville Traffic Engineering Division (3) Alachua County School Board (4) Gainesville-Alachua County Regional Airport (5) UF Bureau of Economic and Business Research (6) Gainesville Council for Economic Outreach (7) City of Gainesville Cultural Affairs Department (8) City of Gainesville Recreation & Parks Department (9) United States Department of Labor (10) City of Gainesville Building Inspection Department

________________________________________________________ CITY OF ____________________________ GAINESVILLE


GLOSSARY

The Financial and Operating Plan contains specialized and technical terminology that is unique to public finance and budgeting. The following glossary has been included to assist the reader in understanding these terms and acronyms used in this document.

Accrual – Adjusting journal entries designed to ensure that assets and liabilities that are created or discharged because of operating activities of the current period are recognized as revenues and expenses in that period. Examples include accrued wages and accrued interest.

Ad Valorem Tax - A tax levied in proportion to the value of the property against which it is levied (e.g., a property tax).

Annual Budget - A budget applicable to a single fiscal year.

Appropriation - A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended.

Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes (i.e., the property’s value).

Basic Financial Statements - Financial statements, including notes, which are necessary for a fair presentation of the financial position and the results of operations, of an entity in conformity with Generally Accepted Accounting Principles (GAAP).

Biennial Budget - A budget applicable for two years.

Bond - A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds.

Budget - A plan of financial operation with an estimate of proposed expenditures and the means of financing them for a given period of time. The term “budget” is used in two senses in practice. It may designate the financial operating plan presented to the appropriating body for adoption or the plan finally adopted by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether the appropriating body has approved it.

Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to the legislative body.

Budget Funds - Funds that are planned for certain uses, but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for City Commission approval is composed of budget funds.

Budgetary Control - The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitation of available appropriations and available revenues.

Capital Equipment - Capital purchases of major equipment items which are not permanently attached to a public facility. This would include the replacement or addition of major motorized equipment items as well as other major equipment items.

Capital Outlay - Expenditures which result in the acquisition of, or addition to, short-lived general fixed assets.



Capital Projects Funds - Funds established to account for the acquisition or construction of major capital facilities.

CDBG - The Community Development Block Grant. A Federal entitlement program used primarily to fund programs that benefit low and moderate-income persons.

Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.

CRA - The Community Redevelopment Agency. A redevelopment agency created by the City under Chapter 163, of the Florida Statutes.

Debt Services - The City’s obligation to pay principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule.

Debt Service Funds - Funds established to account for the accumulation of resources for, and the payment of, general long-term principal and interest.

Deficit - In this budget document, the excess of Uses over Sources for the budget period.

Department - The basic organizational unit of government, which is functionally unique in its delivery, services. Its components are hierarchically arranged.

Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy and obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period.

Designations - A portion of fund balance earmarked for specific appropriations.

Encumbrances - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures. This is generally accomplished through purchase orders, contracts or requisitions.

Enterprise Funds - Funds established to account for operations (1) that are financed and operate in a manner similar to private business enterprises - where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (2) where the governing body has decided that periodic determination of revenues earned, expense incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

Entitlement - The amount of payment to which a State or local government is entitled as determined by the federal government (e.g., the Director of the Department of Housing and Urban Development) pursuant to an allocation formula contained in applicable statutes.

ERU - An Equivalent Residential Unit. A unit of measure used to calculate stormwater management utility fees.

Expendable Trust Funds - Trust Funds whose principal and income may be expended in the course of their designated operations.

Expenditures - Decreases in net financial resources. Expenditures include current operating expenses, which require the current or future use of net current assets, and debt service.

Expenses - Decreases in net total assets. Expenses represent charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.



Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operation for purposes of external financial reporting.

Fixed Assets - Assets of a long-term character, which are intended to continue to be held or used: land, buildings, improvements other than buildings, and machinery and equipment.

Full Faith and Credit - A pledge of the general taxing power for the payment of debt obligations.

Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public safety is a function.

Fund - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources (assets), together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Fund Accounting - A government accounting system, which is organized and operated on a fund basis.

Fund Balance - The fund equity of governmental funds and Trust Funds.

General Fund - The largest fund within the City, the General Fund accounts for most of the financial resources as well as most of the operating services of the general government.

General Obligation Bonds - Bonds, the payment for which the full faith and credit of the issuing government are pledged.

General Overview - A section of the budget that provides the City Commission and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years and possible recommendations of the City Manager.

Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards of, and guidelines for, external financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. The primary authoritative statement on the application of GAAP to State and local governments are Governmental Accounting Standards Board (GASB) pronouncements. Every government should prepare and publish financial statements in conformity with GAAP. The objectives of government GAAP financial reports are different from, and much broader than, the objectives of business GAAP financial reports.

Goals - Goals are broad statements determined at the highest level of government of what the City would like to accomplish over an extended length of time.

Governmental Funds - A group of funds that consists of General, Special Revenue, Debt Service and Capital Projects Funds.

Grant - Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility.

GRU - The Gainesville Regional Utilities. A City owned and operated utility system that provides: electric, water, wastewater, gas and communications services.



HOME - The HOME Investment Partnership Program Grant. A program created under Title II of the Cranston-Gonzalez National Affordable Housing Act of 1990. Provides funds for housing for low and very low-income persons.

Income - A term used in proprietary fund type accounting to represent (1) revenues, or; (2) the excess of revenues over expenses.

Indirect Expenses - Expenses associated with, but not directly attributable to providing a product or service that assists in the operation.

Interfund Transfers - Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.

Intergovernmental Revenue - Revenue collected by one government and distributed (usually through some predetermined formula) to another level of government(s).

Internal Service Fund - A fund used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government or to other governments, on a cost-reimbursement basis.

Investments - Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments.

Millage - The tax rate on property based on $1.00 per $1,000 of assessed property value.

