On the agenda: Ormond Beach City Commission Workshop — License Plate Reader (Jul 13)

AGENDA
CITY OF ORMOND BEACH, FLORIDA
CITY COMMISSION WORKSHOP
July 13, 2021
5:30 PM
Mayor Bill Partington
Zone 1 – Commissioner Dwight Selby
Zone 3 – Commissioner Susan Persis
Zone 2 – Commissioner Troy Kent
Zone 4 – Commissioner Rob Littleton
CITY COMMISSION CONFERENCE ROOM
22 S. Beach Street, Ormond Beach, FL 32174
Phone: 386-677-0311
Web: www.ormondbeach.org

1.

CALL TO ORDER

2.

DISCUSSION
A.

CAPITAL IMPROVEMENTS PROGRAM & DRAFT BUDGET FY 2021-22
Staff Contact:

3.

Kelly McGuire, Finance Director (386-676-3226)

ADJOURNMENT
Website Address – www.ormondbeach.org

NOTICE – Pursuant to Section 286.0105 of the Florida Statutes, if any person decides to appeal any decision made by the City Commission
with respect to any matter considered at this public meeting, such person will need a record of the proceedings and for such purpose, such
person may need to ensure that a verbatim record of the proceedings is made, including the testimony and evidence upon which the appeal is
to be based.
For special accommodations, please notify the City
Clerk’s Office at least 72 hours in advance.
Phone: 386-677-0311

Help for the hearing impaired is available through the
Assistive Listening System.
Receivers can be
obtained from the City Clerk’s Office.

In accordance with the Americans with Disabilities Act (ADA), persons with a disability, such as a vision, hearing or speech impairment, or
persons needing other types of assistance, and who wish to attend City Commission meetings or any other board or committee meeting may
contact the City Clerk’s Office in writing, or may call 386-677-0311 for information regarding available aids and services.

City Commission Workshop

July 13, 2021

Page 1

City of Ormond Beach
FY 2021-2022 Proposed Budget
To:

The Honorable Mayor and City Commission

From:

Joyce Shanahan, City Manager

Date:

July 9, 2021

Subject:

FY 2021-2022 Recommended Proposed Budget

City Manager’s
Budget Message

In accordance with the Charter, I am pleased to present for your consideration the City Manager’s
proposed budget for the Fiscal Year, beginning on October 1, 2021 and ending September 30,
2022. The annual budget is the City’s basic financial guide. It is the primary governing document
that provides both a history of prior
Total City Budget – All Funds
(all dollars in millions)
financial activities and future
FY 2022
FY 2021
$ Dollar
% Percent
expenditures. As in prior years, the
Change
Change
budget is based upon long-term Revenues
$101.72
$96.50
$5.22
5.41%
financial trends that are regularly Expenses
$101.72
$96.50
$5.22
5.41%
monitored,
including
various
consumer price indexes for inflation, 10/1
Beginning Fund
$29.09
$30.35
-$1.26
-4.14%
construction and energy, as well as Balance
health insurance rates, labor union 9/30
$25.02
$29.09
-$4.07
-14.00%
contracts, and employee turnover Ending Fund
Balance
ratios, all of which impact the budget.
The annual budget review process typically begins with a Financial Trends workshop each spring.
Due to the COVID-19 pandemic, this year’s workshop, presented by Dr. Sean Snaith from the
University of Central Florida’s Institute for Economic Forecasting, addressed the projected postpandemic Florida economy. This was followed by a review process of various city boards
including the Airport Advisory Board, Leisure Services Advisory Board, Quality of Life Advisory
Board, and the Budget Advisory Board. This Commission Budget Workshop marks the last step
in the budget process before a formal draft budget is prepared. It provides an opportunity for
the City Commission, together with the Budget Advisory Board, the city manager, and senior
staff, to get together to review projects, discuss needs and future ideas.
For the coming fiscal year, we anticipate $96.5 million in revenues and $101.72 million in
expenditures with no appropriation from reserves for operating expenses. There is $5,222,352
appropriated in capital fund reserves, which includes $5,105,645 in funding from existing capital
fund balances, money saved for this purpose. This budget includes $15,927,027 in capital
projects and acquisition of new vehicles and equipment, most of which are funded from our
dedicated capital funds, which allows us to pay as we go to repair, replace and innovate without
borrowing money.
1|Page

City of Ormond Beach
FY 2021-2022 Proposed Budget

City Manager’s
Budget Message

The proposed budget continues the City Commission’s long legacy of careful fiscal management
while being mindful of the needs of our residents and business community. The City Commission
continues to hold staff accountable to actively pursue new ideas and better ways to get the job
done while remaining steadfast in providing the highest quality services to our community.
As Travel Weekly stated “…Ormond Beach is the kind of place many people are searching for and
are still surprised to find in Florida. It is small scale, manageable, and quaint.” The City of Ormond
Beach is well recognized for our remarkable quality of life, beautiful beaches, vibrant downtown,
attractively landscaped corridors, manicured parks and ballfields, thriving businesses, and a
healthy business environment. Dozens of companies headquartered in Ormond Beach produce
products known the world over for quality and reliability. It is for all these reasons Ormond Beach
is known as Central Florida's Preferred Business Address.
The City of Ormond Beach has a long-established history of fiscal responsibility and stability and
as a result, even during unprecedented events like COVID-19, there was limited interruption to
City Services, and minimal impact to the general fund revenue. Despite the pandemic, revenues
are trending toward Pre-COVID-19 levels, allowing us to remain a consistent, reliable, and
dependable service provider to our residents and business community.
The General Fund revenues budget for FY 2021-22 totals $37,753,928. This is an increase of
$2,625,213 or 7.47% when compared to the budget for the prior fiscal year budget. Revenue
projections for sales tax are rebounding well and are expected to be stable in FY 2021-22. The
most significant revenue source in the General Fund budget is ad valorem taxes in the amount of
$13,280,820, which is based on the current millage rate of 4.0308, reflecting no change from the
prior year. Although the current rate is maintained, ad valorem property tax revenue will
increase as a result of the 5.53% increase in Ormond Beach’s property values. Homesteaded
residential properties are capped at 3% or the CPI index, whichever is less. Inter-governmental
Revenue is also a significant funding source and has increased as a result of one-time federal aid
related to COVID-19, amounting to $4.9 million. The Operating Budget for FY 2021-22 totals
$85,797,439 and the Capital Improvement Budget totals $15,927,027 for the first year of its 5year plan, totaling $101,724,466.
The projected unassigned fund balance in the General Fund at the end of the Fiscal year FY 20202021 is budgeted to be $6.3 million bringing unassigned fund balance to 19.16% of expenditures
above the target minimum of 15%.
While the economic outlook remains strong, we continue to adhere to our conservative approach
to the budget by managing costs without compromising the services that add value and serve
our residents and businesses.

2|Page

City of Ormond Beach
FY 2021-2022 Proposed Budget

City Manager’s
Budget Message

This budget follows the Commission direction focusing on three of the City’s strategic Issues from
its 2019 Strategic Plan: 1) Public Safety, 2) Transportation and 3) Water Quality and Environment.
•

Public Safety:
o Goal: Provide a safe and secure city that maintains a sense of security and
responsiveness for all residents.
o Priority Objective: Develop a long-range plan for the purchase of emergency
vehicles and equipment.
o Implementation: This proposed budget contains a dedicated millage for the
creation of a capital equipment fund for Public Safety, approximately 16 cents per
tax dollar (0.1580 mills or $626,225 dollars). The establishment of this fund will
provide for a long-term revenue source for these essential services. This budget
purposes to fund the replacement of 6 new patrol cars, 2 specialty units and one
motorcycle, 2 commercial dryers for Fire Dept turnout gear and communication
headsets for two fire trucks. In addition, this fund will pay for the lease-purchase
payments for two pumpers purchased in 2020. Staff is also proposing to transfer
former CARES act funding to this new Public Safety Fund for the replacement of
the public safety radio system.

•

Transportation:
o Goal: Develop and maintain a balanced, efficient and safe transportation system.
o

Priority Objective:
Increase funding for transportation for local road
rehabilitation to increase the rate at which local roadways are rehabilitated.

o Implementation: This proposed budget contains $750,000 for road rehabilitation
up 150% from $500,000 in the previous year to allow more dollars for roadway
resurfacing and to adjust funds for inflation costs related to construction
materials, including asphalt.
•

Water Quality and the environment:
o Goal: Maintain the City’s environmental stewardship by reducing negative
impacts of pollutants to water bodies.
o Priority Objective: Increase funding for water and water reclamation
infrastructure to ensure our facilities operate at optimal capacity and efficiency.
o Implementation: This proposed budget contains $6,988,500 an increase of $2.91
million from FY 2020-2021, for essential capital infrastructure repair, replacement
and improvement projects that ensure the City remains a good environmental
steward of our water bodies and their tributaries. Staff is recommending the use
3|Page

City of Ormond Beach
FY 2021-2022 Proposed Budget

City Manager’s
Budget Message

of American Rescue Plan Act in the amount of $4.9 million to fund a portion of the
proposed projects.
The millage rate will generate $865,856 in additional funds of which $626,225 is recommended
to be dedicated to the establishment of a new capital equipment fund, earmarked exclusively for
the necessary replacement of public safety vehicles and equipment. The proposed budget
provides $250,000 in additional funds for transportation. Lastly, this budget recommends the
use of American Rescue Plan Act funding totaling $4.9 million be dedicated to water and water
reclamation capital projects, which benefit the entire community.
The City continues to operate in a fiscally conservative manner and this budget is no exception.
The proposed budget continues this fiscal policy of taking on no new debt. Based upon the
proposed budget, it is projected that we will end the FY 2022 year with fund balances totaling
$25.02 million. With the projected fund balances, we remain consistent with the auditor’s prior
evaluation of our financial position including General Fund reserves, projected at 19%. Ormond
Beach remains financially strong.
This proposed budget serves the citizens of the community well by providing the funds necessary
to maintain and improve infrastructure, ensure qualified and responsive fire and police
protection, and provide amenities that define our community through committed, dedicated,
and exceptional employees that remain steadfast in our goal to provide the highest quality
service.

Respectfully Submitted
Joyce Shanahan
Joyce Shanahan
City Manager

4|Page

City of Ormond Beach
Operating Budget Workshop
Proposed FY 2021‐2022 Operating Budget

How Do We Fund?
What is the Focus?

What Do We Fund?
• Established goals from
FEB 2019 Adopted
Strategic Plan
• Needs of residents and
businesses

• Core services
• Delivery of services
efficiently and cost
effectively

• Be accountable and
responsive to taxpayers
• Address financial impacts of
COVID‐19

Budget Development
Framework
1

Top 3 Strategic Issues for 2022
(As Indicated by 2019 Strategic Plan)
Goal: Provide a safe and secure
city that maintains a sense of
security and responsiveness for
all residents.

Goal: Develop and maintain a
balanced, efficient and safe
transportation system.

Goal: Maintain the City’s
environmental stewardship by
reducing negative impacts of
pollutants to water bodies.

Public Safety

Transportation

Water Quality &
Environment

Priority Objective: Develop a long‐range

Priority Objective: Increase funding for

Priority Objective: Increase funding for

plan for the purchase of emergency

transportation for local road rehabilitation

water and water reclamation infrastructure

vehicles and equipment.

to increase the rate at which local roads

to ensure our facilities operate at adequate

are rehabilitated.

capacity and highest efficiency.

Implementation:

Implementation:

• Draft budget contains $750,000 for

• This draft budget contains $6,988,500

Implementation:
• Dedicate millage for the creation of a
capital equipment fund for public safety
in the amount of .1580 mills or
$625,968
• Replacement of 6 patrol cars, 2
specialty units, 1 motorcycle, 2
commercial dryers for Fire turnout gear,
communications headsets for 2
firetrucks, and 2 leased (2020) pumpers

roadway rehabilitation up 150% from

up by $2.91 million, for essential capital

the previous year

infrastructure repair, replacements and

• This will allow for more roadway
resurfacing and to adjust funds for
inflation related to construction
materials, including asphalt

improvements projects to ensure we
remain good environmental stewards
• Staff recommending the use of
American Rescue Plan Act $4.9 million
for partial funding

2

T h e O r m o n d B e a c h Wa y
•

Maintain the highest level of services that our residents have come
to expect from Ormond Beach.

•

Exceed expectations where possible and “always leave things better
than when you found them.”

•

Continue the long legacy of judicious fiscal management while
remaining steadfast in our goal to provide the highest quality
services to our community without compromising the services that
add value and serve our residents and businesses.

“…Ormond Beach is the kind of place many people are searching for and are still surprised
to find in Florida. It is small scale, manageable, and quaint.” – Travel Weekly

3

Expenditure Highlights
W h e re D o e s T h e M o n e y G o ?

Functions

Budget FY 2021-22 Budget FY 2020-21

$ Change

% Change

General Government

$11,219,005

$10,368,543

$850,462

8.20%

Public Safety

$18,910,320

$18,125,034

$785,286

4.33%

Public Works

$38,564,849

$34,080,299

$4,484,550

13.16%

Economic Development

$382,023

$2,445,128

($2,063,105)

(84.38%)

Leisure Services

$6,758,294

$6,436,572

$321,722

5.00%

Human Services

$191,528

$316,528

($125,000)

(39.49%)

Debt Service

$6,572,123

$6,537,023

$35,100

0.54%

Transfers Out

$16,137,588

$16,456,970

($319,382)

(1.94%)

Contingency

$2,988,736

$1,736,822

$1,251,914

72.08%

TOTAL SOURCES

$101,724,466

$96,502,919

$5,221,547

5.41%

4

Expenditures: $101,724,466
W h e re D o e s T h e M o n e y G o ?

.38%
Economic Development
6.46%

.19%

Human Services

2.94%
Contingency

6.64%

Debt

11.03%
General Government

Leisure Services

15.86%
Transfers Out

18.59%
Public Safety

37.91%
Public Works

5

General Government:
$11.2 million
Highlights:
 General Fund Reserves above benchmark
 Pension Reform (Reduced costs by $396k this year)
 Revenue Stabilization Fund for emergencies
 Multi‐year collective bargaining agreement
 Better citizen engagment through social media
 Succession planning

6

Public Safety
$18.9 million
Highlights:
 Establish dedicated funding (15.8 cents per tax dollar)
for vehicle & equipment replacement, including:
 6 Patrol Vehicles
 2 Specialty Unit Vehicles
 1 Motorcycle
 2 Commercial Turnout Gear Dryers
 2 Communication Headsets for Fire Trucks
 Lease‐Purchase Payment for 2020 Pumpers

 Opticom Emergency Traffic Preemption System
 Police Department Access Control Upgrades
 Police Recruitment Scholarship Program
 School Resource Officer

7

Public Works*
$29.9 million
Highlights:
 Water Reclamation Facility Improvements
 Water Treatment Plant Aeration
 Road Resurfacing Program
 Neighborhood Traffic Calming Program
*includes: streets, transportation, engineering, fleet,
stormwater, water/sewer & solid waste

8

Economic Development
$382K
Highlights:
 Fund incentive program to bring higher wage jobs to City
 MainStreet and OB Chamber of Commerce partnerships

9

Leisure Services
$6.8 million
Highlights:
 Central Park II Gazebo
 Parking Lot Restoration of most utilized parks
 Washington Street Sidewalk (CDBG)

10

Capital Projects
Functions

Dollar Amount

Page

CRA Fund

$1,570,000

23

Stormwater

$845,100

87

Airport
General CIP

$2,382,816
$339,611

111
137

General Vehicle

$374,000

187

Public Safety

$405,000

In development

Transportation
Facilities R&R
Water & Wastewater
Vehicles
Water & Wastewater
Infrastructure

$1,963,000
$384,000

207
287

$200,000

317

$6,988,500

325

Water Impact Fees

$520,000

383

TOTAL SOURCES

$15,972,027

11

CRA
$1.57 million
Community Redevelopment Agency
Design work for Water Taxi
Landing Dock

Page

$50,000

24

1,400,000

28

E. Granada Utility
Undergrounding

120,000

54

TOTAL FY 2021‐22

$1,570,000

Sidewalk Renovations

12

Stormwater
$845K
Stormwater

Page

Stormwater Piping

$500,000

88

Stormwater Construction

250,000

98

Vehicle Replacement

95,100

101

TOTAL FY 2021‐22

$845,100

13

Airpor t
$2.38 million
Airport

Page

Reconstruct Taxiway B

$483,848

112

Rehabilitate & Realign Taxiway D

1,898,968

114

TOTAL FY 2021‐22

$2,382,816

14

General Capital
$339K
Capital Improvement Fund

Page

CDBG Project‐Washington
Street Sidewalk

$114,611

138

Air Handling Unit/Controls

225,000

141

TOTAL FY 2021‐22

$339,611

15

Vehicles – General Fund
$374K
General Vehicle Fund
Boom Truck

Page
$225,000

Laser Grader OBSC

33,000

Vehicles (4)

116,000

TOTAL FY 2021‐22

$374,000

189

Public Safety Fund
$1.7 million
Public Safety Vehicle & Equipment
Police Vehicles

$405,000

Radio Replacement

1,300,000

TOTAL FY 2021‐22

$1,705,000

Page

Estimate

17

Transpor tation Fund
$1.96 million
Transportation Fund

Page

Traffic Calming
Railroad Crossing

$50,000
100,000

208
218

Road Rehabilitation

750,000

219

Streets Maintenance

24,000

228

Traffic Signal Mnt.

