April Budget Workshop

1

BUDGET WORKSHOP AGENDA

Monday, April 13, 2009

Mayor

1:30 – 1:45 p.m.

Explanation of Process

City Manager

1:45 – 2:15 p.m.

Overview and Discussion of Issues

Director of Finance

2:15 – 3:00 p.m.

Financial Overview

Police Chief

3:00 – 4:00 p.m.

Police Department

Fire Chief

4:00 – 5:00 p.m.

Fire Department

Parks & Recreation Director

5:00 – 6:00 p.m.

Parks & Recreation Department

Public Works Director

6:00 – 7:00 p.m.

Public Works Department

7:00 – 7:30 p.m.

Non-Departmental

7:30 – 8:00 p.m.

Approve the Proposed General Fund Tentative Fiscal Year 2010 Budget

NOTE: The schedule should be viewed as tentative. As much or as little time will be spent in each segment of the agenda, as individual members of Council may believe is appropriate.

2

4/8/2009

GENERAL FUND PROJECTIONS

3

CITY OF PENSACOLA GENERAL FUND FY 2010 PROPOSED BUDGET FISCAL YEAR 2009 BUDGET WITH PROJECTIONS FOR FY 2010 AND FY 2011 FY 2009 BEGINNING BUDGET

FY 2009 PROJECTED BUDGET

FY 2010 PROJECTED BUDGET

FY 2011 PROJECTED BUDGET

-

-

Sources: Fund Balance Revenues Property Taxes Franchise Fees/Utility Taxes State Revenue Other Revenue ESP Transfer Total Revenues Total Sources

14,319,600 13,951,400 10,014,400 3,134,900 8,000,000 49,420,300 49,420,300

13,859,300 13,760,600 9,498,900 3,089,300 8,000,000 48,208,100 48,421,703

13,859,300 14,029,800 9,186,500 3,029,300 8,000,000 48,104,900 48,104,900

13,859,300 14,304,400 9,255,100 3,071,600 8,000,000 48,490,400 48,490,400

Uses: Personnel Expenses Operating Expense Sub-Total Capital Outlay Agency Funding Saenger Theatre Residential Stmwtr/Sanit Assist Transfer To WFPL Transfer to Urban Core TIF Transfer to Eastside TIF Transfer to Westside TIF Transfer to Stmwtr Cap Prjcts Transfer to TFFDSF Transfer to Golf Course Transfer to Tennis Center Sub-Total Cost Recovery - A/O Compensation Adjustments Total Uses Difference

34,911,900 * 8,955,700 43,867,600 10,000 500,000 150,000 6,200 1,346,300 1,783,700 43,800 1,909,000 2,979,100 140,000 55,000 8,923,100 (3,541,100) 170,700 49,420,300 -

34,700,800 * 9,098,800 43,799,600 10,000 500,000 150,000 6,200 1,346,300 1,751,800 45,400 1,909,000 2,979,100 140,000 55,000 8,892,800 (3,559,100)

33,977,000 * 8,545,300 42,522,300 385,000 200,000 6,100 1,346,300 1,664,200 45,400 2,049,500 2,931,600 130,000 27,500 8,785,600 (3,203,000)

36,042,600 * 8,705,600 44,748,200 300,000 200,000 6,100 1,346,300 1,664,200 45,400 2,070,000 2,926,800 120,000 8,678,800 (3,042,900)

49,133,300 (711,597)

48,104,900 -

50,384,100 (1,893,700)

-

213,603

* No Pay Increases Included NOTE: At the end of FY 08 Fund Balance of $2.1 Million Available to cover revenue shortfall in FY 09 and FY 10.

4

GENERAL FUND DEPARTMENTAL BUDGETS BY LINE ITEMS

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

PROGRAMS

24

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department City Clerk City Clerk

Main Program Name Administration of Legal Documents City Elections/Appointments

City Clerk Council Meeting Preparation Subtotal City Clerk City Council

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

-

City Council

City Council Election Subtotal City Council

-

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

70,000

1.30

-

64,400

1.00

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE 70,300

1.00

30,000

0.50

-

29,000

0.50

-

31,600

0.50

62,000

1.20

-

65,500

1.50

-

71,500

1.50

162,000

3.00

-

158,900

3.00

-

173,400

3.00

33,700

-

-

51,300

0.00

-

51,800

0.00

8,900

-

-

-

0.00

-

18,900

0.00

42,600

-

-

51,300

0.00

-

70,700

0.00

City Manager

City Management

16,900

2.00

-

28,000

1.75

-

129,100

1.75

City Manager

Council Support Services

23,000

1.00

-

20,500

1.00

-

94,500

1.00

City Manager

Enterprise Operations

-

2.00

-

-

0.55

-

-

0.55

36,900

2.00

-

11,200

0.70

-

76,800

7.00

-

59,700

4.00

102,700

1.70

-

106,400

1.80

-

City Manager Neighborhood Services Subtotal City Manager Assessment/Administrative Civil Service Services Civil Service Complaint Resolution Subtotal Civil Service Community Administration Development Community Business Licenses Development Community Economic Development Development Community Neighborhood Enhancement Development Community Pensacola Community Development Initiatives Program Community Planning Services Development Subtotal Community Development

-

-

51,600

0.70

275,200

4.00

118,600

1.80

-

17,400

0.30

-

11,800

0.20

-

13,200

0.20

-

120,100

2.00

-

118,200

2.00

-

131,800

2.00

16,800

1.25

-

25,300

0.40

-

26,500

0.40

55,100

1.00

54,300

1.00

56,800

1.00

58,700

0.50

-

57,600

0.50

-

60,300

0.50

154,500

1.00

-

165,900

1.70

-

173,600

1.70

53,300

-

-

53,200

0.35

-

55,700

0.35

925,000

910,100

919,100

57,500

405,500

6.25

57,500

445,700

5.20

59,000

466,500

5.20

982,500

743,900

10.00

967,600

802,000

9.15

978,100

839,400

9.15

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

25

4/8/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department Financial Services

Main Program Name

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

98,900

2.36

-

4,200

2.36

-

5,700

2.36

143,600

10.00

-

104,200

10.00

-

141,900

10.00

Financial Services

Accounting Accounts Payable/Receivable Audit

71,100

1.54

-

73,200

1.54

-

99,700

1.54

Financial Services

Budget

108,400

2.80

-

63,800

2.80

-

86,900

2.80

Financial Services

Payroll

133,700

3.30

-

134,200

3.30

-

182,700

3.30

139,500

3.00

-

88,200

3.00

-

120,100

3.00

695,200

23.00

-

467,800

23.00

-

637,000

23.00

472,000

3.85

-

532,700

3.85

-

558,100

3.85

14,700

0.10

-

13,000

0.10

-

13,600

0.10

8,641,800

100.00

-

8,347,500

100.00

-

8,744,800

100.00

419,600

6.00

-

540,400

5.00

-

566,100

4.00

515,000

1.00

-

642,100

1.00

-

672,700

1.00

314,700

3.00

-

240,300

3.00

-

251,700

3.00

6,600

0.05

-

6,600

0.05

-

6,900

0.05

Financial Services

Financial Services Purchasing Subtotal Financial Services Fire

Fire

Administrative Support City Emergency Management Emergency Operations Fire Suppression Emergency Operations Rescue Facilities and Apparatus Management Fire Code Enforcement

Fire

Technical Support to City

Fire Subtotal Fire

Training

Human Resources Human Resources Human Resources

Fire Fire Fire Fire

-

116,000

1.00

-

118,500

1.00

-

124,100

1.00

10,500,400

115.00

-

10,441,100

114.00

-

10,938,000

113.00

Administrative

24,400

1.50

-

22,800

1.00

-

29,600

1.00

Budget & Administrative

21,300

1.00

-

21,300

1.00

-

27,500

1.00

Director/Specialist Duties

68,300

3.00

-

67,900

3.00

-

87,700

3.00

28,400

1.00

-

26,500

1.00

-

34,200

1.00

32,500

1.50

-

30,900

1.00

-

39,900

1.00

-

Human Resources

Insurance Payroll & Personnel Human Resources Processing Subtotal Human Resources

Legal Subtotal Legal

Legal Services -

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

174,900

8.00

169,400

7.00

218,900

7.00

186,500

3.00

-

231,000

3.00

-

269,200

3.00

186,500

3.00

-

231,000

3.00

-

269,200

3.00

26

4/8/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department

Main Program Name

Parks & Recreation

Aquatics

Parks & Recreation

Athletics Operations

Parks & Recreation Parks & Recreation Parks & Recreation

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

302,500

1.00

52,200

310,200

1.00

53,200

321,200

1.00

307,600

-

-

345,600

-

-

357,900

-

Athletics Staffing

271,700

4.00

-

318,400

4.00

-

329,700

4.00

Ball Field Crew

451,500

5.00

-

408,600

4.00

-

423,100

4.00

202,900

3.00

-

246,000

3.00

-

256,000

3.00

790,800

6.50

-

933,600

7.00

-

971,600

7.00

226,400

5.00

-

244,400

5.00

-

254,400

5.00

Parks & Recreation

Bldg Maint Administration City Facility Maintenance & Repair Community Center Maintenance Contracts

164,200

-

-

169,900

-

-

176,800

-

Parks & Recreation

Drop-In Use

198,400

1.25

-

123,000

1.25

-

151,600

1.25

Parks & Recreation

Landscaping

1,698,600

20.00

5,000

1,528,300

20.50

5,000

1,592,300

20.50

Parks & Recreation

Maintenance Shop

146,300

2.00

-

142,100

2.00

-

148,000

2.00

Parks & Recreation

Office of Director

490,100

6.00

-

579,000

8.00

-

606,300

8.00

Parks & Recreation

Park Administration

227,400

2.00

-

263,100

3.50

-

274,100

3.50

Parks & Recreation

565,800

8.50

-

623,000

8.00

-

649,100

8.00

391,900

4.00

371,900

4.00

389,400

4.00

239,800

2.50

-

136,400

2.50

-

168,300

2.50

76,500

0.25

-

145,800

0.25

-

179,900

0.25

Parks & Recreation

Park Maintenance & Repair Parks FDOT Right of Way Program Programs/Classes/Activities Recreation/Community Center Administration Rentals of Facilities

47,000

0.50

-

16,500

-

-

20,400

-

Parks & Recreation

Senior Center

278,600

2.00

-

241,600

2.00

-

298,000

2.00

Parks & Recreation Parks & Recreation

Parks & Recreation Parks & Recreation Parks & Recreation

Parks & Recreation Youth Programs Subtotal Parks & Recreation

12,000

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

5,000

490,200

507,200

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

421,600

4.50

7,499,600

78.00

504,900

562,100

27

241,300

4.00

7,388,700

80.00

520,000

578,200

297,700

4.00

7,865,800

80.00

4/8/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department Police

Main Program Name

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

Police

Chief's Office Administration/Fleet Management Cadets

Police

Central Records

227,700

366,100

6.00

199,700

343,100

6.00

203,000

358,700

6.00

Police

230,000

1,693,000

26.00

230,000

1,550,400

24.00

230,000

1,621,000

24.00

1,245,800.00

14.00

-

1,160,800

14.00

-

1,213,700

14.00

Police

Communications Center Community Oriented Policing Squad (COPS) Crime Scene Investigations

Police

Criminal Intelligence Unit

Police

Investigations Unit

Police

Police

Property Management School Resource Office (SRO) Traffic

Police

Training/Personnel

Police

Uniform Patrol

Police Subtotal Police

Vice and Narcotics

Police

Police

Police

Public Works Public Works

Parades

Public Works

Street Daily Operations

Public Works

Traffic Miscellaneous

Traffic Signage Traffic Signals & Street Public Works Lighting Public Works Traffic Striping Subtotal Public Works