Modified Accrual Accounting - A basis of accounting utilized by governmental fund types and expendable trust funds that recognizes revenue when they are susceptible to accrual - that is both measurable and available to pay liabilities of the current period - and expenditures when the related liability is incurred. The differences in this basis of accounting as opposed to that applicable to proprietary funds and non-governmental entities relate to the unique environment and accounting measurement objectives of governmental fund types.

NHDC - The Neighborhood Housing Development Corporation. A local non-profit housing provider that rehabilitates and builds houses for low to moderate income persons.

Non-departmental Expenditures - Those uses of funds, which are not directly related to a department.

Non-operating Expenses - Fund expenses that are not directly related to the fund’s primary service activities.

Object Code - Unique identification number and title for an expenditure category. Represents the most detailed level of budgeting and recording expenditures, referred to as a “line item” (e.g., 1011, Permanent Full Time; 3010, Materials and Supplies).

Objective - A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. A good statement of objective should imply a specific standard of performance for a given program.

Obligations - Amounts that a government may be required legally to meet out of its resources. They include not only actual liabilities, but also unliquidated encumbrances.

Operating Budget - Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the bi-annual operating budget) is the summary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government.



Operating Expenses - Fund expenses that are directly related to the fund’s primary service activities.

Operating and Financial Plan - A budgetary plan developed as a tool for planning, management, and control. As a planning tool it is used to establish programmatic and financial goals and objectives. As a management tool, the plan is used to direct organizational units toward established objectives for service delivery. Finally, as a control tool - the traditional use of budgeting - the plan is used for financial accountability.

Ordinance - A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.

Organization - A responsibility area within a department of the City.

Outside Agencies - Private not-for-profit agencies located within the City who provides community services which supplement and support City programs and for which City dollars are made available.

Pension Trust Funds - Trust Funds used to account for public employee retirement systems. Pension Trust Funds are accounted for in essentially the same manner as proprietary funds, but with an important expanded emphasis on required fund balance reserves.

Personal Services - General category that includes salaries and wages, pensions, health insurance, and other fringe benefits.

Program Budget - A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class.

Program Plan - Collection of individual program service levels to accomplish the given objectives of a department.

Project - A plan of work, job, assignment, or task.

Proprietary Funds - A group of funds that consists of Enterprise and Internal Service Funds.

Reserve - (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure and (2) an account used to earmark a portion of fund equity as legally segregated for a specific future use.

Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute.

Retained Earnings - An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund.

Revenues - (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under GASB pronouncements, general long-term debt proceeds and operating transfers-in are classified as “other financing sources” rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under GASB pronouncements, operating transfers-in are classified separately from revenues.

RTS - The Regional Transit System, a City owned and operated bus system.

Service Level - Service(s) or product(s) which comprise actual or expected output of a given program. Focus is on results, not measures of workload.

Sources - Total revenues and transfers from other funds that increase net financial resources.



Special Revenue Funds - Funds used to account for revenues derived from specific external sources to be used for specific restricted types of activities.

SHIP – The State Housing Initiatives Program. A State entitlement program designed to foster public/private partnerships to create and preserve affordable housing.

Surplus - In this budget document, the excess of Sources over Uses for the budget period.

Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges.

TIF – Tax-increment financing. Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of an area. The City of Gainesville has four tax-increment districts utilizing TIF revenues: Downtown, Fifth Avenue/Pleasant Street (FAPS), College Park/University Heights (CPUH), and Eastside.

TEAM - The Employee Action Motivators.

Trust Funds - Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/or other funds.

Uses - Total expenditures, expenses and transfers to other funds that decrease net financial resources.

Department Funding Department Funding(A) Community Development $1,572,200 (A) Total Community Development $3,795,704(B) Computer Services $650,000 (B) Total Computer Services $3,070,000(C) Facilities Management $1,528,000 (C) Total Facilities Management $2,543,000(D) Fire Rescue $1,830,000 (D) Total Fire Rescue $4,830,000(E) Fleet Management $6,457,240 (E) Total Fleet Management $14,863,870(F) Police $23,035,000 (F) Total Police $23,035,000(G) Public Works $15,586,862 (G) Total Public Works $19,874,212(H) Recreation & Parks $6,071,500 (H) Total Recreation & Parks $42,408,750(I) Regional Transit System $21,941,000 (I) Total Regional Transit System $25,601,000

TOTAL $78,671,802 TOTAL $140,021,536

By DepartmentCapital Improvement Summary

City of Gainesville

(G)20%

(H)8%

(I)28%

(D)2%

(A)2%

(E)36%

(F)6%

(B)1%

(C)2%

FY 2005 and FY 2006

(E)11%

(F)16%

(G)14%

(H)31%

(I)18%

(A)3%

(B)2%

(C)2%

(D)3%

FY 2005 - FY 2009

Project PRJ Adopted Funding Adopted Plan Needs Needs Needs 5 YearDescription No. FY 03 and 04 FY 05 FY 06 FY07 FY 08 FY 09 Total

COMMUNITY DEVELOPMENTEastside Projects CD1 $0 $70,925 TI $76,520 TI $75,000 TI $75,000 TI $75,000 TI $372,445Union Street Project CD3 $247,000 TI $172,200 TI $180,810 TI $189,850 TI $199,343 TI $209,311 TI $951,514NW 5th Avenue/Revitalization CD5 $184,784 TI $49,914 TI $55,935 TI $50,000 TI $50,000 TI $50,000 TI $255,849Downtown Streetscape CD6 $125,444 TI $0 $0 $0 $0 $0 $0SW 8th Avenue CD7 $150,000 TI $0 $0 $0 $0 $0 $0Univ/13th/SW 2nd CD8 $70,560 TI $0 $0 $0 $0 $0 $0Streetscape/Park Matching Funds CD9 $109,455 TI $303,075 TI $362,821 TI $300,000 TI $300,000 TI $300,000 TI $1,565,896NW 1st Ave Streetscape CD10 $145,000 TI $0 $0 $0 $0 $0 $0SW 5th Triangle CD11 $25,000 TI $0 $0 $0 $0 $0 $0Stormwater Management CD12 $100,000 TI $100,000 TI $100,000 TI $100,000 TI $50,000 TI $50,000 TI $400,000University Ave. Interim Improvements CD13 $0 $50,000 TI $50,000 TI $50,000 TI $50,000 TI $50,000 TI $250,000