75,000

232

Sidewalk Repair & Replacement

112,000

235

Doug Thomas Way Extension
Construction

792,000

238

Opticom Equipment

60,000

239

TOTAL FY 2021‐22

$1,963,000

18

Facilities Renewal &
Replacement Fund
$384K
Facilities Renewal & Replacement

Page

Central Park II Gazebo

$60,000

288

Police Dept. Access Control

268,000

290

Shell Parking Restoration

56,000

297

TOTAL FY 2021‐22

$384,000

19

Water & Sewer Fund
$7.7 million
Water & Wastewater

Page

Dump Truck
Meter Replacements
Filter Repurposing
General Upgrades
Lift Station Rehab
PEP Tanks
Relocate SCADA Radios
Sewer Inflow Infiltration
Water Reclamation

$200,000
391,000
50,000
980,000
300,000
150,000
30,000
300,000
1,680,000

318
326 & 335
329
330
333
336
338
339
341

Water Storage Tank Repairs

200,000

345

Williamson Blvd. Pipe Relocation

127,000

346

2,220,000

350

WTP Filter Media Replacement

126,000

353

WTP Lime Softening Filters

200,000

355

WTP Thickener Discharge

34,500

356

WWTP Screw Pump Roof Modification

200,000

357

Hudson Wellfield
Utility Master Plan Update

300,000
220,000

385
388

WTP Aeration/Clearwell

TOTAL FY 2021‐22

$7,708,500

Funding Highlights
W h e re D o e s T h e M o n e y C o m e F ro m ?

Revenues

Budget FY 2021-22 Budget FY 2020-21

$ Change

% Change

Taxes

$23,815,350

$22,807,694

$1,007,656

4.42%

Licenses & Permits

$6,808,950

$6,649,850

$159,100

2.39%

Intergovernmental
Revenue

$12,740,472

$7,114,013

$5,627,459

79.10%

Charges for Services

$33,842,665

$33,210,865

$631,800

1.90%

Fines & Forfeitures

$73,000

$80,000

($7,000)

(8.75%)

Miscellaneous Revenue

$3,195,271

$3,240,310

($45,039)

(1.39%)

Transfers In

$16,025,406

$16,456,970

($431,564)

(2.62%)

Other

$5,222,352

$6,943,217

($1,720,865)

(24.78%)

TOTAL SOURCES

$101,724,466

$96,502,919

$5,221,547

5.41%

21

Funding: $101,724,466
W h e re D o e s T h e M o n e y C o m e F ro m ?

3.14%
Miscellaneous
5.14%

Bond Proceeds & Other

12.53%
Intergovernmental

.07%

Fines & Forfeitures

6.69%

Licenses & Permits

15.75%
Transfers In

23.41%
Taxes

33.27%

Charges for Services

22

Proposed Tax Rates

Revenue

• Millage
Rate

Proposed
FY 2021‐22

FY 2020‐21

General Fund

3.3478

$12,808,332

$13,268,820

General CIP

0.1020

401,104

404,271

General Vehicle

0.0510

431,093

202,135

Transportation

0.1270

502,317

503,357

Facilities R&R

0.1270

502,317

503,357

Public Safety Fund

0.1580

0

626,224

Voted Debt

0.1180

464,830

467,685

TOTAL

4.0308

$15,109,993

$15,975,849

Rollback Rate
Proposed operating rate is 4.7% above rolled
back rate
 Proposed Operating Rate 3.9128
 Rolled Back Rate 3.7370

What is Rollback?
Rollback is the tax rate
which produces no
additional revenue from
existing properties.
24

Assessed Values
Assessed Value

Change in Tax Bill

$150,000

$13.91

$200,000

$18.54

$250,000

$23.18

$300,000

$27.81

Property Tax Rate
Proposed Current
Tax Rate Tax Rate
Operating

3.9128

3.9068

Total

4.0308

4.0308
25

Cost to Taxpayer
Total
Monthly
Bill

Water &
Wastewater

Solid Waste

Stormwater

Ormond Beach‐
Current

$57.70

$20.14

$7.00

$84.84

Port Orange

$57.95

$18.67

$9.58

$86.20

Daytona Beach
Shores

$79.41

$20.29

$0

$99.70

South Daytona

$83.17

$18.81

$9.00

$110.98

Holly Hill

$83.25

$23.01

$7.00

$113.26

Daytona Beach

$90.23

$22.54

$10.07

$122.84

Water &
Wastewater

Solid
Waste

Stormwater

Total
Monthly
Bill

Ormond Beach
Proposed
10/1/21

$58.74

$21.55

$7.00

$87.29
+$2.45/month

Ormond Beach
Proposed
9/30/22

$60.79

$22.20

$7.00

$89.99
+2.70/month

Total add’l cost for all services $3.61/month or $43.32 annual

26

Oppor tunities for
Public Input
Public Hearings:
 Wednesday, September 8 at 7:00pm
 Wednesday, September 22 at 7:00pm

27

Need Commission Direction
Commission Direction
Levy proposed tax rate of $4.0308 (equal to current rate)
Establish Public Safety Vehicle & Equipment Fund (dedicate millage generating $626k)
Designate CARES Act Funding for Public Safety Equipment ($1.522 million)
Designate ARPA Funding for Utility Infrastructure Projects ($4.90 million)
Water & Sewer Rate Increase
• 1.8% on 10/1/21 and 3.5% on 9/30/22
Solid Waste Rate Increase
• 7% on 10/1/21 and 3% on 9/30/22
28

CITY OF ORMOND BEACH, FLORIDA

PROPOSED BUDGET

FY 2021-22

CITY OF ORMOND BEACH BUDGET
FY 2021-22
OCTOBER 1, 2021 – SEPTEMBER 30, 2022

CITY COMMISSION
BILL PARTINGTON, MAYOR
DWIGHT SELBY, ZONE ONE
TROY KENT, ZONE TWO COMMISSIONER
SUSAN PERSIS, DEPUTY MAYOR & ZONE THREE COMMISSIONER
ROB LITTLETON, ZONE FOUR COMMISSIONER
Joyce A. Shanahan
Claire Whitley
Kelly A. McGuire
Christopher D. Byle

City Manager
Asst. City Manager
Finance Director
Asst. Finance Director

2

TABLE OF CONTENTS
Introduction ................................................................................................................................................... 5
Financial Policies ......................................................................................................................................... 23
Overview ........................................................................................................................................................ 41
General Fund Revenues, Expenditures, Staffing, Goals,
Accomplishments, and Performance Measures .................................................................................. 57
Other Funds Revenues, Expenditures, Staffing, Goals,
Accomplishments, and Performance Measures .................................................................................177
Enterprise Fund Revenues, Expenditures, Staffing, Goals,
Accomplishments, and Performance Measures ............................................................................... 203
Capital Improvement Program ............................................................................................................. 243
Appendix .................................................................................................................................................... 249

3

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished
Budget Presentation
Award
PRESENTED TO

City of Ormond Beach
Florida
For the Fiscal Year Beginning

October 01, 2020

Executive Director

4

INTRODUCTION
TABLE OF CONTENTS
Community Overview ...........................................................................................................................................6
Statement of Vision ................................................................................................................................................ 7
Organizational Chart .............................................................................................................................................8
Budget Transmittal Letter ....................................................................................................................................9
Strategic Goal Setting and Financial Planning Process .............................................................................. 15

5

COMMUNITY OVERVIEW
CITY OF ORMOND BEACH
The city that is now Ormond Beach, which is located on the northeast coast of Florida, dates
from the period immediately following the Civil War. J. Andrew Bostrom, a former Union soldier
originally born in Sweden, settled land on the peninsula.
Concentrated settlement on the mainland began in 1873 with the
establishment of New Britain, founded by a small community of New
Englanders intent on making their living from citrus cultivation. In
1875, New Britain was subdivided into blocks and lots, with the
original plat containing eleven (11) streets. Of the eleven (11) streets,
seven (7) retain their original names, with four (4) located in present
downtown Ormond Beach.
By 1880, New Britain had grown enough to warrant incorporation. During the elections for
incorporation, the town name was changed to Ormond, in honor of James Ormond III,
descendant of an early British colonist from the 1770’s. The town was legally incorporated on
April 22, 1880 and adopted the banana tree as the town emblem.
The development of Ormond Beach accelerated during the 1880’s when John Anderson, Joseph
Price, Stephen Van Cullen White and other pioneers saw that the small wilderness community
was
linked by rail with the eastern United States. Their entrepreneurial spirit
led to the construction of a bridge spanning the Halifax River
(Atlantic Intra-coastal Waterway) from the mainland to the
peninsula and the Ormond Hotel, a building that helped define the
social and economic character of the community. During the late
nineteenth and early twentieth centuries, Ormond became one of
Florida’s most recognized resort communities and the location of
some of the first automobile races in the United States. Consequently,
Ormond Beach became and is still known today as the “Birthplace of Speed”. Ironically,
following World War I, as the automobile became increasingly available to middle America, the
character of Florida tourism changed, and Ormond declined in importance as a winter resort and
tourist mecca, becoming a more traditional residential community.
In 1959, the City was granted 1,164 acres of land from the Federal government that was developed
into a municipal airport that consists of two (2) active runways and six (6) taxiways. In
addition, the City purchased 176 acres from the Federal government in 1959; a site that has since
been developed into a successful commerce center. Since 1970, the city’s population increased
from approximately 14,000, to the present population of approximately 38,000, which has
resulted from a combination of real growth and annexations. During the 1990’s, residential
development and the City’s commercial and retail center expanded westward beyond Interstate
95 as the size of the City grew to approximately 29 square miles.
The median age of the City’s residents is 48.7. Approximately 42% of households include
someone over the age of 65. Median income is $62,243 with 32% of citizens having achieved a
higher education (Bachelor or Master degree).

6

City of Ormond Beach
Mission Statement

To ensure Ormond Beach is one of the
most attractive, stimulating and
innovative communities in Florida, while
protecting our rich history and
maintaining our unique charm. Boasting
an environment where our children can
thrive, with a prosperously diverse and
balanced economy. All the while,
delivering exceptionally responsive
service to our citizens and cultivating the
highest quality of life.

7

8

City of Ormond Beach

City Manager’s
Budget Message

FY 2021-2022 Proposed Budget
To:

The Honorable Mayor and City Commission

From:

Joyce Shanahan, City Manager

Date:

July 9, 2021

Subject:

FY 2021‐2022 Recommended Proposed Budget

In accordance with the Charter, I am pleased to present for your consideration the City Manager’s
proposed budget for the Fiscal Year, beginning on October 1, 2021 and ending September 30,
2022. The annual budget is the City’s basic financial guide. It is the primary governing document
that provides both a history of prior
Total City Budget – All Funds
(all dollars in millions)
financial activities and future
FY 2022
FY 2021
$ Dollar
% Percent
expenditures. As in prior years, the
Change
Change
budget is based upon long‐term Revenues
$101.72
$96.50
$5.22
5.41%
financial trends that are regularly Expenses
$101.72
$96.50
$5.22
5.41%
monitored,
including
various
consumer price indexes for inflation, 10/1
Beginning Fund
$29.09
$30.35
-$1.26
-4.14%
construction and energy, as well as Balance
health insurance rates, labor union 9/30
$25.02
$29.09
-$4.07
-14.00%
contracts, and employee turnover Ending Fund
Balance
ratios, all of which impact the budget.
The annual budget review process typically begins with a Financial Trends workshop each spring.
Due to the COVID‐19 pandemic, this year’s workshop, presented by Dr. Sean Snaith from the
University of Central Florida’s Institute for Economic Forecasting, addressed the projected post‐
pandemic Florida economy. This was followed by a review process of various city boards
including the Leisure Services Advisory Board, Quality of Life Advisory Board, and the Budget
Advisory Board. This Commission Budget Workshop marks the last step in the budget process
before a formal draft budget is prepared. It provides an opportunity for the City Commission,
together with the Budget Advisory Board, the city manager, and senior staff, to get together to
review projects, discuss needs and future ideas.
For the coming fiscal year, we anticipate $96.5 million in revenues and $101.72 million in
expenditures with no appropriation from reserves for operating expenses. There is $5,222,352
appropriated in capital fund reserves, which includes $5,105,645 in funding from existing capital
fund balances, money saved for this purpose. This budget includes $15,927,027 in capital
projects and acquisition of new vehicles and equipment, most of which are funded from our
dedicated capital funds, which allows us to pay as we go to repair, replace and innovate without
borrowing money.

9

City of Ormond Beach

City Manager’s
Budget Message

FY 2021-2022 Proposed Budget

The proposed budget continues the City Commission’s long legacy of careful fiscal management
while being mindful of the needs of our residents and business community. The City Commission
continues to hold staff accountable to actively pursue new ideas and better ways to get the job
done while remaining steadfast in providing the highest quality services to our community.
As Travel Weekly stated “…Ormond Beach is the kind of place many people are searching for and
are still surprised to find in Florida. It is small scale, manageable, and quaint.” The City of Ormond
Beach is well recognized for our remarkable quality of life, beautiful beaches, vibrant downtown,
attractively landscaped corridors, manicured parks and ballfields, thriving businesses, and a
healthy business environment. Dozens of companies headquartered in Ormond Beach produce
products known the world over for quality and reliability. It is for all these reasons Ormond Beach
is known as Central Florida's Preferred Business Address.
The City of Ormond Beach has a long‐established history of fiscal responsibility and stability and
as a result, even during unprecedented events like COVID‐19, there was limited interruption to
City Services, and minimal impact to the general fund revenue. Despite the pandemic, revenues
are trending toward Pre‐COVID‐19 levels, allowing us to remain a consistent, reliable, and
dependable service provider to our residents and business community.
The General Fund revenues budget for FY 2021‐22 totals $37,753,928. This is an increase of
$2,625,213 or 7.47% when compared to the budget for the prior fiscal year budget. Revenue
projections for sales tax are rebounding well and are expected to be stable in FY 2021‐22. The
most significant revenue source in the General Fund budget is ad valorem taxes in the amount of
$13,280,820, which is based on the current millage rate of 4.0308, reflecting no change from the
prior year. Although the current rate is maintained, ad valorem property tax revenue will
increase as a result of the 5.53% increase in Ormond Beach’s property values. Homesteaded
residential properties are capped at 3% or the CPI index, whichever is less. Inter‐governmental
Revenue is also a significant funding source and has increased as a result of one‐time federal aid
related to COVID‐19, amounting to $4.9 million. The Operating Budget for FY 2021‐22 totals
$85,797,439 and the Capital Improvement Budget totals $15,927,027 for the first year of its 5‐
year plan, totaling $101,724,466.
The projected unassigned fund balance in the General Fund at the end of the Fiscal year FY 2020‐
2021 is budgeted to be $6.3 million bringing unassigned fund balance to 19.16% of expenditures
above the target minimum of 15%.
While the economic outlook remains strong, we continue to adhere to our conservative approach
to the budget by managing costs without compromising the services that add value and serve
our residents and businesses.
This budget follows the Commission direction focusing on three of the City’s strategic Issues from
its 2019 Strategic Plan: 1) Public Safety, 2) Transportation and 3) Water Quality and Environment.
10

City of Ormond Beach

City Manager’s
Budget Message

FY 2021-2022 Proposed Budget


Public Safety:
o Goal: Provide a safe and secure city that maintains a sense of security and
responsiveness for all residents.
o Priority Objective: Develop a long‐range plan for the purchase of emergency
vehicles and equipment.
o Implementation: This proposed budget contains a dedicated millage for the
creation of a capital equipment fund for Public Safety, approximately 16 cents per
tax dollar (0.1580 mills or $626,225 dollars). The establishment of this fund will
provide for a long‐term revenue source for these essential services. This budget
purposes to fund the replacement of 6 new patrol cars, 2 specialty units and one
motorcycle, 2 commercial dryers for Fire Dept turnout gear and communication
headsets for two fire trucks. In addition, this fund will pay for the lease‐purchase
payments for two pumpers purchased in 2020. Staff is also proposing to transfer
former CARES act funding to this new Public Safety Fund for the replacement of
the public safety radio system.