12.00

-

1,238,600

12.00

-

1,295,000

12.00

257,300

2.00

-

262,400

2.00

-

274,300

2.00

311,100

7.00

-

337,300

7.00

-

352,700

7.00

542,000

7.00

-

606,700

7.00

-

634,300

7.00

104,400

2.00

-

123,500

2.00

-

129,100

2.00

1,952,400

21.00

-

1,828,700

21.00

-

1,912,000

21.00

330,900

5.00

-

323,000

5.00

-

337,700

5.00

654,000

7.00

614,400

7.00

642,400

7.00

217,000

221,300

976,500

10.00

-

902,500

10.00

-

943,600

10.00

515,000

5.00

-

540,300

5.00

-

564,900

5.00

6,997,700

81.00

-

6,810,600

80.00

-

7,120,700

80.00

672,400

7.00

-

643,800

7.00

-

673,100

7.00

17,918,900

212.00

17,286,100

209.00

18,073,200

209.00

295,600

2.35

-

356,900

2.00

-

368,100

2.00

20,800

0.22

-

27,900

0.25

-

28,800

0.25

23,800

0.64

-

-

-

-

543,400

3.27

-

403,000

4.00

-

415,700

4.00

75,800

0.51

-

60,300

0.93

-

62,200

0.93

126,700

0.56

-

168,500

2.70

-

173,800

2.70

250,000

1,045,500

3.05

1,064,800

2.50

1,098,400

2.50

60,300

0.40

250,000

2,191,900

11.00

674,700 Administration Daily Operations Inspection Services

Public Works

217,000

1,300,300

Public Works

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

646,700

257,100 257,100

28

63,700

1.00

2,145,100

13.38

654,300

264,300 264,300

65,700

1.00

2,212,700

13.38

4/8/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department Non-Departmental Non-Departmental Non-Departmental

Main Program Name CRA Tax Increment District Eastside Tax Increment District Westside Tax Increment District

Non-Departmental

Escambia-Pensacola Library

Non-Departmental

Saenger Theatre Pensacola-Escambia Development Commission (PEDC) Escambia-Pensacola Human Relations Commission

Non-Departmental

Non-Departmental

Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

Pensacola Area Chamber of Commerce - Foundations Human Services Appropriations Arts Council of Northwest Florida Historic Pensacola Preservation Board Gulf Coast African American Chamber of Commerce Pensacola Sertoma Clubs (4th of July) First Call for Help

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

1,783,700

-

-

1,664,200

-

-

1,664,200

-

43,800

-

-

45,400

-

-

45,400

-

-

-

-

-

-

-

-

-

1,346,300

-

-

1,346,300

-

-

1,346,300

-

150,000

-

-

200,000

-

-

200,000

-

120,000

-

-

120,000

-

-

90,000

-

70,700

-

-

88,700

-

-

79,000

-

75,000

-

-

75,000

-

-

50,000

-

70,000

-

-

-

-

-

-

-

60,000

-

-

40,000

-

-

30,000

-

10,000

-

-

-

-

-

-

-

10,000

-

-

5,000

-

-

4,000

-

5,000

-

-

-

-

-

-

-

10,000

-

-

10,000

-

-

7,500

-

30,000

-

-

25,000

-

-

20,000

-

10,000

-

-

10,000

-

-

10,000

-

Non-Departmental

Lakeview Center, Inc. (LCI) National Museum of Naval Aviation Flight Academy Pensacola Clean and Green

13,000

-

-

-

-

-

-

-

Non-Departmental

Pensacola Promise

5,000

-

-

-

-

-

-

-

Non-Departmental

Bay Area Resource Council Residential Sanitation Assistance Program West Florida Regional Planning Council

7,300

-

-

7,300

-

-

5,500

-

6,100

-

-

6,000

-

-

6,000

-

2,400

-

-

2,400

-

-

2,400

-

Non-Departmental

Non-Departmental Non-Departmental

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

29

4/8/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION SUMMARY GENERAL FUND

Department

Main Program Name

FISCAL YEAR 2009 ACTUAL BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

Residential Stormwater Assessment Assistance Program Transportation Planning Non-Departmental Organization Subtotal Non-Departmental

Non-Departmental

TOTAL GENERAL FUND

2,414,400

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL DIRECT NET TOTAL REVENUE COST FTE

100

-

-

100

-

-

100

-

1,600

-

-

1,600

-

-

1,600

-

3,830,000

-

3,647,000

-

3,562,000

-

44,142,800

472

2,433,500

30

42,966,300

468

2,474,900

45,267,300

4/8/2009

467

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

City Clerk

City Clerk

City Clerk

Main Program Name

Description

Administration of Legal Documents

Primary responsibility consists of maintaining custody of official City records (ordinances, resolutions, contracts, leases, agreements, deeds and Council meeting minutes) and serving as the City's historical archives. Dept. compiled and maintains a document which includes the elected officials and mayors that have served the City since its inception in 1821. Document includes Florida governors from 1816 to present. Dept. has compiled documents reflecting the policies adopted by City Council and the Rules and Procedures of City Council. Above documents are scanned and available on-line. All current documents are scanned prior to filing. Historical preservation is only part of the Program. All documents requiring such action are advertised in local media. Document information requested by the public, City departments, and City auditors is disseminated and appropriate ordinances are incorporated into the Code of the City of Pensacola.

City Elections/Appointments

The execution of the duties of this program carries the responsibility of supervising the City Council's election which takes place on a biennial basis and the appointments of City Council Members to Boards and Commissions. The program is also responsible for conducting annual City employees' elections as they relate to the respective employee Boards. In addition, this program records and updates the appointment of citizens to various Boards and Commissions by the City Council. A booklet which describes the function, as well as the membership requirements of these Boards and Commissions is prepared by Clerk staff.

Council Meeting Preparation

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

Department Subtotal

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

DIRECT REVENUE

TOTAL NET COST

70,000

30,000

-

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

1.30

64,400

0.50

62,000

1.20

162,000

3.00

31

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

1.00

No service level reductions.

70,300

1.00

No service level reductions.

0.50

Employee elections usually occur during a Council week and requires coverage from the Clerk's office, thus creating difficulties for the staff of three to prepare for Council agenda items and cover election on the same day. Historically, employee election turn out is extremely low, but requires all day coverage 8:30 a.m. - 4:30 p.m.

31,600

0.50

No service level reductions.

65,500

1.50

Due to lack of funds, court reporter services are no longer available (verbatim minutes). Summary minutes are prepared solely by one staff member along with all workshop minutes, thus contributing to extreme increased time needed to prepare of minutes (3 day average time for one meeting).

71,500

1.50

No service level reductions.

158,900

3.00

173,400

3.00

29,000

-

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

-

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

City Council

City Council

Main Program Name

Description

City Manager

City Manager

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

City Council

Serves as the legislative and policy-making body of the City. City Council is comprised of the Mayor and nine Council Members. Operating under the City Charter, the City Council appoints the City Manager, the City Attorney and the members of various advisory boards and commissions. Council adopts all City ordinances, establishes the city strategic goals, makes policy decisions for implementation by the City Manager, approves major expenditure items and substantiates the City’s program of services through the adoption of the annual budget.

33,700

-

-

51,300

-

Reduction in Allocated Overhead/Cost Recovery

51,800

-

Continuation of Council Meeting Support Refreshment & Awards at same reduced Level of FY 2010.

Election

The City Council serves as the legislative and policy-making body of the City. This program provides funding to execute the duties and responsibility of supervising the biennial election of the Mayor and City Council Members and includes advertising and overtime costs associated with the primary election and if needed, the run-off election. This program is active when election is held.

8,900

-

-

-

-

Non Election Year

18,900

-

Election Expenses

42,600

-

51,300

-

70,700

-

Department Subtotal

City Manager

DIRECT REVENUE

TOTAL NET COST

-

-

-

City Management

The City Management function is to provide day-today administrative oversight of the various departments of the City of Pensacola. This includes assisting Department Directors in the implementation of Council policies and City Manager directives, maintaining communication flow between the City Manager and the Department Directors, and assisting the Department Directors in long-range planning efforts for their individual departments. The function is to serve as a resource to the departments to ensure that required policy changes for departmental operations are brought to the attention of the City Manager and/or the City Council.

16,900

2.00

28,000

1.75

City Manager Reorganization.

Council Support Services

The Council Support function provides support services to the Mayor and nine Council members in the form of meeting arrangements, payment of invoices, travel arrangements, and processing of interoffice and citizen communications. This function also serves to coordinate scheduling of all public meeting rooms in City Hall.

23,000

1.00

20,500

1.00

Expense Reductions

Enterprise Operations

The Enterprise Operations function is oversight of enterprise departments including the Airport, Energy Services of Pensacola, Saenger Theatre, Housing and the West Florida Library System. This program is fully funded by the cost recovery/allocated overhead received from the enterprise fund departments.

-

2.00

-

0.55

No change - Funded through Enterprise Funds - Allocated Overhead/(Cost Recovery)

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

32

129,100

1.75

To Be Determined By Reorganization

94,500

1.00

To Be Determined By Reorganization

-

0.55

To Be Determined By Reorganization

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

City Manager

Main Program Name

Description

Neighborhood Services

The Neighborhood Services function is oversight of neighborhood services departments including Public Works, Parks and Recreations, Police, Fire, Sanitation and Fleet Management, and Engineering. Additionally, certain special events within City limits are coordinated through this office.

DIRECT REVENUE

Department Subtotal

Civil Service

Civil Service

-

Assessment/Administrat ive Services

Department’s primary responsibility and includes staffing functions, such as: advertising, recruiting, screening, and testing for more than 200 job classifications in the classified service workforce and administrative duties to carry out these functions. The objective is to provide staffing services that provide the best-qualified applicants for employment, promotion, and transfer/placement, using efficient, effective, and fiscally responsible means.

Complaint Resolution

Provides effective, efficient, and timely information to classified service employees and administration, concerning personnel policies and procedures for complaint resolution and provides an appellate or due process for disciplinary actions. The goal is to resolve grievances and conflicts that may affect the efficiency of the City, its employees and its operations, through mediation/alternative dispute services and disciplinary appeals.

Department Subtotal Community Development

Administration

The primary mission is to provide support to the entire department.

Community Development

Business Licenses

Responsible for the collection of and the monitoring of business licensing in the City.

Economic Development

The primary mission is to enhance and sustain the vitality of the city’s economy. The initiative is designed to support and develop partnerships with businesses and business associations in order to preserve and promote a robust and diverse economy. Focuses on assisting businesses in relocating, starting up, expanding or remaining in the City. Inherent in the focus is the recognition that not all businesses have the same need for government services, and a coordinated service delivery approach should not offer a boilerplate service package to every business or district.

Community Development

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

-

TOTAL NET COST

TOTAL FTE

36,900

2.00

76,800

7.00

102,700

1.70

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

-

-

TOTAL FTE

11,200

0.70

59,700

4.00

106,400

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

-

51,600

0.70

275,200

4.00

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

To Be Determined By Reorganization

1.80

-

118,600

1.80

No Impact

Funding levels require working with limited resources, working as costefficiently as possible, and partnering with others when possible.

-

13,200

0.20

No Impact

-

131,800

2.00

26,500

0.40

No Impact

56,800

1.00

No Impact

60,300

0.50

No Impact

0.30

-

11,800

0.20

-

120,100

2.00

-

118,200

2.00

16,800

1.25

25,300

0.40

No Impact

55,100

1.00

54,300

1.00

No Impact

58,700

0.50

57,600

0.50

No Impact

33

TOTAL FTE

Funding levels require working with limited resources, working as costefficiently as possible, and partnering with others when possible.

17,400

910,100

DIRECT REVENUE

City Manager Reorganization.

-

925,000

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL NET COST

919,100

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Community Development

Community Development

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

Neighborhood Enhancement

The primary mission is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. Focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood self-reliance, facilitating neighborhood economic development and revitalization, developing and implementing neighborhood plans and enhancing the quality of life of residents through community-based problem solving and public/private partnerships. Inherent in the focus is recognition that not all neighborhoods have the same need for government services. A coordinated service delivery approach should not offer a boilerplate service package to every district and neighborhood.

154,500

Pensacola Community Initiatives Program

The primary mission is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to provide grants to grassroots, neighborhood organizations to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. Focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood selfreliance, facilitating neighborhood economic development and revitalization, developing and enhancing the quality of life of residents through community-based problem solving and public/private partnerships.