Subtotal Tax Increment Fund $1,157,243 $746,114 $826,086 $764,850 $724,343 $734,311 $3,795,704TOTAL $1,157,243 $746,114 $826,086 $764,850 $724,343 $734,311 $3,795,704

COMPUTER SERVICESDocument Management CS1 $0 $0 $0 $450,000 G $300,000 G $0 $750,000Server Upgrades CS2 $0 $40,000 02B $50,000 G $0 $50,000 G $0 $140,000Network Upgrades CS3 $0 $40,000 02B $20,000 02B $0 $20,000 G $0 $80,000PC Upgrades CS4 $300,000 G $150,000 G $250,000 G $250,000 G $250,000 G $250,000 G $1,150,000PC Based GIS System CS5 $0 $50,000 G $50,000 G $0 $50,000 G $0 $150,000Replacement of phone system CS6 $0 $0 $0 $800,000 G $0 $0 $800,000

Subtotal General Fund $300,000 $200,000 $350,000 $1,500,000 $670,000 $250,000 $2,970,000Subtotal 2002 Bond Issue $0 $80,000 $20,000 $0 $0 $0 $100,000TOTAL $300,000 $280,000 $370,000 $1,500,000 $670,000 $250,000 $3,070,000

FACILITIES MANAGEMENT

ADA Compliance FM1 $50,000 G $25,000 G $25,000 G $25,000 G $25,000 G $25,000 G $125,000

Westside Recreation Center/McPherson Recreation Center -Replace Fire Alarm System

FM2 $0 $30,000 G $0 $0 $0 $0 $30,000

Tench Building - Exterior Painting FM3 $0 $0 $30,000 G $0 $0 $0 $30,000

City Hall - Exterior Painting FM4 $0 $0 $0 $75,000 G $0 $0 $75,000

CITY OF GAINESVILLECAPITAL IMPROVEMENT SUMMARY 2005-2009

BY DEPARTMENT



BY DEPARTMENT

Carpet Replacement - Old Library, City Hall, Fire Training Building, Fire Stations

FM5 $0 $70,000 G $158,000 G $0 $0 $0 $228,000

Downtown Plaza Dressing Rooms/Bathroom Additions FM6 $0 $130,000 G $0 $0 $0 $0 $130,000

Fire Station #2 Roof Replacement FM7 $0 $45,000 G $0 $0 $0 $0 $45,000

Police Department AC Chiller Replacement FM8 $0 $0 $0 $0 $400,000 G $0 $400,000

Police Dept Roof Replacement FM9 $0 $150,000 G $0 $0 $0 $0 $150,000

Police Dept Carpet Replacement FM10 $0 $0 G $0 $125,000 G $0 $0 $125,000

Police Dept Cooling Tower Replacement FM11 $0 $0 $0 $0 $25,000 G $0 $25,000

Thomas Center Carpet/Floor Replacement FM12 $0 $65,000 G $0 $75,000 G $0 $0 $140,000

Thomas Center Roof Replacement FM13 $0 $0 $650,000 G $0 $0 $0 $650,000

Thomas Center Exterior Paint FM14 $0 $100,000 G $50,000 G $0 $0 $0 $150,000

Thomas Center AC Chiller Replacement FM15 $0 $0 $0 $0 $0 $200,000 G $200,000

Elevator Upgrades- Thomas "A", Hippodrome Theater

FM16$0 $0 $0 $40,000 G $0 $0

$40,000

Subtotal General Fund $50,000 $615,000 $913,000 $340,000 $450,000 $225,000 $2,543,000TOTAL $50,000 $615,000 $913,000 $340,000 $450,000 $225,000 $2,543,000

FIRE RESCUEALS Equipment Replacement FR1 $0 $100,000 TBD $0 $0 $0 $0 $100,000Plectron System Replacement FR2 $0 $80,000 TBD $0 $0 $0 $0 $80,000Lead Monitors FR3 $0 $250,000 TBD $0 $0 $0 $0 $250,000Emergency Generators, All Fire Stations FR4 $0 $220,000 TBD $0 $0 $0 $0 $220,000Restrooms/Shower Facilities, All Fire Stations FR5 $0 $100,000 TBD $100,000 G $0 $0 $0 $200,000Fire Station No. 7 Renovation FR6 $0 $150,000 TBD $0 $0 $0 $0 $150,000Station Disinfecting Facilities FR7 $0 $30,000 TBD $0 $0 $0 $0 $30,000



BY DEPARTMENT

Training Equipment/ Vehicle Storage Facility FR8 $0 $700,000 TBD $0 $0 $0 $0 $700,000Facilities Renovation Plan FR9 $0 $0 $100,000 G $0 $0 $0 $100,000Fire Station No. 3 Renovation FR10 $0 $0 $0 $150,000 G $150,000 G $150,000 G $450,000Fire Station No. 5 Renovation FR11 $0 $0 $0 $200,000 G $200,000 G $200,000 G $600,000Fire Station No. 1 Renovation FR12 $0 $0 $0 $650,000 G $650,000 G $650,000 G $1,950,000

Subtotal General Fund $0 $0 $200,000 $1,000,000 $1,000,000 $1,000,000 $3,200,000Subtotal TBD $0 $1,630,000 $0 $0 $0 $0 $1,630,000TOTAL $0 $1,630,000 $200,000 $1,000,000 $1,000,000 $1,000,000 $4,830,000