Transportation:
o Goal: Develop and maintain a balanced, efficient and safe transportation system.
o

Priority Objective:
Increase funding for transportation for local road
rehabilitation to increase the rate at which local roadways are rehabilitated.

o Implementation: This proposed budget contains $750,000 for road rehabilitation
up 150% from $500,000 in the previous year to allow more dollars for roadway
resurfacing and to adjust funds for inflation costs related to construction
materials, including asphalt.


Water Quality and the environment:
o Goal: Maintain the City’s environmental stewardship by reducing negative
impacts of pollutants to water bodies.
o Priority Objective: Increase funding for water and water reclamation
infrastructure to ensure our facilities operate at optimal capacity and efficiency.
o Implementation: This proposed budget contains $6,988,500 an increase of $2.91
million from FY 2020‐2021, for essential capital infrastructure repair, replacement
and improvement projects that ensure the City remains a good environmental
steward of our water bodies and their tributaries. Staff is recommending the use
of American Rescue Plan Act in the amount of $4.9 million to fund a portion of the
proposed projects.

11

City of Ormond Beach

City Manager’s
Budget Message

FY 2021-2022 Proposed Budget

The millage rate will generate $865,856 in additional funds of which $626,225 is recommended
to be dedicated to the establishment of a new capital equipment fund, earmarked exclusively for
the necessary replacement of public safety vehicles and equipment. The proposed budget
provides $250,000 in additional funds for transportation. Lastly, this budget recommends the
use of American Rescue Plan Act funding totaling $4.9 million be dedicated to water and water
reclamation capital projects, which benefit the entire community.
The City continues to operate in a fiscally conservative manner and this budget is no exception.
The proposed budget continues this fiscal policy of taking on no new debt. Based upon the
proposed budget, it is projected that we will end the FY 2022 year with fund balances totaling
$25.02 million. With the projected fund balances, we remain consistent with the auditor’s prior
evaluation of our financial position including General Fund reserves, projected at 19%. Ormond
Beach remains financially strong.
This proposed budget serves the citizens of the community well by providing the funds necessary
to maintain and improve infrastructure, ensure qualified and responsive fire and police
protection, and provide amenities that define our community through committed, dedicated,
and exceptional employees that remain steadfast in our goal to provide the highest quality
service.

Respectfully Submitted
Joyce Shanahan
Joyce Shanahan
City Manager

12

Budget Assumptions
Revenues
1. Conservative revenue estimates are utilized to allow for unanticipated changes in
collection levels or economic deterioration. In the case of revenues distributed by the
State such as sales tax and municipal revenue sharing, revenue estimates are based on
information provided by the Legislative Committee on Intergovernmental Relations and
the City’s historical trends.
2. The budget was prepared using an operating millage rate of 3.9128 mills. The total
millage, including debt, is 4.0308.
3. The budget includes a 3% increase in Leisure Service fees.
4. The budget was prepared without using General Fund Reserves for ongoing operations.
Expenditures
1. As a service provider, employee costs account for a significant portion of the City’s
budget. The budget has been prepared according to the following assumptions:
a. Retirement contributions – Necessary funding for retirement benefits has been
included and is based upon the most recent annual actuarial evaluation. Total
contributions amount to $3.73 million, a reduction of 9.63%.
b. A health insurance premium – The budget provides for estimated increases in
healthcare cost and includes the continuation of the annual healthcare incentive.
2. Personnel changes include the following:
a. The budget includes the addition of four full-time positions: Two Police Officers,
an additional Victims’ Advocate and an additional Building Inspector.
3. General fund contributions to outside agencies (not for profit) are as follows:

Amount

Agency
Crime Stoppers
Early Learning Coalition
Operation Caring Through Sharing
Homeless Initiative

$ 600
$ 7,440
$1,488
$82,000

13

Cost allocation/Transfers
The City’s Engineering Division provides services to capital project funds such as
Transportation, Stormwater, General Capital Improvements and Water/Wastewater. The cost
allocation plan provides for a direct department charge in lieu of an interfund transfer resulting
in more complete financial disclosure. Similarly, the Fleet division provides services for other
departments and costs are allocated accordingly.

Tax Rate
Although the operating tax rate will be advertised, per Florida statute, as an increase of 4.70%
above the rolled back tax rate, the total millage is equal to the current millage rate. The impact
on individual property owners will be dependent upon the change in their taxable value but will
most likely result in a decrease in the City tax bill.

Budget Advisory Board Recommendation
The Budget Advisory Board reviewed the proposed FY 2021-22 budget on June 23rd and
recommends adoption as presented.

14

Strategic Goal Setting & Financial Planning Process
The strategic goal setting and financial planning process consists of the following components:





City Commission Strategic Planning Workshop.
Financial Trends Workshop.
Capital Improvement Workshop.
Proposed Budget Workshop.

Strategic Planning
The City of Ormond Beach, population 40,000, is a beachside community on the east coast of
Central Florida that prides itself on providing a high quality of life for all. As nearby
communities have transformed into densely populated and congested areas, Ormond Beach has
strategically managed growth to retain its charm and character. Instrumental in this effort is the
city’s long history of engaging residents to help shape their community.
In 2015, as economic recovery started to gain momentum, the city conducted two community
workshops in which Ormond Beach residents shared their dreams and aspirations for the future
of the city. Because of the importance in gathering input at this critical time, the city launched a
partnership with the Florida Institute of Government at the University of Central Florida to
facilitate the workshops called “community conversations.” The facilitator summarized the
information from the workshops and incorporated it into the City Commission’s formal
strategic planning process.
Utilizing this information, key strategic goals were developed and tracked through the City
Commission agenda process. In 2016 & 2017, working again with UCF, the City Commission
evaluated the progress of and updated the key strategic goals.
In 2018, the City of Ormond Beach conducted an extensive citizen engagement process, The OB
Life, to fully engage the community to help determine the kind of city Ormond Beach would be
in the future. A series of six community forums were held addressing community development;
transportation and livable communities; environment and water quality; public safety; leisure
and culture; and economic development. Nearly 700 people attended the meetings where they
heard presentations from 17 speakers, participated in small group discussions, and posed more
than 600 questions which are all answered by city staff and posted on the city’s website.
This comprehensive process provided community education and gathered valuable input that
guided the discussions of the Mayor and City Commissioners during the strategic planning
workshop held on February 27, 2019, which was also attended by the City Manager, City
Attorney and the city’s senior staff.
Using the information gathered from participants in The OB Life series, the Commissioners
identified strategic issues the city should address along with specific objectives for the city to
accomplish in the next few years. The final activity of the workshop was for the City
Commission to select and refine priority objectives for implementation.

15

Following is a summary of the discussions and conclusions reached at the workshop.
GOAL AREA: COMMUNITY DEVELOPMENT
GOAL STATEMENT:
To ensure the charm and rich history of our community is well maintained through orderly
development and redevelopment utilizing existing infrastructure, including utility service areas
outside the City’s municipal boundaries.
Priority Objective:
Develop an annexation policy for future growth
Progress Measures:
 Number of parcels available for voluntary annexation
 Number of parcels in Volusia County ISBA area suitable for annexation
 Number of properties outside city limits with water and sewer agreements
 Development of annexation policy
 Execution of annexation agreements
 Analysis of service delivery costs
Other Objectives:
Complete Downtown Master Plan Update
Identify and develop strategies to deal with future impacts of Daytona Beach development that
boarders the south side of SR40 West
GOAL AREA: ECONOMIC DEVELOPMENT
GOAL STATEMENT:
To ensure the economic health and vitality of the City of Ormond Beach by providing an
environment allowing businesses to thrive through retention, expansion, and attraction.
Priority Objective
Continue attracting and retaining high wage jobs/businesses to the city—development of
Ormond Crossings
Progress Measures:
 Number of Business Recruitments
 Number of Business Expansions
 Number of Business Retentions

16

Other Objectives
Identify and develop pad ready sites at airport and Ormond Crossings
Negotiate with County to expand CRA along A1A to Daytona Beach
Construct open access road between Business Park and Pineland Trail
Continue economic development incentive program
Develop PILOT (Payment in Lieu of Taxes) Policy
GOAL AREA: GOVERNANCE
GOAL STATEMENT:
To build and maintain strong governance practices internally and externally through continued
civic engagement efforts with residents, effective management and operational policies, and
strategic partnerships with other governments and agencies to support the city’s directions.
Priority Objective
Improve public information outreach—social media and other methods
Progress Measures:
 Hire Public Information Officer—June 2019
 Develop Social Media Strategy– August 2019
 Increased social media engagements—December 2019
Develop multi-year employment agreements with all three bargaining units
Progress Measures:
 New three-year agreements with the City’s union
Make Ormond Beach a pet-friendly community—create an anti-tethering ordinance
Progress Measures:
 Anti-Tethering Ordinance Adopted
Other Objectives
Utilize Supervisor of Elections Office for campaign reporting—develop policy
Explore acquisition of new agenda management system and ADA accessibility compliance
Continue legislative advocacy program—Home Rule

17

GOAL AREA: PUBLIC SAFETY
GOAL STATEMENT:
To provide a safe and secure city that maintains a sense of security and responsiveness for all
residents; by protecting and serving our community through the provision of effective, efficient
and responsive emergency services.
Priority Objective
Complete feasibility study and identify funding options for new Police Station/Emergency
Operations Center
Progress Measures:
 Completion of feasibility study—September 2019
 Completion of space needs analysis—January 2020
 Identify funding options—January 2021
Work with private sector to bring emergency services back to beachside
Progress Measures
 Identify community needs
 Identify available locations
 Meet with medical provider
Other Objectives
Purchase latest and up-to-date equipment for all first responders
Develop a long-range plan for purchase of emergency equipment and vehicles
GOAL AREA: QUALITY OF LIFE
GOAL STATEMENT:
To ensure Ormond Beach remains the crown jewel of central Florida, by providing for the
quality, quantity and variety of passive and active recreation areas and facilities to serve the
needs of our community.
Priority Objective
Update parks/recreation master plan including LED lighting, linear parks, and Central Park
Expansion

18

Progress Measures
 Prepare Request for Proposals and award contract for Parks and Recreation Master Plan
Study – May 2020
 Identify areas for Central Park expansion—September 2020
 Evaluate LED lighting projects for FY 2020-2021 CIP
 Evaluate Linear Parks for FY 2021-2022 CIP
Other Objectives
Complete Cassen Park Upgrade
Expand Activities at the Environmental Discovery Center
 Explore feasibility/funding for concrete pier, seek partners
 Complete feasibility/funding option for proposed uses of the church property
 Explore grant opportunities to restore and preserve Chief Tomokie Statue
Bring back Santa Land at The Casements
GOAL AREA: TRANSPORTATION
GOAL STATEMENT:
To develop and maintain a balanced, efficient and safe transportation system incorporating
multi-modal strategies while working in conjunction with partners, including, other cities,
county, and regional organizations, as well as state and federal partners.
Priority Objective
Work with County, State and Daytona Beach to develop Hand Ave. Extension
Progress Measures
 Include Hand Ave Extension in TPO 5 Year Plan
 FDOT Conduct preliminary design & environmental assessment
 FDOT Approve budget appropriation for design & engineering
 FDOT Approve budget for construction
Other Objectives
Add double left turn lanes on Beach Street going east onto Granada Blvd.
Redesign and rebuild I-95/US1 Interchange.
Continue implementation of adaptive signalization system
Increase multi-modal transportation options—Virgin Train station, bike paths, ferry and pedicabs

19

GOAL AREA: WATER QUALITY & ENVIRONMENT
GOAL STATEMENT:
To maintain the City’s environmental stewardship by reducing negative impacts of pollutants to
waterbodies, such as the Halifax and Tomoka Rivers and their tributaries that decrease the
quality of life of Ormond Beach residents.
Priority Objective
Septic to sewer - invest $1M in phase one —Design and permitting of 700 homes on the North
Peninsula
Progress Measures
 Include funding for design for Septic to Sewer in FY 2019-2020 CIP
 Present needs at State Local Legislative Delegation Meeting in September 2019
 Seek Legislative appropriation for design costs, March 2020
 Seek St. John’s River Water Management Grants, March 2020
Other Objectives
Development of fertilizer ordinance
Expand reclaimed water system to other areas based upon availability and participation.
Educating and eliminating use of plastics—straws, bottles, etc.

20

Capital Improvement Program Workshop
After the completion of strategic goal setting and financial trend analysis, the City develops the
capital improvement program and presents it to the City Commission at a workshop.
The City’s Five-Year Capital Improvements Program represents a substantial effort to identify
and schedule capital investments for a multi-year period. Departments submit capital
improvement requests to the Finance Director (capital projects with a cost of
$25,000 or greater). The Finance Director and City Manager meet with departments to
discuss their requests. The Leisure Services Advisory Board, Quality of Life Board,
Aviation Advisory Board, and Public Works Board also provide recommendations for
consideration. The proposed capital improvement plan is reviewed and finalized by the City
Commission during a workshop in June. Projects recommended for funding in the next fiscal
year are incorporated into the proposed annual budget. The CIP workshop focuses on the
following areas:
 Developing a consensus with respect to appropriating the necessary funding for the
upcoming budget years.
 Developing a consensus on the level of funding for property tax supported projects included
in the following categories: Facilities Renewal and Replacement, General Capital
Improvement and Transportation. Also discuss the addition of a dedicated millage for
General Vehicle Replacement.
 Projects included in the CIP will be funded based on one or more of the following
factors with maintenance or upgrade of existing facilities being the highest priority:


Involves necessary or planned maintenance, renovation or construction of an
existing facility, equipment or infrastructure.



Reflects a prior multi-year commitment previously approved by the City Commission.



Enhances the use or appearance of an existing facility or City-maintained public area.



Included in a previous Master Plan or conceptual plan previously considered and
endorsed or reviewed by the City Commission.

21

Budget Development and Workshop
Departments submit annual budget requests (personnel and operating) to the Finance
Director in April. Department requests are reviewed by the City Manager and Finance Director.
Thereafter, the proposed budget is provided to the City Commission for review prior to the
budget workshop held in mid-July. This workshop is a culmination of the aforementioned
planning workshops. Changes to the proposed budget and tax rate are discussed during this
workshop. The tentative tax rate is approved by the City Commission during a regular
meeting in July. The final tax rate and budget are approved by the City Commission in
September.

22

POLICIES
TABLE OF CONTENTS
Budget Calendar ................................................................................................................................................... 24
Fund Structure ..................................................................................................................................................... 25
Discussion of Major Funds ................................................................................................................................ 26
Financial Policies ................................................................................................................................................. 30

23

BUDGET CALENDAR
DATE

ACTIVITY

June 4

Budget Requests due from Depts.