53,300

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

1.00

-

34

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

165,900

1.70

No Impact

173,600

1.70

No Impact

53,200

0.35

No Impact

55,700

0.35

No Impact

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Community Development

Main Program Name

Planning Services

Description Involves implementation of the City's Comprehensive Plan, development and implementation of special area plans and studies, reviewing Census information and issuing reports about the City’s demographic, economic, housing and economic characteristics, implementation of the City's Land Development Code (LDC), concurrency review and publication of an annual public facilities capacity monitoring report, and administration of the sidewalk program. Reviews the Comprehensive Plan to ensure implementation of adopted Goals, Objectives and Policies (GOPs), participates in regional transportation planning initiatives through participation with the Metropolitan Planning Organization. Provides support and meeting materials/reports to the Planning Board, Zoning Board of Adjustment, Gateway Review Board and Architectural Review Board. Reviews site plans for new development and redevelopment to ensure compliance with Land Dev. Code and Comp. Plan requirements and to determine concurrency with the level of service standards for public facilities adopted in the Comp. Plan.

Department Subtotal

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

TOTAL FTE

57,500

405,500

6.25

57,500

445,700

5.20

982,500

743,900

10.00

967,600

802,000

9.15

No Impact

Accounting

The Accounting activity maintains the City’s financial management system in accordance with legal, regulatory and professional requirements. Its primary function is to provide accurate, relevant and timely financial information to City Council, City departments, citizens and federal and state agencies. The Accounting activity is also responsible for maintaining the fixed asset information system which involves costing, valuation and maintenance of property accounting records.

98,900

2.36

4,200

2.36

Increase in Allocated Overhead (Cost Recovery) and Decrease in MIS Allocation. Also, reduction in training could impact knowledge base

Financial Services

Accounts Payable/Receivable

The Accounts Payable activity is primarily responsible for payment to contractors and vendors accurately, with all required supporting documentation and authorizations, in a timely and consistent manner, which is in accordance with established internal policies and the Federal Prompt Payment Act. The Accounts Receivable activity is responsible for the daily cash processing and implementing best practices for expedient methods to deposit funds.

143,600

10.00

104,200

10.00

Prior Year U/F Liability Not Budgeted. Is now included in FY 2010 Budget.

Financial Services

Audit

The Audit activity manages and coordinates the annual external audit and is responsible for the preparation and distribution of an array of legally required reports to federal and state agencies.

71,100

1.54

73,200

1.54

Financial Services

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

35

No

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

59,000

466,500

5.20

No Impact

978,100

839,400

9.15

5,700

2.36

No impact

141,900

10.00

No impact

99,700

1.54

No impact

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Financial Services

Financial Services

Financial Services

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Budget

The Budget Office’s main objective is to prepare and administer the City’s annual budget. The tasks associated with the preparation of the annual budget include various calculations and projections as well as fielding inquiries from various departments as well as citizens. The Budget Office is responsible for preparing the annual Budget Calendar as well as preparing material for all budget workshops and briefings. Additionally, the Budget Office prepares and monitors revenue projections and also prepares the quarterly financial report to City Council. The Annual Revenue Manual is prepared by the Budget Office as well as all supplemental budget resolutions. The Budget staff works with departments throughout the fiscal year to ensure that expenditures are within the budgetary levels and will work to resolve any unexpected variances.

108,400

2.80

63,800

2.80

Decrease in MIS allocation and decrease in training.

Payroll

Payroll includes the processing of all active and retired employee checks and all retirement benefits and plan services. Responsibilities include preparing and disbursing approximately 40,000 payroll checks during the fiscal year; preparing and processing all retirement benefits, reports attending board meetings, and preparing the annual financial statements for the Firefighters’ Relief and Pension Fund.

133,700

3.30

134,200

3.30

Purchasing

This program is comprised of Bids, Request for Proposals, Request for Qualifications and Contract Management. Program responsibilities encompass all efforts to acquire and supply necessary goods and services for City departments including project research, requisition processing, and Small Business Enterprise (SBE) program management. Policies and procedures to govern all purchases made by the City of Pensacola are reflected in the City's purchasing manual. In addition, there is shared responsibility for the stormwater assessment program and Taxi Ordinance management contained in this program. Purchasing staff works with vendors and departments to ensure that products and services ordered are of satisfactory quality and delivered in a timely manner. The contract management function monitors and controls the flow of contracts and related materials to ensure that contracts are approved in a timely manner and that all contracts adequately protect the City while providing the best available cost/quality acquisition. Staff works to promote the City’s SBE program.

139,500

3.00

88,200

3.00

695,200

23.00

467,800

23.00

Department Subtotal

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

-

-

36

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

86,900

2.80

No impact

No impact

182,700

3.30

No impact

Decrease in training

120,100

3.00

No impact

637,000

23.00

-

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Fire

Fire

Fire

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Administrative Support

Administration is responsible for maintaining all records regarding the operations of the department and for managing all processes related to payroll, personnel management, budget, fire prevention board of appeals, and resource management. Records management includes maintaining information for all incidents (FFIRS), member education and certification, buildings and maintenance, bloodborne pathogen exposures, work schedules, building inspections, public relations schedules, hydrants, fuel consumption, training, health & safety, and facilities management.

472,000

3.85

532,700

3.85

No loss of full time administrative staff. Staff is consolidating and realigning duties and responsibilities.

City Emergency Management

Emergency Management within the city is vital in order to maintain the delivery of city services and perform local government functions during times of disaster. Emergency management involves the preparedness of city departments to respond to a disaster and the command and control functions during an actual event. Coordination is maintained with the Pensacola Police Department to ensure the continuity of city government operations. Communication and coordination is maintained with Escambia County Emergency Management and other government agencies as necessary.

14,700

0.10

13,000

0.10

No Impact

Emergency Operations Fire Suppression

Emergency Operations performs many different functions for the citizens of the City. Fire suppression is the primary function of the department. Other services performed are emergency medical services, public assistance, vehicle extrication and response to other calls from the public as necessary. Firefighters staff the department on a 24 hour basis and are required to be state certified for employment. The department also provides fire suppression personnel to the Pensacola Regional Airport Aircraft Rescue Fire Fighting (ARFF) facility on airport property. In addition to fire suppression services, this program also involves personnel assigned to fire stations performing building surveys, hydrant inspections, daily training and public education.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

8,641,800

100.00

8,347,500

37

100.00

No reduction in number and location of fire apparatus staffed. There may be an impact on the ability to handle subsequent alarms or provide appropriate amount of staff on scene of a structure fire due to being busy on rescue calls from reduction in number of regularly staffed rescue units.

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

558,100

3.85

No loss of full time administrative staff. Staff is consolidating and realigning duties and responsibilities.

13,600

0.10

No Impact

8,744,800

100.00

No reduction in number and location of fire apparatus staffed. There may be an impact on the ability to handle subsequent alarms or provide appropriate amount of staff on scene of a structure fire due to being busy on rescue calls from reduction in number of regularly staffed rescue units.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Fire

Fire

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

Main Program Name

Description

Emergency Operations Rescue

Emergency Operations performs other different functions for the citizens of the City. Fire rescue is an additional function of the department. Firefighters staff rescue units in the department on a 24 hour basis and are required to be state certified EMS first responders for employment. Fire apparatus also respond to medical calls. Over 65% of all alarms are emergency medical related. Firefighters respond with Escambia County Emergency Medical Services (EMS) to all life threatening medical emergencies within the City of Pensacola. Other rescue functions performed include patient extrication from vehicle accidents, stabilizing structures damaged and response to high angle rescue situations.

419,600

6.00

540,400

Facilities and Apparatus Management

Facilities Management involves the oversight of all fire department maintenance including buildings, vehicles, and equipment. Facilities and Apparatus Management provides support so that all department operations can continue on a 24/7 schedule. The department utilizes the vehicle maintenance function of City Fleet Management for light duty vehicles and a certified outside vendor for fire apparatus, including specialized airport firefighting apparatus. This helps reduce down time of apparatus and maintains a quality preventive maintenance program. This has proven to be an effective program although the overall cost to the department has increased due to higher parts and labor costs on older vehicles that have not been replaced on schedule. Currently, the average age of all fire stations is approximately 23 years old and the percentage of front line fire apparatus over 10 years old is 64%. A regular maintenance and replacement program is critical to maintaining effective service delivery.

515,000

1.00

642,100

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

38

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

5.00

One rescue unit removed from service in FY09. An additional unit will be removed in the future. Staffing for rescue services will be consolidated with overall staffing for fire apparatus at station locations. Some reduced capacity for answering overlapping calls may occur resulting in slightly greater response times.

566,100

4.00

Two rescue units will be removed from service. Staffing for rescue services will be consolidated with overall staffing for fire apparatus at station locations. Some reduced capacity for answering overlapping calls may occur resulting in slightly greater response times.

1.00

No Impact

672,700

1.00

No Impact

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Fire

Fire

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Main Program Name

Description

Fire Code Enforcement

Responsible for reducing, and wherever possible, eliminating, life and property losses due to fire. Based on public education, code enforcement, and review of fire protection engineering systems. Conducts cause-and-origin investigations of all major fires or any incident where arson is suspected. Public education provides fire safety lectures and demonstrations, distributing educational literature, and answering fire prevention questions posed by the general public. Involves inspections, complaint investigations, and working with contractors or property owners to correct code deficiencies. Engineering activities focus on reviewing building and construction plans and evaluating fire protection requirements for projects. Works closely with Planning, Inspections, and Engineering Departments on construction/development projects, and ECUA on fire hydrant and water supply issues. Assists HRS in the licensing of day care facilities, DER in regulation of flammable liquid storage tanks, and the State Fire Marshal's Office in investigation and prosecution of arson cases.

314,700

3.00

240,300

3.00

Funding reductions will necessitate the elimination of all activities except for the basics of plans review, building inspections and code enforcement. Events and programs such as public fire safety community day, tours in the fire stations, presentations in schools, media messages, fire safety awareness programs, will be scaled back or eliminated by the inability to purchase printed materials such as handouts, stickers, pamphlets to distribute during tours, job fairs and presentations in schools including fire prevention week. Fire extinguisher training to citizens will be eliminated. With the overtime reduction the ability to investigate fires, monitor festivals or other large public gatherings after normal business hours will be severely impacted.

Technical Support to City

The Fire Department provides technical support to the city and city departments in several areas. A member of the department serves as the technical expert with the 800 mhz radio system, radio system towers, the computer aided dispatch system, the 911 phone system, etc. Assistance is provided in helping to maintain these systems within the city, to make improvements and to keep current with national system impacts and changes. Assistance is also provided in maintaining contact with technical vendors to maintain the operations and service life of the various components. Current negotiations are occurring regarding the national radio re-banding program. A fire department member is the city’s liaison in this process.

6,600

0.05

6,600

0.05

No Impact

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

39

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

251,700

3.00

No Impact

6,900

0.05

No Impact

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Fire

Main Program Name

Training

Description Responsible for all departmental training and external training program coordination. Department is a certified regional training center for the Florida Bureau of Fire Standards and Training. Allows this dept. to partner with Pensacola Junior College to provide a fire academy locally so local citizens have opportunity to prepare for firefighter positions. The dept. has made available a training tower, equipment, and facilities to Pensacola Junior College for the Fire Academy, outside agency training and other fire science classes. In-service training is conducted on fire and EMS operations. It's conducted at the drill facility, Pensacola Junior College, stations and business community. Continuing education for personnel certification is conducted at Pensacola Junior College, Florida State Fire College and other educational facilities. Computer based medical training was established in FY06/07 through the use of an on-line vendor. Training allows for the training of all personnel including re-certification training of EMT and Paramedics.

Department Subtotal

Human Resources

Human Resources

DIRECT REVENUE

-

TOTAL NET COST

TOTAL FTE

116,000

1.00

10,500,400

115.00

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

-

118,500

1.00

10,441,100

114.00

Administrative

Provide recruitment assistance to civil service staff, maintain applicant file, greet all customers to civil service, provide references, manage on-line employee information programs, order & maintain inventory of city shorts, birthday cards, blood mobile, mentor program, coordinate City Manager's Advisory Committee, coordinate annual employee luncheon, represent department and city at conference and public and professional meetings, coordinate various charity campaigns, respond to surveys. Provide secretarial assistance to Director.