FLEET MANAGEMENTFleet

Fleet Replacement FL1 $3,530,000 FSF $2,816,690 FSF $2,640,550 FSF $2,719,800 FSF $2,801,394 FSF $2,885,436 FSF $13,863,870Facilities $0

39th Ave. Garage Expansion FL2 $0 $500,000 FRP $500,000 FRP $0 $0 $0 $1,000,000

Subtotal Fleet Services Fund $3,530,000 $2,816,690 $2,640,550 $2,719,800 $2,801,394 $2,885,436 $13,863,870Subtotal Fleet Replacement Fund $0 $500,000 $500,000 $0 $0 $0 $1,000,000TOTAL $3,530,000 $3,316,690 $3,140,550 $2,719,800 $2,801,394 $2,885,436 $14,863,870

POLICENew Police Headquarters P1 $0 $35,000 TBD $23,000,000 TBD $0 $0 $0 $23,035,000

Subtotal TBD $0 $35,000 $23,000,000 $0 $0 $0 $23,035,000TOTAL $0 $35,000 $23,000,000 $0 $0 $0 $23,035,000

PUBLIC WORKSTransportation

Intersection Reconstruction - SW 2nd Ave./12th Street TM1 $0 $250,000 TBD $0 $0 $0 $0 $250,000

Intersection Reconstruction - SW 2nd Ave./10th Street TM2 $0 $250,000 TBD $0 $0 $0 $0 $250,000

Intersection Reconstruction - NE 1st Street @ 12th Ave. TM3 $100,000 BG $0 $0 $0 $0 $0 $0

Traffic Management Center TM4 $0 $1,500,000 TBD $0 $0 $0 $0 $1,500,000

Traffic Signal Reconstruction - NW 23rd Ave/16th Terr TM5 $0 $150,000 TBD $0 $0 $0 $0 $150,000



BY DEPARTMENT

Traffic Signal Reconstruction - SW 2nd Ave/6th Street TM6 $0 $150,000 TBD $0 $0 $0 $0 $150,000

Traffic Signal Reconstruction - SW 4th Ave/6th Street TM7 $0 $175,000 TBD $0 $0 $0 $0 $175,000

SE 4th Street Reconstruction TM8 $0 $200,000 TBD $500,000 TBD $0 $1,500,000 TBD $0 $2,200,000

SW 5th Street Reconstruction TM9 $39,300 BG $0 $0 $0 $25,000 BG $207,450 BG $232,450

Traffic Signal Reconstruction - NW 8th Ave/18th Terrace TM10 $0 $250,000 TBD $0 $0 $0 $0 $250,000

Traffic Signal Reconstruction - NW 8th Ave/22nd Street TM11 $0 $250,000 TBD $0 $0 $0 $0 $250,000

Glen Springs Road Curve Super-Elevation TM12 $0 $850,000 ST $0 $0 $0 $0 $850,000

NE 3rd Ave. Improvements- 9th Streetto SR 24 TM13 $0 $100,000 TBD $0 $0 $0 $0 $100,000

SW 2nd Ave. Roadway Improvements-Main Street to 13th Street TM14 $0 $500,000 TBD $0 $0 $0 $0 $500,000

SE 7th Ave. Reconstruction TM15 $80,000 BG $0 $0 $0 $0 $0 $0

Roadway Resurfacing TM16 $155,000 GCP $0 $0 $0 $0 $0 $0

Roadway Resurfacing TM16 $600,000 SW $300,000 SW $300,000 SW $300,000 SW $300,000 SW $300,000 SW $1,500,000

Traffic Calming TM17 $55,000 G $0 $0 $0 $0 $0 $0

SW 23rd Terrace TM18 $47,000 GER $0 $0 $0 $0 $0 $0

SW 23rd Terrace TM18 $195,000 INC $0 $0 $0 $0 $0 $0

SW 23rd Terrace TM18 $243,000 96B $0 $0 $0 $0 $0 $0

Public Works OperationsPublic Works Operations Facility PW1 $0 $0 $0 $25,000 G $325,000 G $0 $350,000

Morningstar Sanitary Sewer PW2 $20,000 BG $0 $0 $0 $0 $0 $0

Courthouse Parking Garage PW3 $31,465 TI $0 $0 $0 $0 $0 $0

Courthouse Parking Garage PW3 $2,500,000 03B $0 $0 $0 $0 $0 $0

Courthouse Parking Garage PW3 $100,000 IST $0 $0 $0 $0 $0 $0

Sidewalk Installation PW4 $200,000 G $0 $0 $0 $0 $0 $0

Sidewalk Installation PW4 $30,000 BG $15,000 BG $15,000 BG $15,000 BG $15,000 BG $15,000 BG $75,000

SE Landfill Stabilization PW5 $1,250,000 SW $0 $0 $0 $0 $0 $0

Water/WasteWater Connections PW6 $500,000 GCP $128,520 G $131,092 G $0 $0 $0 $259,612

Other CDBG Eligible Projects PW7 $35,150 BG $0 $0 $0 $0 $0 $0

Solid Waste Vehicle Purchase PW8 $0 $33,000 SW $0 $0 $0 $0 $33,000

Downtown Parking Garage PW9 $0 $50,000 G $50,000 G $50,000 G $50,000 G $50,000 G $250,000



BY DEPARTMENT

Stormwater ManagementCourthouse Connector SW1 $0 $0 $25,000 SMU $0 $0 $0 $25,000

Duck Pond Improvements SW2 $0 $35,000 SMU $0 $0 $0 $0 $35,000

Depot Park - Downtown Stormwater Basin SW3 $0 $3,842,000 SRF $470,000 SRF $0 $0 $0 $4,312,000