June

Budget Review Meetings with City Manager

June 18

Capital Improvement Plan & Draft Budget submitted to City
Commission

July 1

Certification of taxable value submitted to City

July 8

Budget document submitted to City Commission

July 13

Operating Budget Workshop

July 20

Approval of tentative millage levy at regular City Commission
meeting (7:00 at City Commission Chambers)

September 8

First Public Hearing to adopt proposed millage rates and budget

September 22

Second and Final Public Hearing to adopt Final millage rates and
budget.

24

FUND STRUCTURE
APPROPRIATED
FUNDS

GENERAL FUND

CAPITAL
PROJECTS
FUNDS

General
Improvements
Vehicle
Replacement
Public Safety
Fund
Transportation
Improvements
Recreation Impact
Fee Fund
Local Road
Impact Fee Fund

SPECIAL
REVENUE FUNDS

ENTERPRISE
FUNDS

TRUST AND
AGENCY FUNDS

Downtown
Redevelopment Trust
& Ormond Crossings

Utility Operating
Fund

Fireman’s Pension
Trust Fund

Vehicle and
Equipment
Replacement Fund

General Employees
Pension Fund

Stormwater Fund
Airport Fund
State Law
Enforcement Trust
Economic
Development Fund
Federal Law
Enforcement Trust
Pension Contribution
Pass Through
Recreation
Facility Fee Fund
Grant Fund

Stormwater
Impact Fee Fund

INTERNAL
SERVICE FUND

Workers’
Compensation and
General Liability
Insurance Fund

NON-APPROPRIATED
FUNDS

Facilities R&R

DEBT SERVICE
FUNDS
Downtown
Redevelopment
Sinking Fund

Renewal and
Replacement Fund
West Ormond Reuse
Impact Fee Fund
Water System
Impact Fee Fund

Wastewater System
Impact Fee Fund
Water/Wastewater
Debt Service Fund
Water Treatment
Plant Construction
Wastewater
Treatment Plant
Construction
Watermain
Construction 2013A
Watermain
Construction 2014

Lease Finance Fund
2002/2003 GOB
Refunding

SOLID WASTE
FUND

25

Police Officers’
Trust Fund

MAJOR FUNDS
GOVERNMENTAL FUND TYPES
1. General Fund - The General Fund is the general operating fund of the City. It is used to
account for all financial resources, except those required to be accounted for in another fund.
2. Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of
specific revenue sources (other than major capital projects) that are legally restricted to
expenditures for specified purposes.
 Downtown Redevelopment Trust and Ormond Crossings Funds - Used to account
for tax increment proceeds received by the City within a specific district authorized by
state statute.
 Stormwater Drainage Utility Fund - The fund’s purpose is to provide maintenance to
the City’s existing stormwater drainage system. Revenues are provided from user
charges assessed to utility customers.
 Municipal Airport Fund - The fund accounts for the financial activities of the Ormond
Beach Airport. The airport was deeded to the City in 1959. The agreement restricts the
use of the land and revenues derived from aviation related purposes. The airport is
funded through rentals and lease revenues, grant revenues and transfers from the General
Fund.
 Local Law Enforcement Trust Fund - Used to account for proceeds generated by
confiscation activities of the Police Department. Expenditures are restricted for law
enforcement purposes only.
 Economic Development Fund - This fund accounts for the City’s proceeds of land sales
and development costs associated with the City’s airport business park.
 Federal Law Enforcement Trust Fund - Used to account for proceeds generated by
confiscation activities of the Police Department. Expenditures are restricted for law
enforcement purposes only.
 Pension Contribution Pass Through - Used to account for State contributions to the
Police and Fire pension funds.
 Recreational Facility Use Fee Fund - This fund accounts for impact fees assessed
against users of recreation and cultural facilities within the City. Use of these funds is
limited to expansion of those facilities.
 Grant Funds - This fund accounts for proceeds of federal and state financial assistance
and related capital expenditures.
 Facilities Renewal and Replacement - This fund accounts for dedicated tax revenue
used to maintain City facilities.
3.

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

26

 Financing Debt Service Fund - This fund records principal and interest payments on
various capital lease and notes payable obligations. Revenue sources include interest on
investments and transfers from the General Fund.
 2002 General Obligation Debt Service Fund - This fund records principal and interest
payments on Series 2002 General Obligation Bonds. Revenues include ad valorem
property taxes and interest on investments.
 2003 General Obligation Debt Service Fund - This fund records principal and interest
payments on Series 2003 General Obligation Bonds. The proceeds of this debt issue were
utilized to construction Fire Station #92. Revenues include ad valorem property taxes
and interest on investments.
 2004 Revenue Bonds - This fund records principal and interest payments on Series
2004 Revenue Bonds. The proceeds of this bond issue were used to construct Fire
Station #91.
 2010 General Obligation Debt Service Fund - This fund records principal and interest
payments on Series 2010 General Obligation Bonds. The proceeds of this debt issue were
utilized to construction a beachfront park
4. Capital Projects Funds - Capital Projects Funds are used to account for financial resources
to be used for equipment replacement or the acquisition or construction of major capital
facilities (other than those financed by proprietary funds and trust funds).
 Capital Improvement Fund - This fund is used to account for capital assets acquisitions
and construction from general government resources and intergovernmental grants.
 Equipment Renewal and Replacement Fund - This fund accounts for replacement of
existing capital assets provided by general government resources.
 Public Safety Vehicle & Equipment Fund - This fund accounts for replacement of
vehicles and equipment for public safety provided by general government resources.
 Transportation Improvements Fund - This fund is used to account for transportation
related capital infrastructure acquisition and construction from general government
resources.
 Recreation Facilities Impact Fee Fund - This fund accounts for impact fees assessed
and collected against new construction activities. Use of funds is restricted for
expansion of existing recreational facilities or construction of new recreational facilities.
 Local Roads Impact Fee Fund - This fund accounts for impact fees assessed against
new construction activities. Use of these funds is restricted for expansion of existing
local roadway links or construction of new local roadways.
 Stormwater Drainage Impact Fee Fund - This fund accounts for impact fees assessed
against new construction activities. Use of these funds is restricted for expansion of
existing stormwater management facilities or construction of new stormwater
management facilities.
PROPRIETARY FUND TYPES
1. Enterprise Funds - Enterprise Funds are used to account for operations that are financed
and operated in a manner similar to private business enterprises--where the intent of the
governing body is that the costs (expenses, including depreciation) of providing goods or

27

services to the general public on a continuing basis be financed or recovered primarily
through user charges; or where the governing body has decided that periodic determination
of revenues earned, expenses incurred, and/or net income is appropriate for capital
maintenance, public policy, management control, accountability, or other purposes.
 Water and Wastewater Fund - This fund is used to account for general water and
sewer operations. The primary source of funding is user charges to water and sewer
customers.
 Water and Wastewater Vehicle and Equipment Replacement - This fund accounts
for replacement of existing vehicles and equipment for the benefit of Water and
Wastewater.
 Water and Wastewater Renewal and Replacement - This fund accounts for
replacement of existing capital assets for the benefit of Water and Wastewater.
 Water and Wastewater Debt Service - Used to account for principal and interest
payments resulting from the issuance of revenue bonds and other forms of debt.
 West Ormond Reuse Impact Fee - This fund accounts for impact fees assessed against
new construction activities. Use of these funds is restricted for expansion and
construction of reuse facilities.
 Water Impact Fee - This fund accounts for impact fees assessed against new
construction activities. Use of these funds is restricted for expansion and construction
of water facilities.
 Wastewater Impact Fee - This fund accounts for impact fees assessed against new
construction activities. Use of these funds is restricted for expansion and construction
of wastewater facilities.
 Water Treatment Plant Construction - This fund accounts for the construction costs
associated with the expansion of the water treatment plant.
 Wastewater Treatment Plant Construction - Used to account for the construction
costs associated with the rehabilitation and expansion of the wastewater treatment
plant and wastewater system.
 Watermain Construction 2013A - This fund accounts for construction costs associated
with the first phase of the 2 inch watermain replacement program.
 Watermain Construction 2014 - This fund accounts for construction costs associated
with the second phase of the 2 inch watermain replacement program.
 Solid Waste Fund - Used to account for activities associated with the removal of trash
and debris. Expenditures are funded through user charges to customers.
2. Internal Service Fund - The Internal Service Fund is used to account for the financing of
goods or services provided by one department or agency to other departments or agencies of
the City, or to other governments, on a cost-reimbursement basis.
 Workers Compensation Fund – This fund is used to account for expenditures
associated with providing workers compensation coverage to employees.
 General Liability Insurance Fund - This fund is used to account for expenditures
associated with providing general liability coverage to employees.

28

FIDUCIARY FUND TYPES
1. Trust and Agency Funds - Trust and Agency Funds account for assets held by the City in a
trustee capacity or as an agent for individuals, private organizations, other governments,
and/or other funds. These funds are not included in the adopted budget.
 Firemen’s Pension Fund - Used to account for employee and employer contributions
towards the Firemen’s pension fund.
 Police Officer’s Pension Fund - Used to account for employee and employer
contributions towards the Police Officer’s pension fund.
 General Employee’s Pension Fund - Used to account for employee and employer
contributions towards the General Employee’s pension fund.

29

FINANCIAL POLICIES
The accounting policies of the City of Ormond Beach conform to generally accepted accounting
principles as applicable to governments. The following is a summary of the most significant
accounting and budgeting policies.
FUND ACCOUNTING
The accounts of the City are organized on the basis of funds and account groups, each of which
is considered a separate accounting entity. The operations of each fund are accounted for with a
separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues
and expenditures, or expenses, as appropriate. Government resources are allocated to and
accounted for in individual funds based upon the purposes for which they are to be spent and
the means by which spending activities are controlled. The purposes of the City’s various funds
and account groups are as follows:
1. BASIS OF BUDGETING
The basis of budgeting for all funds is the same as the basis of accounting noted below.
2. BASIS OF ACCOUNTING
Basis of accounting refers to when revenues and expenditures or expenses are recognized in
the accounts and reported in the financial statements. Basis of accounting relates to the
timing of the measurements made, regardless of the measurement focus applied.
All Governmental Funds are accounted for using the modified accrual basis of accounting.
Under the modified accrual basis, revenues are recognized when they become measurable
and available as net current assets. Revenues that are susceptible to accrual include taxes,
intergovernmental revenues, charges for services and investment earnings. Expenditures are
generally recognized under the modified accrual basis of accounting when the related fund
liability is incurred. Exceptions to this general rule include principal and interest on general
long-term debt which are recognized when due.
All Proprietary Fund Types and Pension Trust Funds are accounted for using the accrual
basis of accounting. Their revenues are recognized when earned and expenses are
recognized when incurred.

30

BUDGET POLICIES
1. BALANCED BUDGET
The City will adopt a balanced budget annually. A balanced budget occurs when revenues
plus use of available fund balance equals expenditures with individual funds.
2. BUDGET TRANSFERS AND AMENDMENTS
 Administrative Approval of Intra-departmental Budget Transfers
Any budget transfer between line item expenditures accounts (personal service,
operating, and capital outlay) that does not increase or decrease the approved total
appropriation of a department within the same fund and is less than $25,000 shall be
reviewed by the Budget Director and approved by the City Manager or his designee.
 Commission Approval of Budget Transfers
The following budget transfers shall be approved by a majority vote of the City
Commission:



Transfers of $25,000 or more
All interfund transfers

 Commission Approval of Budget Amendments
The following budget amendments shall be approved by Resolution by a majority vote of
the City Commission:




Recognition of non-budgeted and unanticipated revenues received during the fiscal
year.
Any increase or decrease in appropriated fund balance.
Any increase or decrease in the total approved appropriation of a fund.

31

REVENUE GUIDELINES
The City employs the following revenue guidelines as part of the budget development
process:
1. The General Fund operating budget millage rate will be based on a 96% tax collection rate as
computed against the Current Year Gross Taxable Value as shown on Form DR-420
provided to the City by the Volusia County Property Appraiser.
2. The City will annually review Charges for Service to ensure that the fee structure, at a
minimum, maintains the current level of cost recovery.
3. Ensure that fees charged in enterprise operations are calculated at a level that will support
all direct and indirect costs of the enterprise.
4. Ensure that the basis for computing indirect cost allocations are reviewed annually and are
based on prudent and defensible assumptions.
5. Revenue projections for all major non-ad valorem revenue sources will be based on prudent
trend analysis that considers current and projected economic conditions. Budget projections
for State-shared revenues will consider State of Florida estimates that are contained in the
Local Government Financial Information Handbook as one of several factors for determining
final revenue estimates.
6. Ensure that the City does not accept any revenue source whose terms of acceptance or
collection may adversely affect the City.
7. The use of revenues which have been pledged to bond holders will conform to bond
covenants which commit those revenues.
8. The undesignated fund balance in the General Fund will be maintained at no less than 15%
of the total General Fund budget exclusive of budgeted reserves for contingency.
9.

Water and Wastewater Impact fees will be set at a level that recovers the highest
percentage of the cost of future capacity as permitted by law.

10. In financing capital improvements through the use of General Obligation Bonds, the City
shall limit outstanding indebtedness to no more than 5% of current gross taxable value.

32

APPROPRIATION GUIDELINES
1. The City Commission adopts the annual budget at the fund level, whereas department
managers prepare their respective budgets at the program level and allocate appropriations
to specific line items in order to provide services at the current level of service.
2. Personal services are estimated based on collective bargaining provisions governing salary
adjustments, whereas salary adjustments for non-bargaining unit employees are based on
parameters defined by the City Manager and approved by the City Commission. Pension
amounts are based on the defined level of funding as determined by the city’s actuary.
Health insurance premiums for employee coverage are estimated based on current market
conditions that affect annual premium adjustments.
3. The emphasis in preparing the annual budget is on the development of performance
outcomes and the relationship of those outcomes to providing the current or enhanced level
of service and the budget resources needed to accomplish the identified service level.
4. The budget request for all programs will include an itemized list of capital equipment with a
unit value of $5,000 or more and a separate line item appropriation for vehicle depreciation
that will fund future replacement of city vehicles and heavy equipment based on the vehicle
replacement schedule developed by the Fleet Manager and Finance Director.
5. Annually, the City Manager will have a comprehensive Five Year Capital Improvements
Program (CIP) developed for review and approval by the City Commission. The Five Year
CIP will identify and schedule priority capital improvements and provide recommended
financing and the estimated operating budget impact for each project.
6. The level of classification detail at which expenditures may not legally exceed
appropriations is the fund level. Department Directors and Division Managers are held
accountable for their respective budgets at the program level.
7. Encumbrances outstanding at year-end represent the estimated amount of the expenditures
ultimately to result if unperformed contracts/receipt of goods or services in process at yearend are completed. Such encumbrances do not constitute expenditures or liabilities, but
rather reservations of fund balance for subsequent years’ appropriation.
8. Debt service millage will be set at levels which will generate sufficient revenue to make all
required principal and interest payments.

33

CITY OF ORMOND BEACH FUND BALANCE POLICY
1. INTRODUCTION
Sound financial principles dictate that adequate fund balance will be maintained in order to
reduce the risks associated with revenue shortfalls, natural disasters, and unanticipated
expenditures. As such, the City hereby establishes a Fund Balance policy in accordance with
Governmental Accounting and Standards Board Statement (GASB) No. 54.
2. FUND BALANCE CLASSIFICATIONS
 Non-Spendable Fund Balance - Amounts that cannot be spent because of the following
reasons:
 not in spendable form
 legally or contractually required to be maintained intact. Non-Spendable Fund
Balance includes items such as inventory, prepaid expenses, and long-term
receivables.
 Restricted Fund Balance - Amounts constrained to being used for specific purposes by
external parties. Examples of constraints on use of fund balance include those imposed
by debt covenants, enabling legislation, and grantors.
 Committed Fund Balance - Amounts that can be used only for the specific purposes
determined by formal action of the City Commission. The specific purpose may only be
altered or removed by the City Commission taking the same formal action used to
originally impose the constraint. The balance must be determined by the close of the
fiscal year.
 Assigned Fund Balance - Amounts intended to be used for a specific purpose. The
intended purpose may be determined by the City Commission, City Manager, or Finance
Director.
 Unassigned Fund Balance - This classification represents any fund balance that has not
been classified as non-spendable, restricted, committed, or assigned.
3. MINIMUM LEVEL OF UNASSIGNED FUND BALANCE (GENERAL FUND)
The City will attempt to maintain unassigned fund balance of 15% of budgeted annual
expenditures for the current year in the General Fund. Unassigned fund balance in the
General Fund which is in excess of the 15% target may be used for any purpose designated
by the City Commission as set forth in the annual budget and subsequent budget
amendments. The City will attempt to avoid use of unassigned fund balance for recurring
expenditures.
If, after the annual audit, the unassigned fund balance is determined to be below 15%, the
Finance Director will notify the City Commission. The Finance Director will provide a plan
to reduce expenditures and/or increase revenues in order to restore the fund balance with a
timeframe determined by the City Commission.