24,400

1.50

22,800

Budget & Administrative

This program is responsible for issuing city ID Cards & ensures access through Sonitrol system, answer phones & greet customers, scanning, and filing, processing RP's, budget preparations, response to public records requests, maintaining travel, training & educational benefits filed, preemployment processing, and separation paperwork.

21,300

1.00

21,300

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

40

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

No Impact

-

TOTAL NET COST

TOTAL FTE

124,100

1.00

10,938,000

113.00

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

No Impact

1.00

Recruitment assistance to civil service staff will be reduced. Eliminate funding for Employee Luncheon and seek outside funding. Eliminate mentor parties and students gifts. No new inventory will be purchased for city shirts. Increase in the use of EAP, due to greater stress levels of employees. Decrease in community involvement by the employees.

29,600

1.00

Recruitment assistance to civil service staff will be reduced. Eliminate funding for Employee Luncheon and seek outside funding. Eliminate mentor parties and students gifts. No new inventory will be purchased for city shirts. Increase in the use of EAP, due to greater stress levels of employees. Decrease in community involvement by the employees.

1.00

Longer response time for public records request and processing travel and training.

27,500

1.00

Longer response time for public records request and processing travel and training.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Human Resources

Human Resources

Human Resources

Main Program Name

Description

Director/Specialist Duties

This program encompasses the full range of Human Resources and concerns, including: recruitment and employment, benefits and compensation administration, classification, equal employment, staff planning, personnel policy, training, employee grievances, collective bargaining, employee relations, ADA compliance, and temporary employment.

Insurance

This program is responsible for open enrollment for insurance benefits, providing COBRA to separated employees and clerical and information services to employees.

Payroll & Personnel Processing

This program is responsible for verification of the city’s payroll and personnel processing. This function is responsible for processing personnel actions, electronic personnel request, maintenance and updating the payroll manual, training payroll clerks, and balancing payroll/ positions.

DIRECT REVENUE

68,300

28,400

Department Subtotal

Legal

Parks/Rec

Legal Services

Responsible for legal advice and legal representation. Legal advice includes both oral and written opinions to the City Council, City Manager and staff and drafting legal instruments such as ordinances, resolutions, contracts, deeds and handling litigation.

Aquatics

Program involves the seasonal operation of two swimming facilities which are the Cecil T. Hunter and Roger Scott Pool. Both pools provide city residents with opportunities for recreational swimming, swimming lessons, lap swimming and participation on youth swimming teams. The Hunter pool will be closed for renovations in FY 2010.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

TOTAL NET COST

12,000

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

3.00

67,900

1.00

26,500

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

3.00

Recruitment efforts will be reduced because of hiring freeze. Compensation studies and reviews will be curtailed due to lack of funding. Orientation will be scaled back due to fewer new employees being hired. Unemployment compensation claims will increase due to city layoffs. Internal training will increase due to elimination of funding to pay outside vendors. Increase in grievance and internal complaints, due to lack of training and employee distractions. Increase in worker's compensation claims, due to greater workloads.

1.00

Risk Management taking on responsibilities of processing payments for insurance. Human Resources will no longer supervise this process. Human Resources will continue to conduct open enrollment and customer service. Payroll workshop training and help provided to the payroll clerks will be reduced. Due to the reduction in staff, an existing staff member will have to be trained to maintain and update payroll budgeting. Request for reports will take a longer response time.

32,500

1.50

30,900

1.00

174,900

8.00

169,400

7.00

186,500

3.00

231,000

3.00

Shift Capital to Operating - More on Line access of legal materials

1.00

Hunter Pool summer users will have to use Roger Scott Pool for FY 2010. Starting Bumper Boat operations in the off season which will help increase pool revenues.

302,500

1.00

52,200

41

310,200

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

3.00

Recruitment efforts will be reduced because of hiring freeze. Compensation studies and reviews will be curtailed due to lack of funding. Orientation will be scaled back due to fewer new employees being hired. Unemployment compensation claims will increase due to city layoffs. Internal training will increase due to elimination of funding to pay outside vendors. Increase in grievance and internal complaints, due to lack of training and employee distractions. Increase in worker's compensation claims, due to greater workloads.

1.00

Risk Management taking on responsibilities of processing payments for insurance. Human Resources will no longer supervise this process. Human Resources will continue to conduct open enrollment and customer service.

39,900

1.00

Payroll workshop training and help provided to the payroll clerks will be reduced. Due to the reduction in staff, an existing staff member will have to be trained to maintain and update payroll budgeting. Request for reports will take a longer response time.

218,900

7.00

269,200

3.00

No Impact

321,200

1.00

Both Roger Scott Pool and Hunter Pool open and Bumper Boat operations in off season.

87,700

34,200

53,200

TOTAL FTE

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

Parks/Rec

Athletics Operations

Represents the activities associated with the general upkeep and running of athletic facilities and address the following areas; repairs and maintenance, utilities, travel and training, operating supplies, office supplies and the like. Program costs associated with specific activities such as officials, trophies, uniforms, sports equipment and sports association fees are charged to the Youth Center Fund or Athletic Fund.

Parks/Rec

Athletics Staffing

Involves the planning, coordination and supervision of both youth and adult athletic programs, league play and sports tournaments that take place at a number of major city sports parks and facilities.

271,700

4.00

318,400

Parks/Rec

Ball Field Crew

Responsible for the care and upkeep of all city sports fields throughout the year as well as the daily preparation of a large number of sports fields for official games and tournaments during seasonal play.

451,500

5.00

Parks/Rec

Bldg Maint Administration

Provides the overall direction and supervision of the daily operations for Building Maintenance Division. In addition, this program area responds to both internal customers (city staff) and city residents as needed.

202,900

Parks/Rec

City Facility Maintenance & Repair

Entails the maintenance and repair of all city facilities and includes; interior and exterior building (structural) repairs when needed, all painting, electrical, plumbing repairs, and the monitoring of all building HVAC systems.

Parks/Rec

Community Center Maintenance

Parks/Rec

Parks/Rec

345,600

TOTAL FTE

No service level impact anticipated.

329,700

4.00

No service level impact anticipated.

408,600

4.00

One position transferred from Sanitation. One position will be deleted in FY 2010.

423,100

4.00

No change from FY 2010

3.00

246,000

3.00

No service level impact anticipated.

256,000

3.00

No service level impact anticipated.

790,800

6.50

933,600

7.00

No service level impact anticipated. Change in FTE due to reorganization.

971,600

7.00

No service level impact anticipated.

Responsible for the daily care and upkeep of the interior areas of all city community centers. In addition, staff in this area performs room set-ups and breakdowns as required by the Center’s Recreation Supervisor.

226,400

5.00

244,400

5.00

Sanders Beach Community Center will be added to our existing 7 community centers.

254,400

5.00

No service level impact anticipated.

Contracts

Involves the monitoring of an on-going custodial contract for City Hall, Field Services Center, Housing, Port of Pensacola, City Garage, Code Enforcement and Sanitation. It also includes the administration of the City’s Sonitrol contract and the Koorsen Fire Alarm Monitoring contract.

164,200

No change from FY 2009

176,800

Drop-In Use

City Community Centers are open Monday through Friday from 8am to 8pm. When not in use for organized programs and activities, the various rooms such as the gym, game room or weight room are available for drop-in use. With weekend sports programs and leagues, several centers are open on Saturdays as well.

No change in service level from FY 2009. However, in FY 2010, all communication and EPS costs are going to be charged to YCA instead of General Fund. Moreover, 5 FTE are going to be charged to YCA instead of GF.

151,600

169,900

1.25

123,000

42

-

1.25

-

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

4.00

-

-

DIRECT REVENUE

357,900

198,400

-

FISCAL YEAR 2011 PROJECTED BUDGET TOTAL NET COST

No service level impact anticipated.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

307,600

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

-

1.25

No service level impact anticipated.

No change from FY 2010

No change from FY 2009

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

Parks/Rec

Landscaping

Program includes edging, pruning, turf control and litter pick-up both by garbage truck and by staff walking the parks with litter sticks. Includes maintenance of right of ways. Mowing maintenance is done with both riding mowers and walk-behind mowers.

Parks/Rec

Maintenance Shop

Responsible for the maintenance and repair of all park equipment such as the large riding mowers, small push mowers, (gas) weed eaters, (gas) blowers and tree trimming equipment.

Parks/Rec

Office of Director

Coordinates and manages the various administrative and operational activities of the Parks & Recreation Department. The Office is responsible for program and facility planning, development and construction, budgetary development and control and marketing and grant administration. In addition to providing administrative direction and oversight to three major divisions of operation, the Office responds daily to a variety of citizen inquiries, handles the annual processing of 3,000 requests for payment/purchase orders and the processing of approximately 9,000 invoices annually. In FY 2009, the responsibility for the City's coordination of all community events where transferred from the City Manager's Office to the Office of the Director for Parks & Recreation.

490,100

6.00

Parks/Rec

Park Administration

Provides the overall direction and supervision of the daily maintenance for 93 parks and recreation facilities within the City.

227,400

Park Maintenance & Repair

Entails the maintenance and repair of all city playgrounds, fences, lights, water fountains, walkways, irrigation systems, picnic tables and benches, barbeque grills, trash receptacles and all sports courts such as tennis courts and outdoor basketball courts. These daily tasks are performed by the Building Maintenance Division.

Parks FDOT Right of Way Program

Program includes the responsibility to perform mowing services along State Highways within the City. Currently the program addresses fourteen different State Highway locations. Included within this program is the cleaning and mowing of 36 additional city collector roadways and 54 major intersections located throughout the City. Other tasks along these highways and roadways include weed control, litter control and turf edging.

Parks/Rec

Parks/Rec

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

5,000

490,200

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

1,528,300

20.50

Service levels would be the same as in FY 2009. One position transferred from Sanitation. One position to be deleted in FY 2010. Changes in FTE due to reorganization.

142,100

2.00

579,000

2.00

565,800

8.50

391,900

4.00

1,698,600

20.00

146,300

2.00

5,000

504,900

43

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

5,000

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

1,592,300

20.50

No service level impact anticipated.

148,000

2.00

No service level impact anticipated.

8.00

No service level impact anticipated. FTE # includes the Project Manager who is fully funded by PFP money. Additionally acquired a position from Fire who coordinates the City's Special events.

606,300

8.00

No service level impact anticipated.

263,100

3.50

No service level impact anticipated. FTE # includes the Oper. Super who is funded by CRA. Change in FTE due to reorganization.

274,100

3.50

No change from FY 2010

623,000

8.00

No service level impact anticipated. Change in FTE due to reorganization.

649,100

8.00

No service level impact anticipated.

371,900

4.00

No service level impact anticipated.

389,400

4.00

No service level impact anticipated.

520,000

No change from FY 2010.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

Main Program Name

Description

Parks/Rec

Programs/Classes/Activi ties

The City Community Centers (depending upon their overall size) provide fitness rooms with equipment, gymnasiums, kitchens and one or more multi-use meeting rooms. Programs are either run by staff or instructors hired thru the City. Some recreational instructors offer classes using City facilities and pay the City 20% of their revenues collected. Programs taking place at the centers include recreational classes, enrichment classes, sports programs and community neighborhood activities.

239,800

2.50

136,400

Parks/Rec

Recreation/Community Center Administration

Provides the overall direction and supervision of the daily operations for six (6) recreation/community centers.

76,500

0.25

145,800

Rentals of Facilities

Involves specifically the city’s community centers including the East Pensacola Heights facility. These facilities are available for rent by community organizations and community citizens whenever they are not in use for recreational programs and services.

47,000

0.50

16,500

Senior Center

The Senior Center, which is open Monday – Saturday, is a large facility used specifically for recreation programs and activities for the City’s older adults. The center provides a library, main social hall, game room, kitchen and a number of meeting rooms for the use and enjoyment of the participants..

278,600

2.00

241,600

Youth Programs

Held all year long at the city’s community centers. This program area provides a quality after school program for youth during the school year and an active, exciting day long camp program for youth during the summer months. Both programs are available to youth ages 5-13.