Depot Park - Downtown Stormwater Basin SW3 $0 $715,500 SJR $0 $0 $0 $0 $715,500

NW 14th Ave Stormwater Facility SW4 $130,000 SMU $0 $200,000 SMU $0 $0 $0 $200,000

Sweetwater Branch SW5 $1,500,000 SMU $0 $0 $0 $0 $0 $0

Sweetwater Branch Renovation- Phase1 SW5A $0 $518,500 ST $0 $0 $0 $0 $518,500

Sweetwater Branch Renovation- Phase1 SW5A $0 $398,350 SMU $0 $0 $0 $0 $398,350

Sweetwater Branch Renovation- Phase2 SW5B $0 $0 $835,000 SMU $30,000 SMU $30,000 SMU $10,000 SMU $905,000

Sweetwater Branch Renovation- Phase2 SW5B $0 $0 $835,000 SJR $0 $0 $0 $835,000

Drainage System - SW 11th Ave. SW6 $88,000 SMU $0 $0 $0 $0 $0 $0

Stormwater Basin- SW 5th Ave. SW7 $1,000,000 SMU $0 $0 $0 $0 $0 $0

College Park Improvements SW8 $0 $100,000 SMU $100,000 SMU $0 $0 $0 $200,000

Duval Neighborhood Basin SW9 $0 $500,000 SMU $0 $0 $0 $0 $500,000

Duval Neighborhood Basin SW9 $137,800 BG $107,450 BG $207,450 BG $15,000 BG $0 $0 $329,900

Lincoln Estates Piping SW10 $40,000 BG $50,000 SMU $300,000 SMU $182,450 BG $0 $0 $532,450

Tumblin Creek - Porters Area SW11 $0 $100,000 BG $0 $0 $0 $0 $100,000

Springhill Neighborhood SW12 $2,000 BG $0 $0 $10,000 BG $182,450 BG $0 $192,450

Tumblin' Creek Restoration SW13 $0 $0 $0 $300,000 TI $0 $0 $300,000

Tumblin' Creek Restoration SW13 $0 $0 $100,000 SMU $150,000 SMU $0 $0 $250,000

Little Hatchett & Lake Forest Creeks -BMAP SW14 $0 $0 $0 $200,000 SMU $0 $0 $200,000

Subtotal 1996 Bond Issue $243,000 $0 $0 $0 $0 $0 $0

Subtotal 2003 Bond Issue $2,500,000 $0 $0 $0 $0 $0 $0

Subtotal GERRB $47,000 $0 $0 $0 $0 $0 $0

Subtotal General Capital Projects Fund $655,000 $0 $0 $0 $0 $0 $0

Subtotal General Fund $255,000 $178,520 $181,092 $75,000 $375,000 $50,000 $859,612

Subtotal GRU Incentive Fund $195,000 $0 $0 $0 $0 $0 $0

Subtotal Infrastructure SurTax $100,000 $0 $0 $0 $0 $0 $0

Subtotal Solid Waste Fund $1,850,000 $333,000 $300,000 $300,000 $300,000 $300,000 $1,533,000

Subtotal SJR Cost Share $0 $715,500 $835,000 $0 $0 $0 $1,550,500

Subtotal State Funding $0 $1,368,500 $0 $0 $0 $0 $1,368,500



BY DEPARTMENT

Subtotal State Revolving Loan Funds $0 $3,842,000 $470,000 $0 $0 $0 $4,312,000

Subtotal SMU $2,718,000 $1,083,350 $1,560,000 $380,000 $30,000 $10,000 $3,063,350

Subtotal CDBG $484,250 $222,450 $222,450 $222,450 $222,450 $222,450 $1,112,250

Subtotal Tax Increment Fund $31,465 $0 $0 $300,000 $0 $0 $300,000Subtotal TBD $0 $3,775,000 $500,000 $0 $1,500,000 $0 $5,775,000

TOTAL $9,078,715 $11,518,320 $4,068,542 $1,277,450 $2,427,450 $582,450 $19,874,212

RECREATION & PARKS Bivens Arm Nature Park RP1 $0 $0 $0 $300,000 RST $500,000 RST $500,000 RST $1,300,000 Boulware Springs RP2 $0 $0 $0 $80,250 RST $0 $0 $80,250 Citizens Park RP3 $0 $0 $0 $115,000 RST $500,000 RST $200,000 RST $815,000

Cone Park RP4 $0 $983,000 RST $1,000,000 RST $2,000,000 RST $514,000 RST $0 $4,497,000Cone Park RP4 $147,481 INC $0 $0 $0 $0 $0 $0Cone Park RP4 $0 $400,000 FED $0 $0 $0 $0 $400,000Cone Park RP4 $500,000 PVT $0 $0 $0 $0 $0 $0

Greentree Park RP5 $0 $0 $0 $282,000 RST $0 $0 $282,000T.B. McPherson Park RP6 $0 $0 $0 $100,000 RST $275,000 RST $0 $375,000

Morningside Nature Center RP7 $0 $0 $0 $560,000 RST $500,000 RST $500,000 RST $1,560,000 Loblolly Trails RP8 $0 $0 $0 $0 $300,000 RST $315,000 RST $615,000 Northeast Park Upgrades RP9 $0 $0 $0 $0 $150,000 RST $200,000 RST $350,000 Northside Park RP10 $0 $0 $0 $0 $200,000 RST $220,000 RST $420,000 Possum Creek Park RP11 $0 $0 $0 $2,000,000 RST $4,130,000 RST $2,000,000 RST $8,130,000 Rosa B. Williams/Union Academy RP12 $0 $0 $0 $250,000 RST $0 $0 $250,000 Northwest Soccer Complex RP13 $0 $1,000,000 RST $2,688,500 RST $0 $0 $0 $3,688,500 Westside Park RP14 $0 $0 $0 $907,500 RST $1,000,000 RST $1,000,000 RST $2,907,500