34

4. CLASSIFICATION OF FUND BALANCE (GENERAL FUND)
 Non-Spendable Fund Balance:
 Advances to Other Funds-Advances made by the General Fund to address negative
balances in other funds.
 Prepaids
 Inventories
 Restricted Fund Balance
Restricted fund balance reserves in the General Fund consist of:


Frazier Trust-Funds held by the City for use by the Ormond Memorial Art Museum
to establish an endowment as stipulated in the final judgment entered by Judge
Rouse on July 21, 1997.

 Committed Fund Balance


Ormond Beach Sports Complex-Funds received from the Volusia County School
Board in connection with an agreement dated October 21, 2008 and approved by the
City Commission with Resolution 2008-202.

 Assigned Fund Balance
The City Commission hereby establishes the following assigned fund balance reserves in
the General Fund:


Assignment to Subsequent Year’s Budget-Assigned fund balance may be designated
for use in the subsequent year’s budget by the City Commission, City Manager or
Finance Director to appropriate a portion of unassigned fund balance for the purpose
of eliminating projected deficits.

 Unassigned Fund Balance
The City Commission hereby establishes the following unassigned fund balance reserves
in the General Fund:


Revenue Stabilization - The City hereby establishes a budget stabilization fund of $2
million. The budget stabilization fund will be utilized to ensure adequate funding is
available to maintain services during periods of significant revenue declines (both
anticipated and unforeseen). Furthermore, the reserve can be used to address
unfunded mandates.
The use of budget stabilization reserves which may be appropriated in the
subsequent year’s budget is limited to $1 million or 50% of the revenue stabilization
fund balance available.
Use of unassigned fund balance will be authorized by the City Commission through
approval of a budget ordinance in conjunction with the annual budget process or
budget amendment.

35



General Fund- The City will attempt to maintain unassigned fund balance of 15% of
budgeted annual expenditures for the current year. This balance is in addition to the
Revenue Stabilization fund balance.

5. SPENDING ORDER OF FUND BALANCES
Restricted amounts will be used first unless there is a legal prohibition to doing so. The City
will then utilize committed fund balance followed by assigned fund balance. Unassigned
fund balance will be used last.
The Revenue Stabilization balance will only be used to provide funding for existing
services/programs and unfunded mandates when current revenues are insufficient. General
Fund Unassigned Fund Balance will be used in all other cases which include funding for
one-time expenditures/capital projects and increases in service levels/programming.
6. LEVEL OF AUTHORITY
Committed Fund balance may only be established and revised by approval of the City
Commission. The remaining reserve levels and policies herein may be revised and approved
by the City Manager or Finance Director.
7. EFFECTIVE DATE
This Policy took effect immediately upon adoption and will be applied beginning with the
preparation of the City's September 30, 2011 Comprehensive Annual Financial Report and
adoption of the City's Fiscal Year 2011-12 Budget.

36

CITY OF ORMOND BEACH PURCHASING POLICY
1. INTRODUCTION
This document serves to provide uniform purchasing procedures for all individuals
authorized to make purchases on behalf of the City of Ormond Beach. Every employee
involved in the purchasing process is required to adhere to the requirements of this
document as well as Chapter 2, Article IX, Division 3 of the City of Ormond Beach Code of
Ordinance which outlines the regulations applicable to procurement by City employees.
2. NEW VENDORS
The purchaser must submit the New Vendor Request form when making purchases from
vendors who have not previously done business with the City.
3. PURCHASING PROCEDURES
 Purchases exceeding $25,000 require issuance of an invitation to bid or RFP:
 Bid/RFP specifications are to be submitted to the Purchasing Coordinator for
review along with a Bid/RFP Request Approval form.
 Once the specifications have been approved, the Purchasing Coordinator will
advertise the bid/RFP and post to DemandStar.
 All bids/RFP’s and corresponding amendments will be provided exclusively
through DemandStar unless other arrangements are approved by the Purchasing
Coordinator.
 Recommendations for award will be determined as follows:
o For invitations to bid, the Contract Manager will determine the lowest
qualified, responsive, and responsible bidder.
o For RFP’s, a review committee will determine which proposal is deemed
appropriate for recommendation of award.
 A recommendation for award (via a CM memo) will be prepared by the Contract
Manager and submitted to the Finance Director for approval. Once approved, the
CM memo will be forward to the City Attorney and City Clerk for placement on
the appropriate agenda.
 Purchases $2,500-$25,000:
 The purchaser will obtain three written quotations.
 Purchases $501-$2,499:
 The purchaser will obtain three verbal quotations.
 Special Purchasing Issues:
 Sole source procurement where there is only one source for the required item(s)
or service(s).
o The purchaser must submit a Sole Source Procurement form to the
Purchasing Coordinator prior to making such purchases.
o The Sole Source Procurement form will be posted on DemandStar for ten
days prior to making such purchases.

37





Emergency procurements may be authorized by the Finance Director when there
exists a threat to public health, welfare or safety; provided that such emergency
procurements shall be made with such competition as is practicable under the
circumstances.
o The purchaser must submit a memo to the Finance Director outlining the
need to make an emergency purchase in advance of making such purchase.
Change orders
o If the cumulative value is less than $25,000, City Commission approval is
NOT required prior to the authorization of additional work. The City
Commission will be notified upon completion of the project of the total
change order amount.
o If/when the cumulative value exceeds $25,000, City Commission approval
must be received prior to the authorization of additional work.

4. PURCHASE REQUISITIONS
 Purchase requisitions should be entered for ALL items/services with the following
exceptions:
 Travel reimbursement-In lieu of a purchase requisition, employees should submit
a Travel Request Voucher and applicable supporting documentation prior to
undertaking any travel. An employee may elect to pay the cost of travel and
receive reimbursement thereafter or have payment made directly to the
appropriate vendors.
 Debt Service payments
 Reimbursements to employees, civic organizations, entertainers
 Refunds
 Employee/Retiree benefit payments
 Waste Management monthly disbursements
 Except as noted above, no purchases shall be made until a purchase requisition has been
entered and all approvals have been received.
 Education reimbursement is first approved by submittal of the Education
Reimbursement Request form. Once all necessary signatures have been obtained, a
purchase requisition should be entered.
 All vendors who are provided services to the City must be licensed accordingly. It is the
purchaser’s responsibility to contact the City’s building division and validate that the
vendor has obtained all applicable business licenses.
 The purchaser is expected to verify that the vendor chosen has met the applicable
insurance requirements as specified in Resolution 2011-116 dated 8/16/11.
 Insurance requirements can be found in the New Vendor attachment.
 Existing insurance certificates will be maintained by the Risk Manager and are
available for review by the purchaser at S:\VendorInsurance

38




If a valid insurance certificate is not available at S:\VendorInsurance, it is the
purchaser’s responsibility to obtain the necessary certificate(s) and email the
certificate(s) to the Risk Manager.
Once the Risk Manager has received the necessary insurance certificate(s), she
will approve the requisition.

 If the purchase requires obtainment of written quotations, the quotations must be
emailed to the Purchasing Coordinator. All quotations (whether verbal or written)
should be documented within the electronic purchase requisition.
5. REQUEST FOR PAYMENT
 Invoices submitted to the Finance Department for payment should include:
 Two signatures, one of which is a Department Head, Division Manager, or
Supervisor/Foreman.
 For purchases made with a purchase order:
o Complete the receipts processing in Naviline.
o Write the purchase order number on the invoice.
 For purchases made without a purchase order, write the account number(s) on
the invoice.
 All invoices must be received by Tuesday at noon for payment on Friday of the
same week.
6. CREDIT CARD USAGE
In the event a purchase can only be made via a credit card, the purchaser must first obtain
the approval of the Finance Director and Purchasing Coordinator by submitting the Credit
Card Approval form.

39

CITY OF ORMOND BEACH INVESTMENT POLICY
1. The City of Ormond Beach is hereby authorized to invest funds under its control, which are
in excess of those funds required to meet short-term expenses, in the following instruments,
and may divest itself of such investments, at prevailing market prices or rates, subject to the
limitations stated:
a) The Local Government Surplus Funds Trust Fund, or any intergovernmental
investment pool authorized pursuant to the Florida Interlocal Cooperation Act, as
provided in Section 163.01, Florida Statutes;
b) Securities and Exchange Commission registered money market funds with the
highest credit quality rating from a nationally recognized rating agency;
c) Savings accounts in state-certified qualified public depositories, as defined in Section
280.02, Florida Statutes;
d) Certificates of deposit in state-certified qualified public depositories, as defined in
Section 280.02, Florida Statutes;
e) Direct obligations of the U.S. Treasury; and
f) Federal instrumentalities. Agencies and instrumentalities.
2. The securities listed in subparagraphs (c), (d), (e), and (f) of Paragraph 1 shall be invested to
match investment maturities with known cash needs and anticipated cash-flow
requirements.
3. This Investment Policy shall not apply to pension funds, trust funds, or funds related to the
issuance of debt, provided that there are other existing policies or indentures in effect for
such funds.
The complete policy can be found in the appendix of this document.

40

OVERVIEW
TABLE OF CONTENTS
Budget Summaries .......................................................................................................................................42

Revenue Highlights
Taxable Value Trends .................................................................................................................................... 45
Property Tax Revenue/Rates ....................................................................................................................... 46

Expenditure Highlights
Personnel Costs ............................................................................................................................................... 49
Position Count ................................................................................................................................................. 50

BUDGET SUMMARY

41

ALL FUNDS SUMMARY
The FY 2021-22 budget includes total net appropriations of $81.2 million
ALL FUNDS SUMMARY
Actuals
FY 2019-20

Budget
FY 2020-21

Budget
FY 2021-22

General Fund (001)

34,500,783

35,128,715

37,753,928

Special Revenue Funds:
Downtown Redevelopment Trust Fund (104)
Ormond Crossings Trust Fund (106)
Stormwater Utility Fund (107)
Airport Fund (108)
Local Law Enforcement Trust Fund (109)
Economic Development Fund (110)
State Law Enforcement Trust Fund (112)
Pension Contribution Pass Through Fund (113)
Recreation Facility Fee Fund (115)
Grants Fund (116)
Total Special Revenue Funds

1,546,030
2,807,050
354,837
134,926
48,306
670,572
11,351
1,009,861
6,582,933

1,319,515
232,533
2,531,000
864,137
100,000
2,055,000
850,000
41,600
25,000
8,018,785

2,129,601
255,461
2,531,000
2,657,240
65,800
800,000
41,600
8,480,702

Debt Service Funds:
Financing Debt Service Fund (205)
2002 GOB Debt Service Fund (209)
2003 GOB Debt Service Fund (210)
2004 Revenue Bond Fund (211)
2010 Beachfront Park Bond Fund (220)
Total Debt Service Funds

559,350
111,417
156,544
367,982
1,195,293

706,111
116,208
156,000
348,623
1,326,942

730,798
114,934
157,000
352,747
1,355,479

Capital Improvement Funds:
Capital Improvements Fund (301)
Equipment Renewal & Replacement Fund (302)
Public Safety Vehicle & Equipment Fund (305)
Transportation Improvements Fund (308)
Recreational Impact Fee Fund (310)
Local Road Impact Fee Fund (316)
Facilities Renewal & Replacement Fund (317)
Stormwater Impact Fee Fund (318)
Total Capital Improvement Funds

2,312,564
538,416
1,539,305
800,000
895,324
6,085,609

1,405,907
452,363
2,287,088
125,000
60,000
502,317
25,000
4,857,675

534,075
421,363
2,148,225
2,835,677
125,000
60,000
693,000
25,000
6,842,340

Water and Wastewater Funds:
Water and Wastewater Fund (401)
Vehicle Replacement Fund (408)
Renewal & Replacement Fund (409)
Water/Wastewater Consolidated Debt Service Fund (414)
West Ormond Reuse Impact Fee Fund (433)
Water System Impact Fee Fund (434)
Wastewater System Impact Fee Fund (435)
Total Water and Wastewater Funds

20,793,689
208,015
5,299,787
1,029,858
397,723
1,434,564
29,163,636

22,931,895
164,000
4,807,000
5,220,000
2,384,175
400,000
35,907,070

21,810,055
200,000
7,627,865
5,228,000
520,000
400,000
35,785,920

Solid Waste Fund (460)

9,144,346

9,070,267

9,444,232

871,286

1,159,612

801,612

General Liability Fund (504)

1,382,400

1,183,853

1,260,253

TOTAL BUDGET APPROPRIATION

88,926,286

96,652,919

101,724,466

Less: Interfund Transfers
Fleet Operations (Internal Service Charges)
Engineering (Internal Service Charges)
Consolidated Insurance Fund (Internal Service Charges)

(10,941,419)
(1,316,960)
(962,868)
(2,657,877)

(16,456,970)
(1,233,777)
(1,192,244)
(2,343,465)

(16,025,406)
(1,380,289)
(1,088,022)
(2,061,865)

TOTAL NET BUDGET

73,047,162

75,426,463

81,168,884

Description

Workers Compensation Fund (502)

42

BUDGET SUMMARY
BUDGET THREE YEAR SUMMARY
CITY OF ORMOND BEACH, FLORIDA

REVENUES
Taxes
Licenses and Permits
Intergovernmental Revenue
Charges for Service
Fines and Forfeitures
Miscellaneous Revenues
TOTAL SOURCES
Transfers In
Bond Proceeds and Other Sources
TOTAL REVENUES, TRANSFERS
AND BALANCES

EXPENDITURES
General Government Services
Public Safety
Physical Environment
Transportation
Economic Environment
Human Services
Leisure Services
Debt Service
TOTAL EXPENDITURES
Transfers Out
Contingency
TOTAL APPROPRIATED
EXPENDITURES, RESERVES
AND BALANCES

Actuals
FY 2019-20
22,822,852
6,980,013
7,754,382
33,214,831
77,528
4,058,232
74,907,837
15,120,338
0

Budget
FY 2020-21
22,807,694
6,649,850
7,114,013
33,210,865
80,000
3,240,310
73,102,732
16,456,970
6,943,217

Budget
FY 2021-22
23,815,350
6,808,950
12,741,472
33,842,665
73,000
3,195,271
80,476,708
16,025,406
5,222,352

Change
FY 2020-21
to FY 2021-22
1,007,656
159,100
5,627,459
631,800
(7,000)
(45,039)
7,373,976
(431,564)
(1,720,865)

% Change
FY 2020-21
to FY 2021-22
4.42%
2.39%
79.10%
1.90%
-8.75%
-1.39%
10.09%
-2.62%
-24.78%

90,028,175

96,502,919

101,724,466

5,221,547

5.41%

Actuals
FY 2019-20
10,124,906
18,179,622
26,161,458
6,926,145
461,989
117,127
9,607,130
6,406,490

Budget
FY 2020-21
10,368,543
18,125,034
25,496,135
8,584,164
2,445,128
316,528
6,436,572
6,537,023

Budget
FY 2021-22
11,219,005
18,910,320
28,970,150
9,594,699
382,023
191,528
6,758,294
6,572,123

Change
FY 2020-21
to FY 2021-22
850,462
785,286
3,474,015
1,010,535
(2,063,105)
(125,000)
321,722
35,100

% Change
FY 2020-21
to FY 2021-22
8.20%
4.33%
13.63%
11.77%
-84.38%
-39.49%
5.00%
0.54%