Parks/Rec

Parks/Rec

Parks/Rec

Department Subtotal

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

507,200

421,600

4.50

7,499,600

78.00

562,100

44

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

2.50

No change in service level from FY 2009. However, in FY 2010, all communication and EPS costs are going to be charged to YCA instead of General Fund. Moreover, 5 FTE are going to be charged to YCA instead of GF.

168,300

2.50

No change from FY 2009

0.25

No service level impact anticipated.

179,900

0.25

No service level impact anticipated.

Revenue from rentals are deposited in the YCA account. Hence all expenses for rentals are charged to YCA. The cost here represents nominal amount for the upkeep of the bldg. Change in FTE due to reorganization.

20,400

2.00

No service level impact anticipated.

298,000

2.00

No service level impact anticipated.

241,300

4.00

No change in service level from FY 2009. However, in FY 2010, all communication and EPS costs are going to be charged to YCA instead of General Fund. Moreover, 5 FTE are going to be charged to YCA instead of GF. Changes in FTE due to reorganization.

297,700

4.00

Same impact as in FY 2009

7,388,700

80.00

7,865,800

80.00

-

578,200

-

Revenue from rentals are deposited in the YCA account. Hence all expenses for rentals are charged to YCA. The cost here represents nominal amount for the upkeep of the bldg.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Police

Main Program Name

Chief's Office

Description The administrative function is to provide direction and guidance to achieve the operational objectives of the Pensacola Police Department. Primary emphasis is the administration of the Departmental Policies and Procedures, Rules & Regulations, and the Codes of the City, laws of the State of Florida, and Civil Service Rules and Regulations. This is accomplished in a decentralized atmosphere with an exchange of input. Assigned here is the Special Projects Unit. They handle all run-a-ways and participate in the Child Abduction Response Team. Works closely with Criminal Investigations Division to enhance and prepare video and/or audio evidence for prosecution purposes and handles all forensics involved in preparing those cases for prosecution. Also assigned here is Professional Standards. Their primary duties are to receive, investigate, and process all complaints of police misconduct as prescribed in Florida Statute 112.533. This office stores and processes record of sensitive nature such as civil files and writes cause preparations for the city attorney's office and the risk management office. At times, they also represent the department during legal procedures involving the above claims. The Chief's support staff consists of a Police Budget & Planning Specialist, a Police Media Relations Coordinator, three Senior Administrative Officer I’s, one Police Neighborhood Liaison. The Budget/AP/Purchasing function is responsible for developing the annual budget that most effectively meets the operational needs of the Department. All requests for expenditures are processed through this office and it is the Budget & Planning Specialist’s responsibility to account for these expenditures. The Budget & Planning Specialist is also responsible for writing, coordinating and tracking grant applications and statistics to satisfy grant procedures once they are received by the Pensacola Police Department.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

DIRECT REVENUE

TOTAL NET COST

1,300,300

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

12.00

1,238,600

45

TOTAL FTE

12.00

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Reduction due to re-allocation of costs. No impact to service level.

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

1,295,000

TOTAL FTE

12.00

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

No reduction nor impact to service level.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

The Police Media Relations Coordinator is responsible for writing press releases, tracking down information per media requests, writing reports, handling correspondences for the Chief and assisting other sections with various needs. The Police Neighborhood Liaison is responsible for coordinating the new Citizen’s Liaison Group, along with serving as a liaison between the police department, other city departments, and neighborhood groups. The liaison will promote citizen involvement in neighborhood issues. Payroll is responsible for the day-to-day operation of personnel matters. Due to the stringent requirements of FLSA, the large number of employees of the Police Department, and the complicated schedule under which many of the employees work, this is a critical position.

Police

Police

Police

Administration/Fleet Management

Responsible for overall maintenance of building, primary contact for building expansion and manages the 200 vehicle departmental fleet. Purchasing, issuing electronic equipment for personnel and facilitating maintenance programs are also included in this program.

257,300

2.00

262,400

2.00

Increase due to re-allocation of costs. No impact to service level.

274,300

2.00

No reduction nor impact to service level.

Cadets

The Cadet Program is designed to expose cadets to all facets of police service and combine that exposure with all possible training to better prepare the cadets for the state examination leading to a position as a full time police officer.

311,100

7.00

337,300

7.00

Increase due to re-allocation of costs. No impact to service level.

352,700

7.00

No reduction nor impact to service level.

Central Records

Final approval site for all computer generated reports and the repository of paper reports. Records maintains all original documents and disseminates copies to the various police divisions, other law enforcement agencies, criminal and traffic court, state attorney and other state agencies. Records processes all public requests for copies of reports and crime analysis. Services rendered to the public include fingerprinting, issuing taxi drive and adult entertainment permits and registration of criminals released or paroled as per City ordinance and Florida State Statutes.

6.00

Decrease in operating budget. May hinder the numerous requests the PD receives for finger print copies, offense reports and attorney's requests.

358,700

6.00

No increase at this time. but service level will be stressed to meet the request from public and attorneys.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

227,700

366,100

6.00

199,700

46

343,100

203,000

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Police

Police

Main Program Name

Description

Communications Center

Police Communications Center is responsible for receiving approximately 400,000 public requests annually. Center directs officers to respond to calls for service. This is accomplished through radio, telephone and computer communications, combined with numerous monitoring devices. Personnel are the primary public safety answering point for all 911 calls within the city. Personnel come under the direct supervision of one Lieutenant who reports to one Captain. A Communications Technician and a Senior Systems Network Analyst for the MIS department are also assigned to this section. Communications Center includes the fire dispatch function which ;operates a 800 MHz radio system, a 900 MHz station alerting system and a VHF radio system in backup status. A CAD (computer aided dispatch) system allows for a more precise response to incidents. The City has completed the communications upgrading to an 800 MHz trunked radio system and a SmartCop Computer Aided Dispatch system. Additional upgrades needed to stay current with the ever-changing communication technologies.

Community Oriented Policing Squad (COPS)

Staff takes an active role in the coordination and development of law related programs within Pensacola, and they are involved in the everyday lives of the citizens and business owners of Pensacola. It is designed to take the lead in the department’s community strategy. By getting out of the patrol cars, walking the neighborhoods, using police bicycles to enhance neighborhood patrol and talking to citizens, the COPS officers develop better police-citizen relations. The unit acts as a liaison between citizens and other public and private agencies that can help solve neighborhood problems. The unit performs the community policing activity not only in problem areas throughout the city, but also in grant-funded areas.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

DIRECT REVENUE

230,000

TOTAL NET COST

1,693,000

1,245,800

TOTAL FTE

26.00

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

230,000

14.00

1,550,400

1,160,800

47

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

24.00

Reduction due to the elimination of two dispatcher positions. Will have to supplement with part-time personnel. Training reduction could impact the training of qualified parttime personnel. Work load could become a factor to dispatchers if qualified part-time personnel cannot be hired or work the hours needed.

14.00

Reduction in personnel and operating funds. Impact could be less visibility in the community. Less training for officers in assisting the community in specific issues such as crime prevention and antigang initiatives.

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

230,000

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

1,621,000

24.00

Work load could be a factor to dispatchers if qualified part-time personnel cannot be hired or work the hours needed.

1,213,700

14.00

Increase for funding of officer position unfunded in FY10. Increase bike patrols, increased contact with community.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Police

Police

Police

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

Crime Scene Investigations

The Crime Scene Investigation is under the supervision of a Crime Scene Supervisor whose primary responsibility is to supervise crime scene personnel, daily operational readiness, and provide technical assistance when necessary. One Latent Print Technician within the Crime Scene Investigation Unit is responsible for first offender/repeat offender searches, latent print comparisons and identifications, courtroom testimony of fingerprint matters, and operation and maintenance of the AFIS and AFIX systems. The unit has one (1) Crime Scene Technician and four (4) Crime Scene Analysts whose duties are recording of scenes with photography and sketching, processing for latent prints, collection and preservation of evidence, crime scene reconstruction, and courtroom testimony. The Crime Scene Investigation Unit utilizes one cadet whose duties include assisting with the transportation of evidence, maintenance of vehicles, and office related matters.

542,000

7.00

606,700

Criminal Intelligence Unit

Criminal Intelligence Unit provides analytical services, as well as investigative support, to all divisions of the department. The unit also provides statistical reports and research assistance to various officers in the department. The unit maintains a close working relationship with other area agencies and entities so that needed information can be acquired. The unit perform jobs such as intelligence analysis, computerized mapping, background research, person location, as well as thorough investigative assistance. The analyst work to provide safe, strong, livable neighborhood by tracking registered sex offenders and sexual predators residing within the city limits of Pensacola.

104,400

2.00

123,500

Investigations Unit

The Investigations Unit investigates all persons and property crimes where follow-up is necessary. The detectives investigate the crimes after an offense report is generated by patrol officers. Detectives respond at all times to major incidents to conduct interviews and follow-up investigations. Most detectives are assigned to specific areas of the City and investigate the crimes that occur in those areas. Currently has one detective dedicated to the following specific areas: white collar crime, computer crime and crimes against children/sexual battery.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

1,952,400

21.00

1,828,700

48

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

7.00

Increase in operating budget to update the AFIX system. Improved denitrifying of latent finger and palm prints. Improved sharing of print information with local, state and federal agencies.

634,300

7.00

No change and no impact to service level.

2.00

Increase due to re-allocation of costs. No impact to service level.

129,100

2.00

No reduction nor impact to service level.

21.00

Reduction in funded positions and operating funds. Impact could be less visibility in the community, prioritizing criminal investigations and failing to keep up-to-date on new investigative techniques.

1,912,000

21.00

Continued heavy workload with unfunded position. Prioritization of criminal investigations may have to take place.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Police

Police

Police

Police

Main Program Name

Description

Property Management

This section is responsible for control of the evidence from the point of receipt to disposal; stock and issuance of uniforms and equipment; writing of contract specifications for uniforms and equipment; building maintenance and custodial upkeep; maintenance of records for departmental asset inventory; additional miscellaneous duties i.e.: Trusty supervision, daily package delivery receipt and distribution, and active participation in coordinating involved building projects.

School Resource Office (SRO)

The SRO provide safe and drug-free environments for over 4,800 students and teachers. Officers investigate and follow up on criminal offenses occurring at Washington and Pensacola High Schools, Workman Middle School, and A.V. Clubs Alternative School. Provides a prevention strategy that promotes safety for all school related events.

Traffic

The Traffic Unit works to help promote and maintain safe and effective flow of traffic within city limits. Among officer duties are police escorts (funeral and dignitary protection), selective traffic enforcement, traffic crash investigations, traffic homicide investigations, accident reconstruction and special events such as parades and runs. Three officers are assigned to Cordova Mall and are responsible for police service at the mall and the surrounding area.

Training/Personnel

Staff takes an active part in the duties and responsibilities of hiring and training the Police civilian and sworn personnel. Personnel duties are designed to ensure the Dept hires responsible, qualified employees. Assists with entrance exams, interviewing applicants, completing background investigations, polygraph examinations, and psychological testing of prospective employees. Responsible for orientation of the new employees. Training is approached on a positive basis and directed specifically to predominantly sworn personnel. Majority of the time is spent working on training curriculum and presentation of those curriculums. The section is instrumental in setting up the Firearms Safety Class for civilians, court officers and dept. personnel. Training is directly involved with various curricula at the local law enforcement academy. Training takes an active stance in upgrading and improvement of training techniques and material. In turn, this provides for a better trained and more professional officer.

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

DIRECT REVENUE

TOTAL NET COST

330,900

217,000

TOTAL FTE

TOTAL NET COST

DIRECT REVENUE

5.00

654,000

7.00

976,500

10.00

515,000

FISCAL YEAR 2010 RECOMMENDED BUDGET

5.00

Decrease in operating budget, will have minimum impact to service level to the public. The decrease will affect the upkeep and maintenance of the building.

614,400

7.00

Less training for officers in assisting the schools and neighborhoods with such issues as anti-gang activities, crime prevention and internet crimes against children.

902,500

10.00

5.00

323,000

217,000

5.00

540,300

49

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

337,700

5.00

No impact at this time.

642,400

7.00

Increase operating and training budget to enhance contacts with students, parents, faculty and administration.

Reduction due to re-allocation of costs. No impact to service level.