Neighborhood Park Improvements RP15 $0 $0 $0 $500,000 RST $0 $0 $500,000Cofrin Nature Park (Beville Creek Property) RP16 $0 $0 $0 $200,000 RST $300,000 RST $200,000

RST$700,000

Depot Park Development RP17 $0 $0 $0 $3,000,000 RST $2,493,000 RST $2,000,000 RST $7,493,000Alfred Ring Park Improvements RP18 $0 $0 $0 $180,000 RST $200,000 RST $0 $380,000Split Rock RP19 $0 $0 $0 $0 $50,000 RST $100,000 RST $150,000

Tumbling Creek Park Improvements RP20 $0 $0 $0 $0 $75,500 RST $100,000RST

$175,500Conant/Palm Point Improvements RP21 $0 $0 $0 $0 $0 $90,000 RST $90,000CSX Flatwoods Improvements RP22 $0 $0 $0 $0 $0 $50,000 RST $50,000

New Southwest Recreation Complex RP23 $0 $0 $0 $2,500,000 RST $1,500,000 RST $1,000,000RST

$5,000,000Ironwood Golf Renovations RP24 $0 $0 $0 $2,000,000 RST $0 $0 $2,000,000

Ironwood Junior Golf Learning Center RP25 $0 $0 $0 $0 $0 $200,000RST

$200,000



BY DEPARTMENT

Subtotal Federal Funding $0 $400,000 $0 $0 $0 $0 $400,000Subtotal GRU Incentive $147,481 $0 $0 $0 $0 $0 $0Subtotal Private Funding $500,000 $0 $0 $0 $0 $0 $0Subtotal Recreation Sales Tax $0 $1,983,000 $3,688,500 $14,974,750 $12,687,500 $8,675,000 $42,008,750TOTAL $647,481 $2,383,000 $3,688,500 $14,974,750 $12,687,500 $8,675,000 $42,408,750

REGIONAL TRANSIT SYSTEMReplacement Transit Coaches RT1 $3,520,000 FED $6,875,000 FED $2,750,000 FED $2,475,000 FED $0 $0 $12,100,000Replacement Transit Coaches RT1 $880,000 ST $0 $0 $0 $0 $0 $0Transit Coaches Expansion RT2 $0 $1,250,000 FED $0 $0 $0 $0 $1,250,000Transit Coaches Alternate Fuel RT3 $0 $1,625,000 FED $975,000 FED $0 $0 $0 $2,600,000Lift Equipped Vans RT4 $0 $200,000 FED $0 $0 $0 $0 $200,000Commuter Assistance Vans RT5 $0 $300,000 FED $100,000 FED $125,000 FED $0 $0 $525,000Passenger Infomation System RT6 $0 $200,000 FED $0 $0 $0 $0 $200,000AVL Equipment RT7 $0 $500,000 FED $250,000 FED $250,000 FED $0 $0 $1,000,000Supervisors Support Vehicles RT8 $0 $125,000 FED $30,000 FED $60,000 FED $0 $0 $215,000Radios for Supervisor Vehicles RT9 $0 $226,000 FED $0 $0 $0 $0 $226,000Operating Base Rehab/Expansion RT10 $0 $750,000 FED $0 $300,000 FED $0 $0 $1,050,000Regional Transfer Center RT11 $0 $3,350,000 FED $0 $0 $0 $0 $3,350,000Shelters, Benches, Signs RT12 $0 $350,000 FED $150,000 FED $200,000 FED $0 $0 $700,000Shop Equipment RT13 $0 $275,000 FED $100,000 FED $150,000 FED $0 $0 $525,000Automatic Passenger Counters RT14 $0 $60,000 FED $0 $30,000 FED $0 $0 $90,000Furniture/Office Equipment RT15 $0 $75,000 FED $40,000 FED $70,000 FED $0 $0 $185,000Computer Equipment RT16 $0 $50,000 FED $0 $0 $0 $0 $50,000Administrative Office Rehabilitation RT17 $0 $1,105,000 FED $0 $0 $0 $0 $1,105,000Administrative Office Rehabilitation RT17 $0 $115,000 ST $0 $0 $0 $0 $115,000Administrative Office Rehabilitation RT17 $0 $115,000 RT $0 $0 $0 $0 $115,000Parking Lot Expansion, Bus RT18 $400,000 FED $0 $0 $0 $0 $0 $0Parking Lot Expansion, Bus RT18 $50,000 ST $0 $0 $0 $0 $0 $0Parking Lot Expansion, Bus RT18 $50,000 RT $0 $0 $0 $0 $0 $0

Demand Response Software RT19 $500,000 FED $0 $0 $0 $0 $0 $0

Talking Bus Equipment RT20 $350,000 FED $0 $0 $0 $0 $0 $0

Upgrade Telephone System RT21 $50,000 FED $0 $0 $0 $0 $0 $0

Subtotal Federal Funding $4,820,000 $17,316,000 $4,395,000 $3,660,000 $0 $0 $25,371,000Subtotal Regional Transit Fund $50,000 $115,000 $0 $0 $0 $0 $115,000Subtotal State Funding $930,000 $115,000 $0 $0 $0 $0 $115,000TOTAL $5,800,000 $17,546,000 $4,395,000 $3,660,000 $0 $0 $25,601,000

Total 1996 Bond $243,000 $0 $0 $0 $0 $0 $0Total 2002 Bond $0 $80,000 $20,000 $0 $0 $0 $100,000