77,984,867
10,941,419
0

78,309,127
16,456,970
1,736,822

82,598,142
16,137,588
2,988,736

4,289,015
(319,382)
1,251,914

5.48%
-1.94%
72.08%

88,926,286

96,502,919

101,724,466

5,221,547

5.41%

43

CHANGE IN FUND BALANCE
Estimated
Beginning
Fund
Balance
10,987,261

Description
GENERAL FUND (001)
SPECIAL REVENUE FUNDS
DOWNTOWN REDEVELOPMENT TRUST FUND (104)
ORMOND CROSSINGS TRUST FUND (106)
STORMWATER UTILITY FUND (107)
AIRPORT FUND (108)*
LOCAL LAW ENFORCEMENT TRUST FUND (109)
ECONOMIC DEVELOPMENT FUND (110)
STATE LAW ENFORCEMENT TRUST FUND (112)
PENSION CONTRIBUTION PASS THROUGH (113)
RECREATION FACILITY FEE FUND (115)
GRANTS FUND (116)
TOTAL SPECIAL REVENUE FUNDS
DEBT SERVICE FUNDS
FINANCING DEBT SERVICE FUND (205)
2002 GOB DEBT SERVICE FUND (209)
2003 GOB DEBT SERVICE FUND (210)
2005 REVENUE BOND FUND (211)
2010 BEACHFRONT PARK BONDS (220)
TOTAL DEBT SERVICE FUNDS
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENTS FUND (301)
EQUIPMENT RENEWAL AND REPLACEMENT FUND (302)
PUBLIC SAFETY VEHICLE & EQUIPMENT FUND (305)
TRANSPORTATION IMPROVEMENTS FUND (308)
RECREATION IMPACT FEE FUND (310)
LOCAL ROAD IMPACT FEE FUND (316)
FACILITIES RENEWAL & REPLACEMENT (317)
STORMWATER IMPACT FEE FUND (318)
TOTAL CAPITAL PROJECTS FUNDS
*Deficit is being funded through an advance from the General Fund

44

Budget
Budget
Revenue
Expenditures
FY 2021-22
FY 2021-22
36,115,221
37,753,928

Use
of Fund
Balance
1,638,707

Estimated
Ending
Fund
Balance
9,348,554

1,631,166
541,485
7,643,507
(621,309)
88,248
55,426
6,000
385,195
16,574
9,746,292

1,244,432
255,461
2,531,000
2,593,549
800,000
41,600
7,466,042

2,129,601
255,461
2,531,000
2,657,240
65,800
800,000
41,600
8,480,702

885,169
63,691
65,800
1,014,660

745,997
541,485
7,643,507
(685,000)
22,448
55,426
6,000
0
385,195
16,574
8,731,632

198,359
139,137
90,590
11,925
12,194
452,205

730,798
114,934
157,000
352,747
1,355,479

730,798
114,934
157,000
352,747
1,355,479

-

198,359
139,137
90,590
11,925
12,194
452,205

976,182
1,784,480
2,675,547
223,561
1,132,848
570,609
544,894
7,908,121

534,075
202,136
1,824,658
125,000
60,000
503,358
25,000
3,274,227

534,075
421,363
2,148,225
2,835,677
125,000
60,000
693,000
25,000
6,842,340

219,227
1,011,019
189,642
1,419,888

976,182
1,565,253
1,664,528
223,561
1,132,848
380,967
544,894
6,488,233

REVENUE HIGHLIGHTS
OVERVIEW:
Citywide net revenues and use of prior year’s reserves for FY 2021-22 are budgeted at
$81,168,884.
TAXABLE VALUE:
The 2021 taxable value is $4.12 billion, an increase of $216 million from the 2020 taxable value.
The increase in taxable value includes $180 million from existing properties and $36 million
from new construction and annexations.

Gross Taxable Value
Ten Year Trend
$4.5
$4.0

(In billions)

$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2.63

2.48

2.46

2.50

2.66

2.84

3.01

3.25

3.46

3.67

3.90

4.12

45

PROPERTY TAX REVENUE & RATES:
General operating revenue available for general operations and capital improvements is
estimated to be $15.5 million.

Summary of Property Tax Rates
Fund

FY 2020-21

FY 2021-22

$ Var

% Var

General Fund

001

3.4168

3.3478

(0.0690)

-2.02%

Facilities Renewal & Replacement

317

0.1340

0.1270

(0.0070)

-5.22%

Capital Improvements

301

0.1070

0.1020

(0.0050)

-4.67%

Vehicle & Equipment R & R

302

0.1150

0.0510

(0.0640)

-55.65%

Transportation Improvements

308

0.1340

0.1270

(0.0070)

-5.22%

Public Safety Fund

305

-

0.1580

0.1580

0.00%

3.9068

3.9128

0.0060

0.15%

Subtotal - Operating Millage
Rate is 5.5% above rollback
2003 GOB

210

0.0310

0.0290

(0.0020)

-6.45%

2010 GOB

220

0.0930

0.0890

(0.0040)

-4.30%

Subtotal - Debt Millages

0.1240

0.1180

(0.0060)

-4.84%

Combined City Tax Rate

4.0308

4.0308

-

0.00%

The operating tax rate is 3.9128 mills. The total tax rate (including debt service) is 4.0308 mills.

46

GENERAL FUND REVENUES
General Fund net revenues are budgeted to be $35,285,617 million, an increase of $2,582,923
from the previous year. The change includes an increase in property tax revenue of $460,488
resulting from an increase in the taxable value. Non-ad valorem tax revenue is expected to
increase by $141,800 and Intergovernmental Revenue is expected to increase from the prior year
budget by $1,248,800.
The largest components of General Fund revenue include:
 Property taxes ($13.3 million)
 Franchise fees ($3 million)
 Utility taxes ($4.2 million)
 Intergovernmental revenues ($4.1 million) which includes the half cent sales tax and
municipal revenue sharing.
 Transfers to the General Fund ($4.7 million)
DOWNTOWN REDEVELOPMENT FUND:
Tax increment proceeds are the primary revenue source for the Downtown Development Fund.
The incremental taxable value of the district increased by $4.2 million with 95% being captured
within the fund. Revenue from tax increment proceeds are used for capital improvements within
the district.
STORMWATER UTILITY FUND:
Revenues consist of stormwater user fees in the amount of $2.5 million. The proposed budget
assumes no increase in the monthly stormwater fee.
AIRPORT FUND:
The budget includes $192,000 in revenue from leases and business activities and $2.3 million in
grant funding to pay for capital projects.
CAPITAL IMPROVEMENT FUND,
Pursuant to the City Commission’s direction, the budget includes a dedicated millage for capital
improvements which generates $404,000 in property tax revenue.
VEHICLE/EQUIPMENT RENEWAL & REPLACEMENT:
Pursuant to the City Commission’s direction, the budget includes a dedicated millage for capital
improvements which generates $202,000 in property tax revenue to fund General vehicles.
PUBLIC SAFETY VEHICLE/EQUIPMENT FUND:
In fulfillment of the City Commission’s strategic plan, the budget includes a new dedicated
millage for public safety vehicle and equipment replacement which will generate $626,000 in
property tax revenue.
TRANSPORTATION FUND:
Pursuant to the City Commission’s direction, the budget includes a dedicated millage for capital
improvements which generates $503,000 in property tax revenue.

47

FACILITIES RENEWAL & REPLACEMENT FUND:
Pursuant to the City Commission’s direction, the budget includes a dedicated millage of for
facilities renewal and replacement which generates $503,000.
WATER AND WASTEWATER:
The primary revenue source of the Water and Wastewater Fund consists of user fees to
customers both inside and outside the City. Water and sewer fees account for $20.6 million.
Water/Wastewater Rate Increase History
Date
10/01/98
10/01/02
02/01/06
10/01/06
01/01/08
10/01/08
10/01/09
10/01/10
10/01/13
10/01/15
09/30/16
10/1/2017
9/30/2018
Proposed 10/1/21
Proposed 9/30/22

Increase
5.06%
2.47%
17.23%
5.99%
5.77%
5.97%
1.77%
2.57%
2.50%
3.94%
3.80%
3.66%
1.76%
1.80%
3.50%

Water
14.15
14.50
17.00
18.03
19.07
20.20
20.56
21.09
21.62
22.62
23.62
24.62
25.12
25.57
26.46

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

Sewer
19.04
19.51
22.87
24.23
25.63
27.17
27.65
28.36
29.08
30.08
31.08
32.08
32.58
33.17
34.33

Amount
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

WATER AND WASTEWATER RENEWAL & REPLACEMENT FUND:
Revenues of the Renewal and Replacement Fund include a transfer of $2.5 million from the
Water and Wastewater Operating Fund.
SOLID WASTE:
The primary revenue source is solid waste user fees ($7.9 million). The proposed budget
assumes no rate increase for garbage collection or recycling.

48

33.19
34.01
39.87
42.26
44.70
47.37
48.21
49.45
50.70
52.70
54.70
56.70
57.70
58.74
60.79

EXPENDITURE HIGHLIGHTS
PERSONNEL COSTS:
Total personnel costs are budgeted to be $30.2 million for FY 2020-21.
All Funds Wages and Benefits

Wages
FICA
Pension/Deferred Comp.
Health Insurance
Worker's Compensation

Wages
FICA
Pension/Deferred Comp.
Health Insurance
Worker's Compensation

Wages
FICA
Pension/Deferred Comp.
Health Insurance
Worker's Compensation

Change
FY 2020-21
to FY 2021-22
603,803
75,937
(395,601)
(148,964)
(358,004)
(222,829)

% Change
FY 2020-21
to FY 2021-22
3.04%
5.00%
-9.63%
-3.96%
-31.41%
-0.73%

General Fund Wages and Benefits
Change
Budget
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22
15,742,116
16,338,566
596,450
1,204,264
1,281,168
76,904
3,576,173
3,289,543
(286,630)
2,684,159
2,726,191
42,032
906,769
621,912
(284,857)
24,113,481
24,257,380
143,899

% Change
FY 2020-21
to FY 2021-22
3.79%
6.39%
-8.01%
1.57%
-31.41%
0.60%

Other Fund Wages and Benefits
Change
Budget
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22
4,115,845
4,123,198
7,353
314,861
313,894
(967)
532,480
423,509
(108,971)
1,082,135
891,139
(190,996)
232,847
159,700
(73,147)
6,278,168
5,911,440
(366,728)

% Change
FY 2020-21
to FY 2021-22
0.18%
-0.31%
-20.46%
-17.65%
-31.41%
-5.84%

Budget
FY 2020-21
19,857,961
1,519,125
4,108,653
3,766,294
1,139,616
30,391,649

Health Insurance
3,617,330
12%

Budget
FY 2021-22
20,461,764
1,595,062
3,713,052
3,617,330
781,612
30,168,820

Personnel Costs
All Funds

Pension
3,713,052
12%

Worker's Compensation
781,612
3%

FICA
1,595,062
5%

Wages
20,461,764
68%
Wages

FICA

Pension

Health Insurance

49

Worker's Compensation

POSITION COUNT HISTORY:
The budget includes 342 full-time positions and 39 part-time positions.

400
350

36

38

40

42

43

42

42

43

41

39

37

326

324

322

322

324

328

329

333

336

337

342

300
250
200
150
100
50
0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Full‐time

Part‐Time

50

AUTHORIZED POSITIONS:

Department / Division

FY 19-20
Full-time Part-time
Positions Positions

FTE

FY 20-21
Full-time Part-time
Positions Positions

FTE

FY 21-22
Full-time Part-time
Positions Positions

FTE

Office of City Manager

4.00

-

4.00

4.00

-

4.00

4.00

-

4.00

Support Services

4.00

-

4.00

4.00

-

4.00

4.00

-

4.00

Office of City Attorney

5.00

-

5.00

5.00

-

5.00

5.00

-

5.00

Human Resources

3.00

-

3.00

3.00

-

3.00

3.00

-

3.00

Finance Department
Budget/Finance
Utility Billing

10.00
12.00

-

9.65
12.35

10.00
12.00

-

10.00
12.00

10.00
12.00

-

10.00
12.00

Information Technology

7.00

-

7.00

7.00

-

7.00

7.00

-

7.00

Planning Department

5.00

1.00

5.25

5.00

1.00

5.60

5.00

1.00

5.60

Building Inspections/Permitting

11.00

-

11.35

11.00

-

11.00

12.00

-

12.00

Economic Development

1.00

-

0.90

1.00

-

1.00

1.00

-

1.00

Police Department

88.00

1.00

88.50

88.00

1.00

88.50

91.00

1.00

91.50

Neighborhood Improvement

6.00

-

6.00

6.00

-

6.00

6.00

-

6.00

Fire Department

48.00

-

48.00

48.00

-

48.00

48.00

-

48.00

Public Works Department
Engineering
Streets and Roadside Mnt.
Fleet Operations

12.00
19.00
5.00

1.00

12.25
19.05
5.50

12.00
19.00
5.00

1.00

12.00
19.00
5.50

12.00
19.00
5.00

1.00

12.00
19.00
5.50

Page Subtotal

240.00

3.00

241.80

240.00

3.00

241.60

244.00

3.00

245.60

51

AUTHORIZED POSITIONS:

Department / Division

FY 19-20
Full-time Part-time
Positions Positions

FTE

FY 20-21
Full-time Part-time
Positions Positions

FTE

FY 21-22
Full-time Part-time
Positions Positions

FTE

Stormwater Maintenance

10.00

-

9.90

10.00

-

10.00

10.00

-

10.00

Utilities
Water Production
Wastewater Treatment
Water Distribution
Wastewater Collection
Sub-Total: Utilities

19.00
12.00
12.00
13.00
56.00

1.00
1.00
2.00

16.80
13.30
13.30
14.80
58.20

21.00
12.00
12.00
13.00
58.00

1.00
1.00
2.00

21.50
12.50
12.00
13.00
59.00

21.00
12.00
12.00
13.00
58.00

1.00
1.00
2.00

21.50
12.50
12.00
13.00
59.00

Solid Waste
Collection and Disposal
Recycling
Sub-Total: Solid Waste Services

1.00
1.00

-

0.65
0.35
1.00

1.00
1.00

-

1.00
1.00

1.00
1.00

-

1.00
1.00

Total: Public Works Department

103.00

3.00

105.90

105.00

3.00

106.50

105.00

3.00

106.50

Leisure Services
Building Maintenance
Administration
Nova Community Center
South Ormond Neighborhood Center
Gymnastics
Athletic Field Maintenance
Parks and Grounds Mnt.
The Casements
Environmental Discovery Center
Performing Arts Center
Senior Center
Community Events
Sub-Total: Leisure Services

7.00
6.00
1.00
1.00
1.00
4.00
4.00
1.00
1.00
1.00
1.00
28.00

1.00
1.00
5.00
3.00
2.00
7.00
4.00
5.00
2.00
5.00
1.00
2.00
38.00

7.00
6.63
3.75
2.50
2.25
7.50
6.00
3.75
2.00
3.75
0.50
2.25
47.88

7.00
6.00
1.00
1.00
4.00
4.00
1.00
1.00
1.00
1.00
27.00

1.00
1.00
5.00
3.00
7.00
4.00
5.00
2.00
5.00
1.00
2.00
36.00

7.50
6.50
3.50
2.50
7.50
6.00
3.50
2.00
3.50
0.50
2.00
45.00

7.00
6.00
1.00
1.00
4.00
5.00
1.00
1.00
1.00
1.00
28.00

1.00
1.00
5.00
3.00
7.00
2.00
5.00
2.00
5.00
1.00
2.00
34.00

7.50
6.50
3.50
2.50
7.50
6.00
3.50
2.00
3.50
0.50
2.00
45.00

Airport

1.00

-

1.10

1.00

-

1.00

1.00

-

1.00

Total FTE

336.00

43.00

359.88

337.00

41.00

357.60

342.00

39.00

361.60

FY 21-22 Changes:
Full-time:
Add 2 Police Officers (Grant Funded)

2.00

Add 1 Victim Advocate (Grant Funded)

1.00

Add 1 Building Inspector

1.00

Add 1 Parks Maintenance Worker

1.00

Total Full Time FTE Change

5.00

Part-time:
Delete 2 Parks Maintenance Workers

1.00

Total Part Time FTE Change

1.00

52

EXPENDITURES
GENERAL FUND:
General fund net expenditures are $35,285,617 million, an increase of $2,582,923 or 7.9%. The
budget includes $2.7 million for health insurance. The budget also includes $3.3 million for the
City’s annual required pension contribution which is a reduction of $286,000 from the prior
year.
DOWNTOWN REDEVELOPMENT FUND:
The budget includes $2 million for maintenance and capital improvements. Property
improvement grant funding is also included in the amount of $100,000.
STORMWATER UTILITY FUND:
The budget includes $1.1 million for personnel and operating costs, transfers of $197,000, and
$854,000 in capital improvement projects.
AIRPORT FUND:
The budget includes $259,000 for personnel and operating costs, transfers of $15,000, and $2.4
million in capital improvement projects.
CAPITAL IMPROVEMENT FUND:
The budget includes:
 Washington Street Sidewalk ($115,000)
 City Hall Air Handler ($225,000)
TRANSPORTATION FUND:
The budget includes $2 million in infrastructure improvements and $680,000 in transfers to the
General Fund for streets maintenance.
FACILITIES RENEWAL AND REPLACEMENT FUND:
The budget includes maintenance to various City facilities $69,000 and capital improvement
projects of $625,000.
WATER AND WASTEWATER:
The budget includes $11.1 million of personnel and operating expenditures and $10.7 million in
transfers for capital project funding and debt service.
SOLID WASTE:
This fund receives fees for solid waste removal and recycling services from City residents and
business and pays an outside contractor to perform these services. The budget includes $8.1
million for personnel and operating expenses and $1.3 million in transfers.