943,600

10.00

Increase in operating to assist training in the certification of officers in weapons. This will help to maintain a high standard of use of weapons and practice at the firing range.

564,900

5.00

221,300

Increase in anticipated fuel costs, no impact to service level.

No reduction nor impact to service level.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Police

Police

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

Uniform Patrol

Uniform Patrol is the largest Division and provides twenty-four hour service everyday of the week to the citizen’s. The patrol officer is responsible for all citizen complaints and calls for service, as well as self initiated activities that they may come across during their tour of duty. The patrol officer can take a case from start to finish, from the initial report to investigating the crime, to recovery of the stolen property and finally apprehending the suspect. Officers are continually doing crime prevention on their watch by checking doors and windows of businesses and checking watch orders placed on homes of city residents out of town. While making these rounds, officers are looking for potential hazards such as downed power lines and other dangerous conditions. This pro-active patrolling in our neighborhoods helps in the reduction of crime and loss of property. The Canine Unit provides narcotics detection, explosive detection, tracking dangerous felony suspects, evidence recovery and building searches. Canine teams assist Vice and Narcotics, perform several public and school demonstrations. The SWAT Team (all volunteers) will respond to any call upon request. The Marine Response Unit/Dive Team is certified and trained volunteers (sworn officers). Responsible for supporting the Northwest Florida Regional Domestic Security Task Force, provide waterborne security for regional seaports and the delivery of waterborne assets to coastal areas in times of emergencies such as hurricanes or other disasters, training and exercise missions.

6,997,700

81.00

6,810,600

Vice and Narcotics

Investigates all crimes involving narcotics, reported or detected and vice operations involving prostitution, gambling and pornography. Assists other units within the department by providing specialized support and equipment for specific investigations. This Section has the additional responsibility of coordinating and initiating all forfeiture procedures made on the part of the Department. The narcotics picture is constantly changing. Crack cocaine still appears to be the largest problem., especially true in the more urban areas of the inner city; therefore, more efforts are focused on this problem. Marijuana is still the drug of choice for some and we devote a large amount of our time to this problem. The unit stays abreast of newer manufactured drugs, which are becoming increasingly popular. Continue to focus on the longrange investigations, aimed at the "mid" and "upperlevel" dealers, in order to curb the flow of the drugs into our community. Unit continues to gather intelligence on the abortion related activities.

672,400

7.00

17,918,900

212.00

Department Subtotal M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

674,700

646,700

50

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

80.00

Reduction of operating budget and unfunding an officer position. Impact could be slower response time, less visibility in the community and officer safety.

7,120,700

80.00

643,800

7.00

Reduction in operating budget will affect personnel on training issues for undercover operations and drug identification.

673,100

7.00

17,286,100

209.00

18,073,200

209.00

654,300

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Reduction of a sergeant position, the position will be filled with a police officer position and funding of the unfunded officer position from FY10.. Duties of the vacated sergeant position will be re-assigned to other sergeants to cover the changes in the number of supervisors. Increase in operating in anticipation of fuel costs increase. The service level impacted will be improved visibility in the community and concentrated police response in areas of community concern.

Increase in operating to assist this department in investigations of drug activity in the community.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Administration Daily Operations

Program encompasses planning, coordinating and directing of daily streets and traffic activities of the Public Works Department. Elements of this program include: responding to citizen complaints, dispatch services, recruitment and employment, payroll administration, records and information management, budget management, capital planning, preparation of related reports/studies, engineering in-house reviews associated with new development, training and code enforcement as it pertains to Public Works. Public Works also provides the contractual services associated with the annual maintenance contract for FDOT Right-ofWays within the Pensacola City limits. This service is provided to the City's Parks & recreation Department as part of the City's overall program for improving the general appearance of public roadways.

295,600

2.35

356,900

2.00

No service level impact anticipated.

368,100

2.00

No service level impact anticipated.

Public Works

Inspection Services

Included under this program is the required construction inspection services associated with street and sidewalk rehabilitation projects for the Public Works Department. Also the inspection of permitted driveways by Building Inspections is performed by Public Works to ensure that the integrity of the roadway is maintained due to construction of residential and commercial building units.

20,800

0.22

27,900

0.25

No service level impact anticipated.

28,800

0.25

No service level impact anticipated.

Public Works

Parades

Deployment of parade barricades in support of major events downtown as determined by City administration and the Police Department.

23,800

0.64

Service will be function of establishing cost recovery for parade barricade services within the City.

-

Street Daily Operations

Under this program is the maintenance of 326 miles of existing paved roadways, over 600 miles of curb and gutter, and the emergency repair of existing sidewalks. This program covers grading dirt roads and picking up and hauling salvage to the landfill. Also, Public Works provides assistance to the Parks & Recreation Department on a weekly basis by cleaning of the City's seven boat ramps along with other assistance to City Engineering, Sanitation, Police Department, CRA and ESP as requested.

543,400

3.27

Public Works

Public Works

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

403,000

51

4.00

No service level impact anticipated organizational restructure

415,700

Service will be function of establishing cost recovery for parade barricade services within the City.

4.00

No service level impact anticipated.

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Public Works

Public Works

Public Works

Public Works

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

Traffic Miscellaneous

Coordinate with FDOT regarding state highway maintenance and construction projects within the City. Initiate the development of improved traffic signal operations with implementation of advanced control systems. Work toward effective neighborhood traffic control and calming. Coordinate with local area transportation planning organization related to future transportation needs. Provide utility locates (spots) for all traffic control and street lighting facilities within public right-ofways, as required by Sunshine One network.

75,800

0.51

60,300

0.93

No service level impact anticipated.

62,200

0.93

No service level impact anticipated.

Traffic Signage

Encompasses City's efforts to maintain the existing 10,000 street markers and traffic control signs, as per MUTCD and FDOT standards. Their proper use, maintenance and placement required to avoid liability issues and public safety concerns.

126,700

0.56

168,500

2.70

No service level impact anticipated organizational restructure

173,800

2.70

No service level impact anticipated.

Traffic Signals & Street Lighting

Maintain the City's existing 150 traffic control and warning signals and 1,500 City owned street lights within the City of Pensacola. This also includes the maintenance of traffic signals installed along State Highways, for which the City has maintenance responsibility.

1,045,500

3.05

1,064,800

2.50

Increase in Utilities

1,098,400

2.50

No service level impact anticipated.

Traffic Striping

Maintain City's efforts to maintain the existing street pavement markings along local collectors, arterials and major intersections, and downtown area existing parking spaces. All work in under MUTCD and FDOT standards. All pavement markings are now thermoplastic, which has a substantially longer design life than paint.

60,300

0.40

63,700

1.00

No service level impact anticipated.

65,700

1.00

No service level impact anticipated.

2,145,100

13.38

2,212,700

13.38

Department Subtotal

250,000

250,000

257,100

257,100

2,191,900

11.00

264,300

1,783,700

-

1,664,200

-

Based on Actual FY 09 Valuation

1,664,200

-

Based on Actual FY 09 Valuation

45,400

-

Based on Actual FY 09 Valuation

-

-

Valuation anticipated to continue to be below base.

-

Anticipated to be Same as FY 09

NonDepartmental

CRA Tax Increment District

Tax Increment Financing funds provided by the City of Pensacola, Escambia County and the Downtown Improvement Board to fund the planning and construction of improvements within the redevelopment area.

NonDepartmental

Eastside Tax Increment District

Tax Increment Financing funds provided by the City of Pensacola and Escambia County to fund the planning and construction of improvements within the Eastside Tax Increment District area.

43,800

-

45,400

-

Based on Actual FY 09 Valuation

NonDepartmental

Westside Tax Increment District

Tax Increment Financing funds provided by the City of Pensacola and Escambia County to fund the planning and construction of improvements within the Westside Tax Increment District area.

-

-

-

-

Valuation anticipated to continue to be below base.

NonDepartmental

Escambia-Pensacola Library

Interlocal agreement with Escambia County to fund the West Florida Public Library System.

-

Anticipated to Be Same as FY 09

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

264,300

1,346,300

-

1,346,300

52

1,346,300

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

150,000

-

200,000

-

Increase Due To Reopening of Saenger Theatre - No capital provided In FY 2010

NonDepartmental

Saenger Theatre

Management agreement for continued management of the Saenger Theatre, the City's performing arts facility.

NonDepartmental

Pensacola-Escambia Development Commission (PEDC)

Responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities in the area. The city provides funding jointly with the County through an interlocal agreement.

120,000

-

120,000

-

NonDepartmental

Escambia-Pensacola Human Relations Commission

Interlocal Agreement with Escambia County for the operation of the Human Relations Commission which seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and incidents.

70,700

-

88,700

NonDepartmental

Pensacola Area Chamber of Commerce Foundations

Designed to raise funding to escalate economic development efforts in the Pensacola Area. Efforts are focused in the areas of business development and retention, armed services development and retention and tourism development and retention.

75,000

-

NonDepartmental

Human Services Appropriations

The United Way, through a contract with the City, works with the Human Services Appropriations Committee to review funding requests from Community service organizations and provides recommendations to the City Council. This funding level includes $5,000

70,000

NonDepartmental

Arts Council of Northwest Florida

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

NonDepartmental

Historic Pensacola Preservation Board

NonDepartmental

NonDepartmental

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

200,000

-

No Impact

No Impact

90,000

-

Reduced Funding based on funding levels

-

Total HRC funding same as FY 2009 - $18,000 for Fair Housing not included in FY 09 Beginning Budget

79,000

-

Reduced Funding based on funding levels

75,000

-

No Impact

50,000

-

Reduced Funding based on funding levels

-

-

-

Discontinuation of Funding

-

-

Discontinuation of Funding

60,000

-

40,000

-

Reduced Funding Based on Funding Levels

30,000

-

Reduced Funding based on funding levels

Works with Architectural Review Board and promotion of tourism through enhancements of historical attractions.

10,000

-

-

-

Discontinuation of Funding

-

-

Discontinuation of Funding

Gulf Coast African American Chamber of Commerce

Function is to be an information resource for members and the community at large, providing employment, economic development and culturally related information. Services as a catalyst for developing new businesses and enhancing existing African-American business in the City to provide the necessary resources for keeping the dollars within the community as opposed to the current trend of spending millions of dollars for transient workers and out of state contractors.

10,000

-

5,000

-

Reduced Funding Based on Funding Levels

4,000

-

Reduced Funding based on funding levels

Pensacola Sertoma Clubs (4th of July)

The Pensacola Sertoma Club sponsors the annual Fourth of July fireworks display. The City and the County have historically contributed towards this display. The remaining funds are raised through private and in-kind donations.

5,000

-

-

-

Discontinuation of Funding

-

-

Discontinuation of Funding

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

53

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

First Call for Help

A regional program supported by and coordinated by the United Way of Escambia County. First Call for Help provides health, human service and community information in Escambia, Okaloosa and Walton counties of Florida.

10,000

-

10,000

-

No Impact

Lakeview Center, Inc. (LCI)

A private not-for-profit corp. Provides mental health and other treatment services. Is designated by State of Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, provides around-theclock emergency services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). Utilized by the Pensacola Police Dept. in situations involving individuals needing involuntary treatment under the Florida Mental Health Act. Funding is used to provide a screening specialist in the CSU.

30,000

-

25,000

-

National Museum of Naval Aviation Flight Academy

A private not-for-profit corp. Provides mental health and other treatment services. Is designated by State of Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, provides around-theclock emergency services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). Utilized by the Pensacola Police Dept. in situations involving individuals needing involuntary treatment under the Florida Mental Health Act. Funding is used to provide a screening specialist in the CSU.

10,000

-

10,000

Pensacola Clean and Green

Organization provides support to Sanitation's S.T.E.P. program, assists in correcting code violations on private property and undertakes various community clean-up efforts. Performs a minimum of three (3) clean-ups each of the AME Zion Cemetery and the Mount Zion Historical Cemetery. Provides the St. Michael's Cemetery Foundation a $5,000 grant in lieu of providing landscape maintenance services.

13,000

-

NonDepartmental

Pensacola Promise

Local affiliation of America's Promise - The Alliance for Youth. Locally consists of an alliance of businesses, non-profit organizations, agencies and youth who work together to build and strengthen the character and competence of Pensacola's children and youth. Mission is to unite the community to enhance the lives of the area youth.