BY DEPARTMENT

Total 2003 Bond $2,500,000 $0 $0 $0 $0 $0 $0Total CDBG $484,250 $222,450 $222,450 $222,450 $222,450 $222,450 $1,112,250Total Federal Funds $4,820,000 $17,716,000 $4,395,000 $3,660,000 $0 $0 $25,771,000Total Fleet Services Fund $3,530,000 $2,816,690 $2,640,550 $2,719,800 $2,801,394 $2,885,436 $13,863,870Total Fleet Replacement Fund $0 $500,000 $500,000 $0 $0 $0 $1,000,000Total General Capital Proj. Fund $655,000 $0 $0 $0 $0 $0 $0Total General Fund $605,000 $993,520 $1,644,092 $2,915,000 $2,495,000 $1,525,000 $9,572,612Total GERRB 1994 $47,000 $0 $0 $0 $0 $0 $0Total GRU Incentive $342,481 $0 $0 $0 $0 $0 $0Total Infrastructure SurTax $100,000 $0 $0 $0 $0 $0 $0Total Private Funding $500,000 $0 $0 $0 $0 $0 $0Total Recreation Sales Tax $0 $1,983,000 $3,688,500 $14,974,750 $12,687,500 $8,675,000 $42,008,750Total Regional Transit Fund $50,000 $115,000 $0 $0 $0 $0 $115,000Total Solid Waste Fund $1,850,000 $333,000 $300,000 $300,000 $300,000 $300,000 $1,533,000Total SJR Cost Share $0 $715,500 $835,000 $0 $0 $0 $1,550,500Total State Funding $930,000 $1,483,500 $0 $0 $0 $0 $1,483,500Total St. Revolving Loan Funds $0 $3,842,000 $470,000 $0 $0 $0 $4,312,000Total Stormwater Mgmt. Fund $2,718,000 $1,083,350 $1,560,000 $380,000 $30,000 $10,000 $3,063,350Total Tax Increment Fund $1,188,708 $746,114 $826,086 $1,064,850 $724,343 $734,311 $4,095,704Total To Be Determined $0 $5,440,000 $23,500,000 $0 $1,500,000 $0 $30,440,000

GRAND TOTAL $20,563,439 $38,070,124 $40,601,678 $26,236,850 $20,760,687 $14,352,197 $140,021,536

96B = 1996Bond (FFGFC) GCP = General Capital Projects Fund SIBL = State Infrastructure Bank Loan98B = 1998 Bond (FFGFC) GER = Guaranteed Entitlement Revenue Refund Bonds SRF = State Revolving Loan Funds02B = 2002 Bond INC = GRU Incentive SMU = Stormwater Management Utility Fund03B = 2003 Bond IST = Infrastructure SurTax TI = Tax Increment FundsBG = Community Development Block Grant Funds PVT = Private Funding Source TBD = To Be DeterminedFED = Federal Funding RST = Recreation Sales TaxFSF = Fleet Service Funds (Internal Service Fund) RT = Regional Transit FundFRP = Fleet Replacement Funds (Internal Service Fund) SJR = Saint John's River Cost ShareG = General Fund ST = State of Florida funding

Operating costs for each project will be outlined in the project detail in the adopted Capital Improvement Plan for FY 2005-2009.

Detailed information on projects that were funded in the prior year can be found in the Capital Improvement Plan for the prior year.

________________________________________________________________________ CITY OF _____________________ GAINESVILLE

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_____________ FY 2004-2005/2005-2006 FINANCIAL ___________________________________________ AND OPERATING PLAN

Administrative Services .............................................................................................................................................29-1 Ad Valorem Tax Levy Gross ................................................................................................................................................................36-12 Net Taxable Value ............................................................................................................................................36-10 All Funds Summary All Funds Graphs .................................................................................................................................................. 3-2 Financial Summary ............................................................................................................................................... 3-4 Positions Summaries...........................................................................................................................................3-16 Summary of Uses by Department......................................................................................................................... 3-8 Appendix ....................................................................................................................................................................36-1 Art in Public Places Trust Fund ...............................................................................................................................10-20 Budget Administration Policy....................................................................................................................................3-30 Budget By Fund............................................................................................................................................................ 4-1 Budget Calendar .........................................................................................................................................................3-29 Budget Transfers and Modification Procedures ........................................................................................................3-34 Budget Process ...........................................................................................................................................................3-27 Building Inspection ....................................................................................................................................................24-1 Capital Acquisition Fund of 1998..............................................................................................................................8-11 Capital Improvement Plan Summary.........................................................................................................................38-1 Capital Program By Department and Source of Funds .............................................................................................3-14 Capital Projects Funds.................................................................................................................................................. 8-1 City Attorney ..............................................................................................................................................................13-1 City Auditor................................................................................................................................................................14-1 City Commission ........................................................................................................................................................12-1 City Manager ..............................................................................................................................................................15-1 City Manager's Letter ................................................................................................................................................... 1-1 Clerk of the Commission............................................................................................................................................16-1 College Park/University Heights Redevelopment Trust Fund................................................................................10-21 Communication Equipment Capital Project Fund – FY 98 ......................................................................................8-10 Community Development ..........................................................................................................................................18-1 Community Development Block Grant Fund.............................................................................................................. 6-9 Community Redevelopment Agency Fund ...............................................................................................................6-16 Community Redevelopment Agency Promissory Notes...........................................................................................7-11 Computer Services .....................................................................................................................................................30-1 Consolidated Pension Plan.........................................................................................................................................10-9 Cultural Affairs...........................................................................................................................................................25-1 Cultural Affairs Fund .................................................................................................................................................6-13 Debt Service Funds Narrative ...................................................................................................................................... 7-1 Debt Service Analysis, Charts, and Requirements ..................................................................................................36-14 Debt Service Funds – FY 03 ........................................................................................................................................ 7-4 Debt Service Funds – FY 04 ........................................................................................................................................ 7-6 Destination Enhancement Fund .................................................................................................................................6-24 Disability Pension Plan Trust Fund ...........................................................................................................................10-7 Downtown Parking Garage Construction Fund ........................................................................................................8-12 Downtown Redevelopment Trust Fund...................................................................................................................10-16 Eastside Redevelopment Trust Fund .......................................................................................................................10-21