53

DEBT SUMMARY:
The Charter of the City of Ormond Beach does not provide a debt limit. Bond Series 2003 GOB
was issued to finance the construction of Fire Station #92 and was approved through a voter
referendum which provided for a dedicate tax millage. Bond Series 2004 was issued to finance
the construction of Fire Station #91. The last bond issue, Series 2010, was the result of a voter
referendum which approved the levy of a tax millage and associated debt financing for the
construction of a beachfront park.

GENERAL GOV'T DEBT SERVICE REQUIREMENTS

Amounts in thousands
Fiscal
Year
Ending

2003 General Obligation Bonds
Fire Station #92
Principal
100
105
110
215

2021
2022
Total

Fiscal
Year
Ending

Total
14
7
4
11

114
112
114
226

2004 Revenue Bonds
Fire Station #91
Principal

Interest

140
146
151
437

2022
2023
2024 & Beyond
Total

Fiscal
Year
Ending

Interest

Total
16
11
6
33

156
157
157
470

2010 General Obligation Bonds
Beachfront Park
Principal
270
275
2,160
2,705

2022
2023
2024 & Beyond
Total

54

Interest
78
70
256
404

Total
348
345
2,416
3,109

Water and Sewer Bonds are issued to provide financing for the construction and rehabilitation
of the City’s water and wastewater system.

WATER AND SEWER REVENUE BONDS
AND SRF LOAN FOR WWW
In thousands
FY Ending
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Total

Principal
$
4,406
$
4,043
$
3,753
$
3,874
$
1,727
$
1,775
$
1,830
$
1,884
$
1,942
$
1,517
$
1,286
$
853
$
28,890

55

$
$
$
$
$
$
$
$
$
$
$
$
$

Interest
814
697
577
461
341
293
245
195
143
89
53
20
3,928

$
$
$
$
$
$
$
$
$
$
$
$
$

Total
5,220
4,740
4,330
4,335
2,068
2,068
2,075
2,079
2,085
1,606
1,339
873
32,818











56

GENERAL FUND
TABLE OF CONTENTS
BUDGETARY AND STAFFING INFORMATION
General Fund Revenues/Expenditures ................................................................................................. 58
City Commission ............................................................................................................................................. 62
Office of City Manager ................................................................................................................................... 64
Support Services .............................................................................................................................................. 67
City Attorney .................................................................................................................................................... 70
Budget/Finance/Purchasing .......................................................................................................................... 73
Information Technology ................................................................................................................................ 76
Human Resources............................................................................................................................................ 79
Planning ............................................................................................................................................................. 82
Building Maintenance .................................................................................................................................... 85
Police ................................................................................................................................................................... 89
Neighborhood Improvement ...................................................................................................................... 109
Fire and Emergency Medical Services ....................................................................................................... 113
Building Inspections ...................................................................................................................................... 118
Roadside and Right of Way Maintenance .............................................................................................. 122
Engineering ..................................................................................................................................................... 125
Fleet Maintenance ......................................................................................................................................... 130
Economic Development ................................................................................................................................ 133
Parks & Grounds ............................................................................................................................................136
Leisure Services Administration ................................................................................................................ 140
The Casements ............................................................................................................................................... 144
Performing Arts Center................................................................................................................................ 148
Senior Center .................................................................................................................................................. 152
Community Events........................................................................................................................................ 155
Environmental Discovery Center .............................................................................................................. 159
Nova Community Center ............................................................................................................................ 164
South Ormond Neighborhood Center ..................................................................................................... 168
City Sponsored Sports/Atheltic Fields Maintenance ........................................................................... 171
Contributions/Contingency ........................................................................................................................175
Transfers ...........................................................................................................................................................176

57

GENERAL FUND REVENUES
General Fund Revenue Summary
Description
Property Taxes
Other Taxes
License and Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Miscellaneous Revenue
Transfers In
Use of Fund Balance:
Total Revenues
Less: Fleet
Less: Engineering
Total Net Revenues

Actual
FY 2019-20
12,617,959
6,045,033
3,913,108
5,339,594
763,025
62,709
2,704,422
4,377,640
35,823,490
1,316,960
962,868
35,469,398

REVISED
Estimate
FY 2020-21
Revenues
12,820,332
5,975,700
4,058,250
2,834,500
752,400
80,000
2,819,810
4,467,723
1,320,000
35,128,715
1,233,777
1,192,244
32,702,694

58

Budget
FY 2021-22
13,280,820
6,117,500
4,217,350
4,083,300
773,800
73,000
2,899,771
4,669,680
1,638,707
37,753,928
1,380,289
1,088,022
35,285,617

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
460,488
141,800
159,100
1,248,800
21,400
(7,000)
79,961
201,957
318,707
2,625,213
146,512
(104,222)
2,582,923

3.59%
2.37%
3.92%
44.06%
2.84%
-8.75%
2.84%
4.52%
24.14%
7.47%
11.88%
-8.74%
7.90%

GENERAL FUND REVENUES

Misc. Revenue
8%
Transfers In
12%

Fines
0%
Chg. For Services
2%

Fund Balance
4%

Intergov't
11%

License & Permits
11%
Other Taxes
16%

Property Taxes
36%

59

GENERAL FUND EXPENDITURE SUMMARY
General Fund Summary
Description

Change

% Change

Actual

Estimate

Budget

FY 2020-21

FY 2020-21

FY 2019-20

FY 2020-21

FY 2021-22

to FY 2021-22

to FY 2021-22

General Government
City Commission

321,252

402,974

394,168

(8,806)

City Manager

631,548

635,867

658,142

22,275

-2.19%
3.50%

Support Services

341,346

374,524

380,870

6,346

1.69%
4.67%

City Attorney

831,044

769,676

805,651

35,975

Finance

853,983

936,611

1,007,418

70,807

7.56%

Information Technology

917,615

995,710

1,029,282

33,572

3.37%
16.72%

Human Resources

375,386

398,439

465,061

66,622

Planning

623,574

652,419

669,253

16,834

2.58%

Building Maintenance

826,128

778,446

826,057

47,611

6.12%

5,721,876

5,944,666

6,235,902

291,236

4.90%

18.01%

Total General Government
Public Safety
Police Administration

827,505

803,089

947,704

144,615

Police Operations

5,951,387

6,055,862

6,093,571

37,709

0.62%

Police Community Outreach

497,199

526,160

523,971

(2,189)

-0.42%

Police Criminal Investigations

1,210,923

1,254,432

1,378,597

124,165

9.90%

Police Community Services

363,250

386,435

380,455

(5,980)

-1.55%

Police Records

150,597

166,447

172,361

5,914

3.55%

Neighborhood Improvements

384,738

436,575

430,544

(6,031)

-1.38%

Fire & EMS

6,635,386

6,351,305

6,245,373

(105,932)

-1.67%

Building Inspections

1,035,089

1,077,529

1,078,444

915

0.08%

Total Public Safety

17,056,074

17,057,834

17,251,020

193,186

1.13%

2,002,832

2,037,494

2,227,185

189,691

9.31%

962,868

1,192,244

1,088,022

(104,222)

-8.74%

Fleet

1,316,960

1,233,777

1,380,289

146,512

11.88%

Total Public Works

4,282,660

4,463,515

4,695,496

231,981

5.20%

413,683

390,128

382,023

(8,105)

-2.08%

Parks & Grounds

2,087,277

2,177,602

2,326,992

149,390

6.86%

Administration

668,062

694,742

731,473

36,731

5.29%

Public Works
Roadside and Right of Way Mnt.
Engineering

Economic Development
Leisure Services

Cultural
Casements

271,948

268,779

267,669

(1,110)

-0.41%

Performing Arts Center

419,593

268,580

273,166

4,586

1.71%

Senior Center

87,921

94,157

97,399

3,242

3.44%

Community Events

127,146

202,910

206,649

3,739

1.84%

Environmental Learning Center

115,988

160,814

155,789

(5,025)

0.00%

Athletics
Gymnastics

104,625

-

-

-

Nova Recreation Center

284,615

326,843

321,410

(5,433)

-1.66%

South Ormond Center

245,806

272,173

278,969

6,796

2.50%

Athletic Fields/City Sponsored Sport

1,345,444

1,407,479

1,464,924

57,445

4.08%

Total Leisure Services

5,758,425

5,874,079

6,124,440

250,361

4.26%

Non-Departmental
Contributions/Contingency

94,615

91,528

203,710

112,182

122.57%

Transfers

1,173,450

1,306,965

2,861,337

1,554,372

118.93%

Total Expenditures

34,500,783

35,128,715

37,753,928

2,625,213

7.47%

Less: Fleet expenditures

1,316,960

1,233,777

1,380,289

146,512

11.88%

Less: Engineering
Total Net Expenditures

962,868

1,192,244

1,088,022

(104,222)

-8.74%

32,220,955

32,702,694

35,285,617

2,582,923

7.90%

60

GENERAL FUND EXPENDITURES

Non-Dept.
1.42%
Leisure Services
16.2%

Econ. Dev.
1.0%

General Government
16.5%

Public Safety
45.7%

Public Works
12.4%

61

CITY COMMISSION
The City Commission is comprised of five members and is the elected
legislative and governing body of the City. The City Commission is
responsible for:
 Establishing policies
 Managing growth and land use
 Adopting an annual budget and tax rate
 Setting water and wastewater rates and other fees and charges for
City services
 Adopting local laws and ordinances
 Hiring and overseeing the City Manager and City Attorney
Four members of the City Commission are elected from geographically
defined zones and must reside within the zone to be its elected
representative. The Mayor is elected by voters City-wide and must reside
within the City limits of Ormond Beach. All members serve two year terms.

Pictured: From left to right; Zone 1 City Commissioner Dwight Selby, Zone 2 City Commissioner
Troy Kent, Mayor Bill Partington, Zone 3 City Commissioner and Deputy Mayor Susan Persis,
and Zone 4 City Commissioner Rob Littleton

62

CITY COMMISSION
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
321,252
321,252

Estimate
FY 2020-21
402,974
402,974

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
394,168
(8,806)
-2.19%
394,168
(8,806)
-2.19%

Actual
FY 2019-20
138,587
182,665
321,252

Estimate
FY 2020-21
138,199
264,775
402,974

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
150,793
12,594
9.11%
243,375
(21,400)
-8.08%
0.00%
0.00%
394,168
(8,806)
-2.19%

Actual
FY 2019-20
1.00
4.00

Estimate
FY 2020-21
1.00
4.00

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
1.00
0.00
0.00%
4.00
0.00
0.00%

5.00

5.00

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Mayor
City Commissioners
Total

63

5.00

0.00

0.00%

OFFICE OF CITY MANAGER
The City Manager is the chief executive officer of the City and provides
executive leadership necessary to carry out the mission, goals, and policies
established by the City Commission.
The City Manager’s Office is responsible for administration of all City
services and enforcement of all laws pursuant to the City Charter, including:
 appointment and removal of all employees (except City Attorney and
the Attorney’s staff)
 operational and financial management of City services
 preparation and recommendation of an annual operating budget and
five (5) year capital improvements program
 keeping the City Commission informed as to the financial condition
and future needs of the City
 preparation of the City Commission’s meeting agendas
 implementing and administering the policy directives of the City
Commission within the parameters of the City Charter

64

OFFICE OF CITY MANAGER
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
631,548
631,548

Estimate
FY 2020-21
635,867
635,867

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
658,142
22,275
658,142
22,275

% Change
FY 2020-21
to FY 2021-22
3.50%
3.50%

Actual
FY 2019-20
567,332
64,216
631,548

Estimate
FY 2020-21
577,496
58,371
635,867

Budget
FY 2021-22
597,191
60,951
658,142

Change
FY 2020-21
to FY 2021-22
19,695
2,580
22,275

% Change
FY 2020-21
to FY 2021-22
3.41%
4.42%
0.00%
0.00%
3.50%

Actual
FY 2019-20
1.00
1.00
1.00
1.00

Estimate
FY 2020-21
1.00
1.00
1.00
1.00

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
1.00
0.00
0.00%
1.00
0.00
0.00%
1.00
0.00
0.00%
1.00
0.00
0.00%

4.00

4.00

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

City Manager
Assistant City Manager
Public Information Officer
Executive Secretary
Total

65

4.00

0.00

0.00%

CITY COMMISSION/CITY MANAGER
GOALS:
In 2018, the City of Ormond Beach conducted an extensive citizen engagement process,
The OB Life, to fully engage the community to help determine the kind of city Ormond
Beach would be in the future. A series of six community forums were held addressing
 transportation and livable communities
 environment and water quality
 public safety

 community development
 economic development
 leisure and culture

Nearly 700 people attended the meetings where they heard presentations from 17
speakers, participated in small group discussions, and posed more than 600 questions
which are all answered by city staff and posted on the city’s website.
This comprehensive process provided community education and gathered valuable input
that guided the discussions of the Mayor and City Commissioners during the strategic
planning workshop held on February 27, 2019, which was also attended by the City
Manager, City Attorney and the city’s senior staff.
Using the information gathered from participants in The OB Life series, the
Commissioners identified strategic issues the city should address along with specific
objectives for the city to accomplish in the next few years. The final activity of the
workshop was for the City Commission to select and refine priority objectives for
implementation in the following key areas:
 COMMUNITY DEVELOPMENT
 ECONOMIC DEVELOPMENT
 GOVERNANCE
 PUBLIC SAFETY
 QUALITY OF LIFE
 TRANSPORTATION
 WATER QUALITY & ENVIRONMENT

66

SUPPORT SERVICES
Support services provides the following services:
 preparation of Commission meeting agenda packets and minutes
 clerical and word processing services to various City departments and
advisory boards
 records management including security, retrieval and disposition for
all City Commission actions
 election administration
 internal mail collection and distribution
 operating of the receptionist station on the second floor of City Hall

67

SUPPORT SERVICES
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
341,346
341,346

Estimate
FY 2020-21
374,524
374,524

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
380,870
6,346
380,870
6,346

% Change
FY 2020-21
to FY 2021-22
1.69%
1.69%

Actual
FY 2019-20
244,738
96,608
341,346

Estimate
FY 2020-21
279,247
95,277
374,524

Budget
FY 2021-22
252,843
128,027
380,870

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(26,404)
-9.46%
32,750
34.37%
0.00%
0.00%
6,346
1.69%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
City Clerk
Office Assistant III*
Office Assistant IV
Assistant City Clerk
Office Manager
Administrative Assistant
Total
Transferred to Finance

1.00
0.00
1.00
1.00
0.00
1.00

1.00
0.00
0.00
1.00
1.00
1.00

1.00
0.00
0.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

4.00

4.00

4.00

0.00

0.00%

68

SUPPORT SERVICES
GOALS:
 Maintain initial response to all citizen and media information requests within one work
day.
 Provide timely preparation of City Commission agenda and minutes and reduce number
of City Commission agenda packet revisions to improve quality of work product.
 Continue training and education of Support Services staff. City Clerk to continue to
attend training to obtain CMC designation.
 Continue to work with Supervisor of Elections for elections. Provide support to
candidates and PAC’s as needed.
 Continue to implement website improvements to meet ADA compliance to WCAG
standards.
 Research options for Agenda management software to replace IMQ2’s outdated
software.
 Coordinate with IT and Munis for development of department records archiving
software.