5,000

NonDepartmental

Bay Area Resource Council

Interlocal Agreement with Escambia County, Santa Rosa County, City of Gulf Breeze and City of Milton. Provides a clearinghouse for environmental studies and community information and education activities in the Pensacola Watershed area.

7,300

NonDepartmental

NonDepartmental

NonDepartmental

NonDepartmental

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

7,500

-

Reduced Funding based on funding levels

Reduced Funding Based on Funding Levels

20,000

-

Reduced Funding based on funding levels

-

No Impact

10,000

-

No Impact

-

-

FY 2009 Funding was One-Time therefore no funding in FY 2010 Anticipated

-

-

FY 2009 Funding was One-time therefore no funding in FY 2011 Anticipated

-

-

-

Discontinuation of Funding

-

-

Discontinuation of Funding

-

7,300

-

No Impact

5,500

-

Reduced Funding based on funding levels

54

4/9/2009

CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET PROGRAM PRIORITIZATION DETAIL GENERAL FUND FISCAL YEAR 2009 ACTUAL BUDGET

Department

Main Program Name

Description

DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

FISCAL YEAR 2010 RECOMMENDED BUDGET TOTAL NET COST

DIRECT REVENUE

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

FISCAL YEAR 2011 PROJECTED BUDGET DIRECT REVENUE

TOTAL NET COST

TOTAL FTE

COST REDUCTIONS/ SERVICE LEVEL IMPACTS

NonDepartmental

Residential Sanitation Assistance Program

Provides sanitation assistance to eligible property owners based on homesteaded property value and gross household income.

NonDepartmental

West Florida Regional Planning Council

Serves as staff arm to the Transportation Planning Organization and is also involved in the review and sign-off of various federal grants including most grants for the Pensacola Regional Airport. Participation is voluntary.

2,400

-

2,400

-

No Impact

2,400

-

No Impact

NonDepartmental

Residential Stormwater Assessment Assistance Program

Provides stormwater assessment assistance to eligible property owners based on homesteaded property value and gross household income.

100

-

100

-

No Impact

100

-

No Impact

NonDepartmental

Transportation Planning Organization

Sets transportation priorities for the region. City Participation on the TPO is required by State Statute.

1,600

-

1,600

-

No Impact

1,600

-

No Impact

3,830,000

-

3,647,000

-

3,562,000

-

Non-Departmental Subtotal TOTAL GENERAL FUND

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail

2,414,400

6,100

-

6,000

-

Reduced Funding Based on Funding Levels

6,000

-

No Impact

44,142,800

472

2,433,500

55

42,966,300

468

2,474,900

45,267,300

467

4/9/2009

NONDEPARTMENTAL AGENCY FUNDING

56

GENERAL FUND

FY 2007 ACTUAL

NON-DEPARTMENTAL EXTERNAL AGENCIES INTERLOCAL AGREEMENTS Escambia County Animal Control Services Escambia County Mass Transit Escambia-Pensacola Human Relations Commission Total Interlocal Agreements GOVERNMENTAL AGENCIES Bay Area Resource Council (BARC) Historic Pensacola Preservation Board Transportation Planning Organization West Florida Regional Planning Council Total Governmental Agencies ECONOMIC DEVELOPMENT Community Enterprise Investments, Inc. Gulf Coast African American Chamber of Commerce Pensacola-Escambia Development Commission (PEDC) Pensacola Area Chamber of Commerce-Foundations (c) Total Economic Development OTHER OUTSIDE AGENCIES Celebrate Pensacola First Call for Help Lakeview Center, Inc. NMNA Flight Academy (10 Years - FY 2005 - FY 2014) Pensacola Clean and Green (d) Pensacola Promise Pensacola Sertoma Clubs (4th of July) St. Michael's Cemetery Transportation Disadvantaged (a) Total Other Outside Agencies HUMAN SERVICES American Red Cross Association for Retarded Citizens/Escambia Bay Area Food Bank Big Brothers/Big Sisters Boy's & Girls Club of Escambia County Catholic Charities Community Drug & Alcohol Council, Inc. Community Information Network Deaf and Hard of Hearing Services

$

FY 2008 ACTUAL

158,200

$

FY 2009 APPROVED

$

FY 2010 PROPOSED

135,000

70,700

88,700

88,700

79,000

293,200

591,349

70,700

88,700

88,700

79,000

7,250 35,000 1,649 2,000

7,250 35,000 1,592 2,401

7,300 10,000 1,600 2,400

7,300 10,000 1,600 2,400

7,300

5,500

1,600 2,400

1,600 2,400

45,899

46,243

21,300

21,300

11,300

9,500

14,000 25,000 150,000 115,000

6,000 17,323 150,000 90,000

10,000 120,000 75,000

10,000 120,000 75,000

5,000 120,000 75,000

4,000 90,000 50,000

205,000

205,000

200,000

144,000

10,000 30,000 10,000 13,000 5,000 5,000 7,500

10,000 25,000 10,000

7,500 20,000 10,000

80,500

45,000

37,500

(b)

(b)

$

FY 2011 PROJECTED

176,349 300,000 115,000

(b)

$

FY 2009 CURRENT

304,000

263,323

25,000 15,000 35,000 10,000

25,000 10,000 35,000 10,000

7,500 20,000

10,000 12,500

10,000 30,000 10,000 13,000 5,000 5,000

148,500

102,500

73,000

10,000 9,167

11,300 11,000 3,500 3,000 8,000

9,300 9,000 5,000 2,500 6,500

5,000 3,000 2,500

4,100 2,600 2,000

$

(b)

36,000

10,000 7,500 5,000 3,000 2,500

57

(b)

GENERAL FUND NON-DEPARTMENTAL

FY 2007 ACTUAL

FY 2008 ACTUAL

FY 2009 APPROVED

FY 2009 CURRENT

FY 2010 PROPOSED

FY 2011 PROJECTED

HUMAN SERVICES (Continued) Escambia Bay Marine Institute (EBMI) Habitat for Humanity Lutheran Ministries Milk & Honey Ministries New Beginnings Group Salvation Army Speech & Hearing Boards Health Care Foundation United Way Human Services Appropriatons Administration Unallocated

3,000 5,000 7,500 2,753 1,750 10,687 5,000

TOTAL HUMAN SERVICES ARTS/CULTURE/HISTORICAL African American Heritage Society Arts Council of NW Florida, Inc. Pensacola Historical Society TOTAL ARTS/CULTURE/HISTORICAL

82,857 10,000 80,000 10,000 100,000

60,000

60,000

60,000

40,000

30,000

SUBTOTAL

974,456

1,148,311

500,000

525,500

385,000

300,000

INTERNAL NON-DEPARTMENTAL MANAGEMENT AGREEMENT Saenger Theatre Operating Saenger Theatre Capital

179,370 12,328

160,579

150,000

150,000

200,000

200,000

TOTAL MANAGEMENT AGREEMENT

191,698

160,579

150,000

150,000

200,000

200,000

1,395,400

1,293,700 76,200 1,790,043 48,876

1,346,300

1,346,300

1,346,300

1,346,300

1,783,700 43,800

1,751,770 45,397

3,304,190

36 5,964 3,214,819

100 6,100 3,180,000

100 6,100 3,149,667

1,664,200 45,400 0 100 6,000 3,062,000

1,664,200 45,400 0 100 6,000 3,062,000

$ 4,470,344

$ 4,523,709

3,830,000

$ 3,825,167

INTERFUND TRANSFERS Escambia-Pensacola Library Escambia-Pensacola Library - Additional City Funding CRA-Tax Increment District Eastside Tax Increment District Westside Tax Increment District Residential Stormwater Assessment Assistance Program Residential Sanitation Assistance Program TOTAL INTERFUND TRANSFERS TOTAL PENDING FUNDING REQUESTS TOTAL NON-DEPARTMENTAL FUNDING

1,869,083 39,671 36

7,500 5,500 5,000 5,596 4,000 10,000

5,000 65,000

6,200 4,500 5,000 5,000 3,300 5,000

84,896

70,000

70,000

0

0

60,000

60,000

60,000

40,000

30,000

$

$

3,647,000

$

3,562,000

(a) For transportation disadvantaged. Funded from the Local Option Gasoline Tax through FY 2006. Funding shifted to General Fund in FY 2007 and was incorporated into Mass Transit funding in FY 2008. (b) Includes Military Affairs at $50,000 (c) Additional Foundation Funding provided by Energy Services ($62,500) and Airport ($37,500). (d) Funding provided by Sanitation Services ($19,300)

58

City of Pensacola, Florida

Fiscal Year 2010 Proposed Budget

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

GOVERNMENTAL AGENCIES: Bay Area Resource Council (BARC) - $7,300 The Bay Area Resource Council (BARC) was created in 1985 by then Governor Bob Graham for the purpose of providing a clearinghouse for environmental studies and community information and education activities in the Pensacola Bay Watershed area. Currently there is an interlocal agreement between Escambia and Santa Rosa Counties and the Cities of Pensacola, Gulf Breeze and Milton which solidifies the organization into an entity which accepts funding and promotes the goals of the committee. The council is comprised of elected officials from each of these governmental agencies. Transportation Planning Organization (TPO) - $1,600 The TPO, which includes five representatives from the City Council, sets transportation priorities for the region. City participation on the TPO is required by State statute. West Florida Regional Planning Council - $2,400 Participation by the City of Pensacola in the West Florida Regional Planning Council is voluntary. The Council serves as staff arm to the Transportation Planning Organization and is also involved in the review and sign-off of various federal grants including most grants for the Pensacola Regional Airport.

ECONOMIC DEVELOPMENT: Gulf Coast African American Chamber of Commerce - $5,000 The Gulf Coast African American Chamber of Commerce is a service organization. Its function is to be an information resource for members and the community at large, providing employment, economic development and culturally related information. The Chamber serves as a catalyst for developing new businesses and enhancing existing African-American businesses in the City to provide the necessary resources for keeping the dollars within the Community as opposed to the current trend of spending million s of dollars for transient workers and out of state contractors.

59

City of Pensacola, Florida

Fiscal Year 2010 Proposed Budget

EXTERNAL AGENCIES (Continued) Pensacola-Escambia Development Commission (PEDC) - $120,000 The PEDC is the board responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities in the area. The ninemember board consists of representatives from the City, the County, the Town of Century, and the Chamber of Commerce. The City provides funding jointly with the County through an interlocal agreement. Pensacola Area Chamber of Commerce-Foundations - $75,000 Foundations for the Future is a program developed in 1994 and designed to raise $5 million to escalate economic development efforts in the Pensacola area. Efforts are focused in the areas of business development and retention, armed services development and retention, and tourism development and retention. (NOTE: Additional Foundation funding provided by Energy Services ($62,500) and Airport ($37,500)

OTHER OUTSIDE AGENCIES: First Call for Help – $10,000 A regional program supported by and coordinated by the United Way of Escambia County. First Call for Help is a resourceful service that provides health, human service and community information in Escambia, Okaloosa, and Walton counties of Florida. This program was established 25 years ago and this year, the Information and Referral Specialists are expected to answer 35,000 calls. Lakeview Center, Inc. - $25,000 Lakeview Center, Inc. (LCI) is a private not-for-profit corporation which provides mental health and other treatment services. LCI is designated by the State of Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, LCI provides around-the-clock emergency services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). This facility is utilized by the Pensacola Police Department in situations involving individuals needing involuntary treatment under the Florida Mental Health Act. Funding from the City is used to provide a screening specialist in the CSU. NMNA Flight Academy - $10,000 The National Museum of Naval Aviation (NMNA) is currently in development of the Phase IV Museum expansion which will volumetrically double the size of the complex with the addition of a six-story wing, a twelve-story observation tower and the six-story Academy building. The intent of the National Flight Academy (NFA) is to allow 7th through 12th graders from all fifty states to experience a total emersion into the world of aviation for an intense six-day period. The NFA’s core curriculum will include aerodynamics, propulsion, navigation, communications, flight physiology and meteorology. The City of Pensacola has pledged to contribute $100,000 towards this project payable over a ten (10) year period (FY 2005 – FY 2014).