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Economic Development .............................................................................................................................................26-1 Economic Development Fund....................................................................................................................................6-18 Employee Health and Accident Benefits ...................................................................................................................9-17 Enterprise Funds........................................................................................................................................................... 9-5 Equal Opportunity ......................................................................................................................................................17-1 Expendable Trust Funds...........................................................................................................................................10-10 Expenditure Assumptions ..........................................................................................................................................36-6 Evergreen Cemetery Trust Fund..............................................................................................................................10-14 Facilities Management................................................................................................................................................27-1 Fiduciary Funds Narrative..........................................................................................................................................10-1 Fifth Avenue/Pleasant Street Redevelopment Trust Fund ......................................................................................10-17 Finance .......................................................................................................................................................................31-1 Fire Rescue .................................................................................................................................................................19-1 First Florida Governmental Financing Commission Bond of 1996.................................................................7-9, 36-19 First Florida Governmental Financing Commission Bond of 1998.............................................................. 7-10, 36-20 First Florida Financing Commission Bond of 2001 ...................................................................................... 7-12, 36-23 First Florida Financing Commission Bond of 2002 ...................................................................................... 7-13, 36-24 First Florida Governmental Financing Commission 2002 Capital Projects Fund....................................................8-13 First Florida Governmental Financing Commission 2002 Fifth Ave/Pleasant Street Project Fund ........................8-14 Fleet Management ......................................................................................................................................................32-1 Fleet Service Fund......................................................................................................................................................9-13 Flow of Funds Narrative .............................................................................................................................................. 4-2 Flow of Funds Chart..................................................................................................................................................... 4-5 Fund Structure and Basis of Accounting ...................................................................................................................3-25 General Capital Projects Fund ..................................................................................................................................... 8-6 General Fund ................................................................................................................................................................ 5-1 Contingencies and Transfers................................................................................................................................. 5-9 Expenditure and Other Uses ................................................................................................................................. 5-8 Financial Plan........................................................................................................................................................ 5-4 Fund Balance Projections ...................................................................................................................................5-11 Non-Department Expenditures...........................................................................................................................5-10 Revenues and Other Sources ................................................................................................................................ 5-5 Sources & Uses Graphs ........................................................................................................................................ 5-2 General Insurance Fund .............................................................................................................................................9-16 General Overview......................................................................................................................................................... 2-1 General Pension Plan..................................................................................................................................................10-6 GEZDA Fund ............................................................................................................................................................... 6-8 Glossary ......................................................................................................................................................................37-1 Greenspace Acquisition Fund ...................................................................................................................................... 8-8 Guaranteed Entitlement Revenue and Refunding Bonds (GERRB)........................................................................... 7-8 HOME Grant Fund.....................................................................................................................................................6-12 Human Resources.......................................................................................................................................................20-1 Insurance Funds..........................................................................................................................................................9-14 Internal Service Funds................................................................................................................................................9-11 Ironwood Golf Course Fund ........................................................................................................................................ 9-8


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Law Enforcement Contraband Forfeiture Fund State.....................................................................................................................................................................6-14 Federal.................................................................................................................................................................6-15 Local Information.....................................................................................................................................................36-28 Management and Budget, Office of...........................................................................................................................33-1 Miscellaneous Grants Fund........................................................................................................................................6-19 Miscellaneous Special Revenue Fund .......................................................................................................................6-23 Outside Agencies........................................................................................................................................................35-1 Pension Obligation Bonds.............................................................................................................................. 7-14, 36-25 Pension Trust Funds ...................................................................................................................................................10-4 Position Changes ........................................................................................................................................................3-18 Position Summaries....................................................................................................................................................3-16 Police ..........................................................................................................................................................................21-1 Program Plans.............................................................................................................................................................11-1 Property Taxes............................................................................................................................................................36-8 Proprietary Funds Narrative......................................................................................................................................... 9-1 Public Improvements Capital Projects Fund of 1994.................................................................................................. 8-7 Public Works ..............................................................................................................................................................22-1 Qualified Pension Plan, 401A....................................................................................................................................10-8 Reclassification, Upgrades, Title Changes Summary................................................................................................3-23 Recreation and Parks ..................................................................................................................................................28-1 Recreation Program Funds.........................................................................................................................................6-22 Regional Transit System ............................................................................................................................................23-1 Enterprise Fund...................................................................................................................................................9-10 Retiree Health Fund....................................................................................................................................................9-18 Revenue Assumptions ................................................................................................................................................36-1 Risk Management.......................................................................................................................................................34-1 Roadway Improvement Fund - FY 96 ......................................................................................................................... 8-9 School Crossing Guard Trust Fund .........................................................................................................................10-18 Significant Budget Assumptions................................................................................................................................36-1 Solid Waste Collection................................................................................................................................................. 9-9 Sources and Uses Summary, All Funds....................................................................................................................... 3-4 Special Revenue Funds Narrative................................................................................................................................ 6-1 Special Revenue Funds ................................................................................................................................................ 6-4 Stormwater Management Fund.................................................................................................................................... 9-7 Street, Sidewalk and Ditch Improvement Fund.........................................................................................................6-17 Summary of Position Changes, All Funds.................................................................................................................3-18 Summary of Reclassifications, Upgrades, Title Changes..........................................................................................3-23 Tax Millage Levy .....................................................................................................................................................36-11 Ten-Year Historical Comparisons ...........................................................................................................................36-10 Thomas Center Endowment Fund ...........................................................................................................................10-15 Transfers By Fund......................................................................................................................................................3-10 Transportation Concurrency Exception Area Fund...................................................................................................6-20 Urban Development Action Grant Fund....................................................................................................................6-11


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Uses By Department: All Funds............................................................................................................................................................... 3-8 General Funds ....................................................................................................................................................... 5-8 Utility Transfer .........................................................................................................................................................36-13 Water/Wastewater Infrastructure Fund......................................................................................................................6-21