ARTS/CULTURAL/HISTORICAL Arts Council of Northwest Florida, Inc. - $40,000 Funding is provided for the Arts Council of Northwest Florida for allocation for arts, cultural and historical enhancements to the area. The request includes funding to support grants for local organizations, and Arts Council programs which are economic development services.

60

City of Pensacola, Florida

Fiscal Year 2010 Proposed Budget

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

INTERFUND TRANSFERS: Escambia-Pensacola Library - $1,346,300 The City operates the West Florida Public Library system under an interlocal agreement with Escambia County. Escambia County and the City of Pensacola share costs for the services provided in these areas based on patron usage. CRA - Tax Increment District - $1,664,200 Community redevelopment within the Redevelopment Area is financed primarily from tax increment revenues allocated to and deposited in the Urban Core Redevelopment Trust Fund established pursuant to Section 163.387, Florida Statutes. Tax increment revenues are paid to the Redevelopment Trust Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Redevelopment Area. Presently, those taxing authorities include Escambia County, the City of Pensacola and the City of Pensacola Downtown Improvement Board. The amount of funds appropriated by each taxing authority to the Urban Core Redevelopment Trust Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Redevelopment Area and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Redevelopment Area in calendar year 1983 (Fiscal Year 1984). The concept of a CRA using the Tax Increment Financing (TIF) funds (monies deposited in the Urban Core Redevelopment Trust Fund) relates the growth, redevelopment and subsequent property value increase in the Redevelopment Area to the continued improvement of the Area. TIF funds can only be used to undertake planning and construction of improvements (infrastructure, streetscape projects, affordable housing, recreation/park projects, etc.) within the Redevelopment Area.

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City of Pensacola, Florida

Fiscal Year 2010 Proposed Budget

INTERNAL AGENCIES (Continued) Eastside Tax Increment District - $45,400 In February 2004, the City Council adopted the Eastside Neighborhood Plan which focuses on continued improvement in the quality of the neighborhood’s residential and commercial segments through urban infill and redevelopment as well as infrastructure improvements. One action outline in the Plan was the establishment of a Tax Increment Financing District, specifically limited to the Eastside neighborhood, as a funding source for the revitalization activities. Tax increment revenues are paid to the Eastside Tax Increment Financing District Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Eastside Neighborhood. Presently, those taxing authorities include Escambia County and the City of Pensacola. The amount of funds appropriated by each taxing authority to the Eastside Tax Increment Financing District Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Eastside Neighborhood and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Neighborhood Area in calendar year 2005 (Fiscal Year 2006). The concept of using the Tax Increment Financing (TIF) funds (monies deposited in the Eastside Tax Increment Financing District Fund) relates the growth, redevelopment and subsequent property value increase in the Eastside Neighborhood to the continued improvement of the neighborhood. Specific projects that can be used with TIF revenues include, but are not limited to, neighborhood streetscape improvements, design and construction of neighborhood gateway enhancements, construction of traffic calming features, enhancement of Central Park and I-110 Farmers’ Market site and lot acquisition for infill construction within the Eastside Neighborhood. The neighborhood boundaries are Cervantes Street, N. 9th Avenue, Hayne Street and Baars Street. Residential Stormwater Assessment Assistance Program - $100 The City has designated $100 to provide stormwater assessment assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $100 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance. Residential Sanitation Assistance Program - $6,000 The City has designated $6,000 to provide sanitation service assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $6,000 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance.

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CHANGES IN POSITIONS

63

CITY OF PENSACOLA FISCAL YEAR 2007 - FISCAL YEAR 2009 CHANGES IN BUDGETED POSITIONS

FY 2007 Budgeted Positions

1,001

Changes from FY 2007 to FY 2008 Finance

(1)

Account Data Collector

(38,000)

Public Works

(1)

Street Sweeper Operator

(37,500)

Fire

(4)

Apprentice Firefighter

(203,200)

Police

(2) (4)

Police Cadet Police Officer

(52,200) (207,600)

Garage

(2)

Master Mechanic

(91,400)

Sanitation

(1) (1) (1)

Administrative Account Clerk Sanitation Equipment Operator I Maintenance Worker III

(36,000) (37,700) (37,700)

Total Deleted Positions FY 2007 - FY 2008

(17)

FY 2008 Budgeted Positions

984

(741,300)

Changes from FY 2008 to FY 2009 Legal

(1) (1)

Assistant City Attorney Assistant City Attorney

* (127,800)

Civil Service

(1)

Assistant Civil Service Director

Financial Services

(1) (1) (2)

Administrative Assistant Clerk III Customer Service Representative II

(41,100) (31,100) (69,700)

Community Development

(1) (1) (1)

Environmental Administrator Economic Development Coordinator Assistant Neighborhood Coordinator

* (60,000) (38,600)

Parks & Recreation

(1) (3) (1) (1) (1) (1) (2) (1) (2)

Administrative Officer Equipment Operator II Maintenance Worker II Administrative Officer IV Recreation Supervisor Recreation Supervisor Recreation Assistant Spervisor Operations Supervisor III Maintenance Worker I

* (102,200) (30,000) (61,700) * (41,000) (76,000) (50,800) *

Public Works

(1) (1) (1) (1) (1)

Administrative Account Clerk Electrician Traffic Engineering Technician Leadworker Maintenance Worker II

* (50,500) (48,800) (48,800) (30,400)

-

*

* Unfunded ** Added For New Tryon Branch

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CITY OF PENSACOLA FISCAL YEAR 2007 - FISCAL YEAR 2009 CHANGES IN BUDGETED POSITIONS

Fire

(3) (1) (1) (2) (1)

Fire Cadet Professional Firefighter Battalion Chief Fire Captain II Professional Firefighter

(82,500) (58,100) * (81,900) (38,800)

Police

(1) (1) (1) (5) (3) (1) (1)

Police Records Clerk Clerk III Administrative Officer I Police Officer Police Cadet Police Lieutenant Police Records Clerk

* * * (293,200) (101,700) (104,100) (49,800)

Garage

(3) (1)

Master Mechanic Maintenance Worker I

(169,200) (29,900)

Golf

(2)

Maintenance Worker III

(36,100)

Management Information Services

(1)

Software Development Manager

(73,700)

Library

(2) (1) (1) (1) 2 1 2 1

Library Technician Librarian Clerk III Clerk II Clerk III Clerk II Clerk I Maintenance Worker II

(75,700) (43,600) (31,000) (29,800) 46,600 22,500 43,400 23,400

Sanitation

(1) (1) (1) (4) (1) (1)

Maintenance Worker III Maintenance Worker III Operations Supervisor II Sanitation Equipment Operator I Operations Supervisor II Sanitation Equipment Operator I

Port

(1) (1)

Assistant Department Director Administrative Officer II

* (51,500)

Housing

(1) (1)

Clerk III Family Housing Self-Sufficiency Coordinator

(38,600) (40,200)

Risk Management

(1) (1)

Clerk III Administrative Assistant

(32,500) (66,000)

CRA

(1) (1)

Community Development Agency Director Executive Assistant

(80,300) (32,700)

Inspection Services

(1)

Plans Examiner

(45,700)

** ** ** **

(29,800) (29,800) (41,800) (143,200) (49,900) (36,100)

Total Deleted Positions FY 2008

(73)

(2,789,800)

Total FY 2009 Budgeted Positions

911

(3,531,100)

* Unfunded ** Added For New Tryon Branch

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CITY OF PENSACOLA FISCAL YEAR 2010 BUDGET CHANGES IN POSITIONS DELETED POSITIONS General Fund City Manager Parks & Recreation

Fire Police Sub-Total General Fund

(1) (1) (1) (1) (1) (1) (2) (8)

Assistant City Manager Equipment Operator II Equipment Operator III Recreation Assistant Supervisor Fire Captain Police Sergeant Public Safety Telecommunicator II

(178,300) (35,800) (37,700) (24,700) (64,800) (79,000) (25,600) (445,900)

(2) (1) (5) (1) (1) (1)

Maintenance Worker II Permit Clerk Account Data Collector Code Enforcement Specialist Benefit Coordinator System Analyst Programmer I

(67,300) (12,400) (208,100) (43,800) (55,900) (61,300)

Non-General Fund Public Works/Stormwater Inspection Services Energy Services Sanitation Employee Services/Insurance Retention Fund Management Information Services Sub-Total Non-General Fund

(11)

(448,800)

Sub-Total Deleted Positions

(19)

(894,700)

Total FY 2010 Budgeted Positions

892 UNFUNDED POSITIONS

City Manager Police

(1) Assistant City Manager (3) Police Officers

(151,400) (148,200)

Sub-Total Unfunded

(4)

(299,600)

Total Expenditure Reduction

(1,194,300) FUTURE ANTICIPATED DELETIONS

Fire Police

Total Future Anticipated Deletions

(2) (6) (2) (1) (1)

Fire Captain II Professional Firefighter Police Sergeant Police Lieutenant Police Captain

(12)

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CITY OF PENSACOLA POSITION COMPARISON LAST TEN YEARS FY 2001

FY 2002

FY 2003

FY 2004

FY 2005

FY 2006

FY 2007

GENERAL FUND AND RELATED DEPTS City Manager City Clerk Legal Employee Services Civil Service Financial Services Community Development Engineering Services Parks & Recreation Public Works Sanitation Services-Street Cleaning Fire Police SUBTOTAL GENERAL FUND Central Garage - Central Services Fund Engineering - Central Services Fund Financial Services - Central Services Fund Financial Services - Risk Management Golf Inspection Services Fund MIS - Central Services Fund Police - Special Grants Fund Stormwater Utility Fee Fund W Florida Public Library Fund SUBTOTAL GENERAL FUND RELATED TOTAL GENERAL FUND AND RELATED

11 3 6 12 3 50 29 10 88 38 10 139 232 631 23 0 4 4 5 0 20 1 0 28 85 716

11 3 6 13 3 51 31 0 92 15 3 139 232 599 23 10 3 4 5 0 20 1 34 32 132 731

11 3 6 13 3 51 31 0 92 15 0 139 233 597 23 11 3 4 5 0 20 0 34 33 133 730

9 3 6 13 3 50 33 0 92 16 0 139 230 594 24 10 3 4 5 0 20 0 32 33 131 725

8 3 6 12 3 51 32 0 92 16 0 136 229 588 24 10 2 4 7 0 20 0 32 41 140 728

7 3 6 14 3 50 32 0 92 17 0 142 229 595 24 11 2 5 7 0 19 0 32 42 142 737

7 3 6 14 3 47 32 0 92 17 0 142 226 589 24 11 2 5 7 0 18 0 32 49 148 737

7 3 6 14 3 45 14 0 92 16 0 138 220 558 22 11 2 5 7 18 18 0 32 49 164 722

OTHER FUNDS Energy Services Sanitation Services Port of Pensacola Airport CRA Housing TOTAL OTHER FUNDS

109 62 12 41 3 26 253

111 62 13 42 3 28 259

111 62 14 48 3 28 266

112 62 11 49 3 28 265

112 62 11 49 3 27 264

112 59 10 49 4 27 261

113 60 12 50 4 25 264

TOTAL AUTHORIZED POSITIONS

969

990

996

990

992

998

1,001

(b) (a) (a)

(b)

(a)

(c)

FY 2008

FY 2009

FY 2010

7 3 3 8 2 23 10 0 80 12 0 115 212 475 18 11 3 6 5 14 17 0 31 52 157 632

5 3 3 7 2 23 10 0 80 12 0 114 209 468 18 12 3 6 5 12 16 0 29 52 153 621

113 57 12 51 4 25 262

131 51 10 62 2 23 279

126 47 10 63 2 23 271

984

911

892

(d)

(d)

(a) Stormwater Utility Fee Fund created. Moved 24 Positions from Public Works/Stormwater and 10 Positions from Sanitation/Street Cleaning. (b) Engineering moved to Central Services an an internal service function. (c) Per Council Action on 05/25/06, add six (6) Apprentice Firefighter (F-02) positions for the period July 1, 2006 through September 30, 2007 to address the manpower shortage with the upcoming retirements. (d) Inspection Services moved to a Special Revenue Fund

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