Actual
FY 2019-20
City Commission Meetings:
Number agenda items
Number of items processed within 4 days
of meetings
% of minutes completed in 6 working days

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

390

400

400

-

0.00%

390

400

400

-

0.00%

90%

90%

90%

-

0.00%

ACCOMPLISHMENTS:
 Provided administrative support for 22 regular City Commission meetings, 10 City
Commission workshops, with agenda packets totaling 330 agenda items, over 24,000
pages, including 199 resolutions and 33 ordinances.
 Provided support to City Commission candidates and administered the 2018 election and
County wide Mail Ballot Special Election.
 Provided administrative support for citizen advisory boards.
 Maintained efficient records management program with disposition of 278 cubic feet of
records in 2018.
 Processed over 113 public records requests
 Provided administrative support for content updates on City’s website
 Coordinated with IT to begin ADA website compliance for City’s website.
 Provided support with updating and creating the new commissioner orientation.

69

CITY ATTORNEY
The Office of City Attorney is responsible for:
 providing legal advice and recommendations to the City Commission,
City Department Directors, Division Managers and to the various
advisory and quasi-judicial boards
 litigation brought against or on behalf of the City
 handling all legal issues involving or affecting the City
 communicating the City’s position on various legislative matters to
State and Federal legislative bodies.
The Office of City Attorney coordinates the City’s response and strategy
regarding general liability insurance claims brought against the City,
handles related litigation, and determines if specialized outside legal
assistance is needed.

70

CITY ATTORNEY
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
831,044
831,044

Estimate
FY 2020-21
769,676
769,676

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
805,651
35,975
4.67%
805,651
35,975
4.67%

Actual
FY 2019-20
703,555
127,489
831,044

Estimate
FY 2020-21
708,099
61,577
769,676

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
743,724
35,625
5.03%
61,927
350
0.57%
0.00%
0.00%
805,651
35,975
4.67%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
City Attorney
Deputy City Attorney
Assistant City Attorney
Para-Legal

1.00
1.00
1.00
2.00

1.00
1.00
1.00
2.00

1.00
1.00
1.00
2.00

0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%

Total

5.00

5.00

5.00

0.00

0.00%

71

CITY ATTORNEY
GOALS:
 Keep the City Commission and management staff apprised of new developments in
statutory, regulatory, and decisional law.
 Assist the City Commission and management staff in avoiding litigation and claims to
the maximum extent possible.
 Successfully defend/prosecute litigation involving the City.
 Provide legal opinions to the City Commission and management staff in a timely manner.
 Keep City laws and policies in compliance with current law.

ACCOMPLISHMENTS:
 Informed the City Commission and management staff apprised of new developments in
statutory, regulatory, and decisional law.
 Assist the City Commission and management staff in avoiding litigation and claims to
the maximum extent possible.
 Successfully defend/prosecute litigation involving the City.
 Provide legal opinions to the City Commission and management staff in a timely manner.
 City laws and policies are in compliance with current law.

72

FINANCE
The Department is responsible for maintaining the City's financial
accounting system that includes processing of all City financial
transactions, maintaining and disseminating financial statements and
related reports to City departments, governmental agencies and insurance
and bond rating companies, and preparation of the City's bi-weekly payroll.
In addition, this program produces the City's Comprehensive Annual
Financial Report (CAFR), provides assistance to the City's external
auditing firm, provides pension administration services for retired City
employees, oversees the investment of City funds and is responsible for debt
administration.
The Department provides support service of City government responsible
for coordinating and directing the development of the City’s Annual
Operating Budget and five-year Capital Improvement Program. In addition,
the Budget Office monitors revenues and expenditures, evaluates
performance results of all City programs, provides technical assistance to
City departments, oversees the performance outcome system, and provides
information and technical assistance to the City Manager, elected officials
and City staff.
The Department is responsible for overseeing a decentralized purchasing
system that reviews and processes purchase orders for commodities and
services that exceed $500. The Purchasing Office is also responsible for
obtaining price quotes to ensure competitive bidding in accordance with
City purchasing thresholds, coordinating and developing formal bids and
requests for proposals and ensuring compliance with the City’s Purchasing
Ordinance and accepted industry standards.
The Department also is responsible for coordinating the City’s Risk
Management program through the efforts of a full time Risk Manager. This
program conducts employee safety workshops and on-site inspections, keeps
departments advised of safety issues, recommends loss control measures and
conducts investigations on workers’ compensation, accidents and general
liability claims.

73

FINANCE
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
853,983
853,983

Estimate
FY 2020-21
936,611
936,611

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
1,007,418
70,807
1,007,418
70,807

% Change
FY 2020-21
to FY 2021-22
7.56%
7.56%

Actual
FY 2019-20
820,618
33,365
853,983

Estimate
FY 2020-21
873,281
63,330
936,611

Budget
FY 2021-22
950,088
57,330
1,007,418

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
76,807
8.80%
(6,000)
-9.47%
0.00%
0.00%
70,807
7.56%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Finance Director
Assistant Finance Director
Accountant
Accounting Technician
Purchasing Coordinator
Grants Coordinator
Office Asst. III
Risk Manager

0.65
1.00
1.00
3.00
1.00
1.00
1.00
1.00

1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00

1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

9.65

10.00

10.00

0.00

0.00%

74

FINANCE
GOALS:
 Maintain the high standard and level of financial reporting in obtaining GFOA
“Certificate of Achievement for Excellence in Financial Reporting”.
 Complete publication of the Comprehensive Annual Financial Report (CAFR) and
submit to the City Commission no later than February following the end of the prior
fiscal year.
 Process 100% of invoice payments within 25 days of approval date.
 Submit the proposed Five-Year CIP and Annual Budget documents to the City
Commission five days prior to the respective scheduled budget workshops.
 Complete budget document with 30 days of adoption.
 Achieve a forecast accuracy rate (estimate vs. actual) for undesignated fund balance
in the General Fund that is within 5% of audited results.
 Obtain an average of three (3) responses to formal bids and RFP’s.
 Reimbursement of remaining funds for hurricane Matthew and Irma.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
# of A/P checks
# of Accounts Payable EFT
# of Purchase orders issued
# of Payroll checks
# of Payroll direct deposits
Effectiveness:
% participating in direct deposit
Number of days to issue CAFR

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

7,100
2,150
1,116
9,110

7,350
2,560
1,176
9,115

7,100
3,000
1,350
9,120

(250)
440
174
5

-3.40%
17.19%
14.80%
0.00%
0.05%

90%
140

91%
140

91%
140

-

0.00%
0.00%

ACCOMPLISHMENTS:
 Continued maintaining the high standard and level of financial reporting in obtaining the
GFOA “Certificate of Achievement for Excellence in Financial Reporting”.
 Completed publication of the Comprehensive Annual Financial Report (CAFR) and
submitted to the City Commission in early February following the end of the prior fiscal
year.
 Maintained participation in the payroll direct deposit program at 85%.
 Processed 100% of invoice payments within 25 days of approval date.
 Completed budget document within 30 days of budget adoptions.
 Submitted proposed Five-Year CIP and Annual Budget to City Commission at least five
days before workshops.
 Implemented a new financial operating system.

75

INFORMATION TECHNOLOGY
Information Technology is a support service operation of City government
that provides operating system support, software support and technical
assistance for the City’s local and Wide Area Networks (WAN). The WAN
consists of an IBM AS/400 mini-computer, servers, Local Area Networks
(LAN), microcomputers and the electronics that connect them. The
primary mini-computer applications supported by MIS include:
 Accounting, Miscellaneous Receivables, Purchasing, and Fixed Assets
 Utility Billing
 Site Plan Review, Building Permits, Occupational Licenses and Code
Enforcement
 Computer Aided Dispatch and Records Management
 Work Order/Facility Management
 Payroll and Personnel Management
 Cash Receipts
 Land/Parcel
Management.
In addition, there are eight supporting modules which communicate with
the primary mini-computer applications which allow both citizens and city
staff to conduct business processes and inquiries over the intranet/internet.
A Geographic Information System module (Looking Glass) allows the City’s
users to produce maps from the existing GIS with integrated information
from the data base of the primary mini-computer applications.
Networking and telecommunications support are provided for all City
departmental systems, which include:
 Leisure Services Registration and Facility Reservation
 Support Services (City Clerk) Document Imaging System and Clerks
Index
 Inventory systems for Fleet
 The Police network
 FireHouse (data management) and TeleStaff (scheduling program)
for the Fire Department
 The City’s internet and e-mail systems.

76

INFORMATION TECHNOLOGY
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
917,615
917,615

Estimate
FY 2020-21
995,710
995,710

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
1,029,282
33,572
3.37%
1,029,282
33,572
3.37%

Actual
FY 2019-20
549,521
368,094
917,615

Estimate
FY 2020-21
635,246
360,464
995,710

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
606,161
(29,085)
-4.58%
423,121
62,657
17.38%
0.00%
0.00%
1,029,282
33,572
3.37%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
IT Manager
IT Supervisor
Information Systems Specialist
Chief GIS Technician
GIS Technician

1.00
1.00
3.00
1.00
1.00

1.00
1.00
3.00
1.00
1.00

1.00
1.00
3.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%

Total

7.00

7.00

7.00

0.00

0.00%

77

INFORMATION TECHNOLOGY
GOALS:
 Maintain data network overall uptime at 99% or better.
 Complete 97% of hardware and software “help desk” support requests within 2
working days.
 Maintain all Servers and Workstations to current vendor service pack levels within 1
month of release.
PERFORMANCE MEASURES:

Workload:
# of workstations
# of sites maintained
# of support calls
Efficiency/Effectiveness:
Windows Servers uptime
iSeries HTE system uptime
Note: Major software implementation
scheduled for this Fiscal Year: Tyler
Energov Community Development, Tyler
Content Management - Clerks Office

Actual
FY 2019-20

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

355
22
2,150

365
22
2,300

390
22
2,600

25
300

6.85%
0.00%
13.04%

99.99%
99.99%

99.99%
99.99%

99.99%
99.99%

-

0.00%
0.00%

Sites
1 City Hall
2 PD
3 Water Plant
4 Waste Water
5 FD91
6 FD92
7 FD93
8 FD94
9 PAC
10 The Casements
11 Discovery

12 Nova
13 SONC
14 PAL
15 Fleet
16 Public Works
17 Legal
18 Airport
19 Ball Fields
20 Andy Romano
21 Leeway
22 HDC

ACCOMPLISHMENTS:
 Data networks overall uptime was at 99.9% or better.
 97% of hardware and software “help desk” support requests were completed within 2
working days.
 Maintained all Servers and Workstations at current vendor service pack levels within 1
month of release.
 Implementing Tyler/Munis Utility Billing module (with the Finance Department)
 Email System upgrade to latest 2016 version including new virtual servers.
 Replaced the 3 main file storage servers with new Windows 2016 servers with larger
storage capacity and enhanced performance features.

78

HUMAN RESOURCES
The Human Resources Department provides administrative and technical
support services to assist in the management of the City’s workforce of
approximately 400 employees. The core services provided by Human
Resources include:
 Recruitment, selection and processing of new employees
 Maintenance of the pay and classification system
 Maintenance of employee personnel records
 Administration of the City’s employee benefits program
 Coordination of employee and supervisory training and publishing of
employee and supervisory newsletters
 Serve as the liaison with the City’s Human Resources Board
 Negotiation and management of collective bargaining agreements with
the City’s three bargaining units.

79

HUMAN RESOURCES
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
375,386
375,386

Estimate
FY 2020-21
398,439
398,439

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
465,061
66,622
16.72%
465,061
66,622
16.72%

Actual
FY 2019-20
227,390
147,996
375,386

Estimate
FY 2020-21
236,544
161,895
398,439

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
244,266
7,722
3.26%
220,795
58,900
36.38%
0.00%
0.00%
465,061
66,622
16.72%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Human Resources Director
Risk Manager*
Asst. HR Director
HR Generalist
Total
*Transferred to Finance

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

0.00
0.00
1.00
2.00

0.00
0.00
1.00
2.00

0.00
0.00
1.00
2.00

0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%

3.00

3.00

3.00

0.00

0.00%

80

HUMAN RESOURCES
GOALS:
 Continue to evaluate strategic health care plan and expand wellness program
 Design and implement employee intranet
 Continue implementation and customization of time keeping, time cards, and HR
components of Tyler/Munis software system
 Identify additional areas in which to implement paperless processes using
Tyler/Munis
 Continue to revise and develop employee and leadership training program
 Conduct compensation review and update Pay and Classification plan
 Review and update Human Resources and Administrative Policies
 Evaluate other components of Neogov recruiting software system including reporting,
training and on-boarding
 Conduct and document updated succession planning for City departments
PERFORMANCE MEASURES:

Total employee turnover in
government/organization
Number of individuals hired/placed for
period
Number of new employees that left prior to
one full year of service
Total number of internal HR-sourced
training hours
Number of positions filled from within ranks
Number of positions filled from outside
sources (not promotional)
Number of requisitions (request-to-fill, job
opening, job order, etc.) during period
Number of requisitions that were filled
during period
Average number of Vacancies
Average days to fill position
Average Vacancy Rate

Actual
FY 2019-20

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

47%

47%

47%

0.00%

0%

139

142

145

3

2.11%

39

48

55

7

2.11%

-

14.58%

45

50

52

2

4.00%

94

100

110

10

4.00%

156

165

170

5

10.00%

139
12
60
4%

160
25
60
4%

162
27
60
4%

2
2
-

3.03%
1.25%
8.00%
0.00%

ACCOMPLISHMENTS:
 Continued implementation of Tyler/Munis time keeping, payroll, and HR module
 Conducted negotiations for collective bargaining of three union contracts
 Expanded strategic health care plan and employee wellness program through
additional health and wellness events and HSA incentive options
 Received favorable health insurance premium renewal of 3% for 2019 plan year
 Relocated HR offices to second floor of City Hall
 Streamlined new hire paperwork and transitioned to paperless process for various
policies, contracts, and benefit enrollments
 Initiated review of EOC staffing, classification, and role assignments

81

PLANNING
The Planning Department performs two distinct functions: comprehensive
planning and development review.
Comprehensive planning is responsible for monitoring compliance with and
administering the City’s Comprehensive Plan in accordance with Chapter 163,
Florida Statutes, and Chapter 9J-5, Florida Administrative Code. The primary
services provided in this program include:
 review of Comprehensive Plan Amendments
 coordination with various regional and State authorities
 review for consistency with the Volusia County Growth Management
Commission, City Planning Board, and the City’s Official Zoning Map and
Land Development Code
 review and updating of the various required elements of the
Comprehensive
Plan
Development Review is responsible for current planning in general and for
administering the City’s Land Development Code. Specific activities include:
 site plan review and permitting of proposed development applications
 inspection of all residential and commercial development projects
 staff support and liaison with the Planning Board and the Development
Review Board
 interpreting and processing amendments to the Land Development Code
 coordinating the activities of the City’s Site Plan Review Committee
(SPRC) – this involves interdepartmental cooperation with Engineering,
Building Inspection and the City Attorney
 responding to informational requests by the public regarding zoning, flood
zone classification, land use information, and development regulations
 reviewing and providing comments to Volusia County for certain
applications in the County but located within the Ormond Beach service
area
 remaining up-to-date with Federal and State mandates and regulations
that will affect development review and procedures (the Unified
Mitigation Assessment Methodology, for example).

82

PLANNING
Revenue and Expenditure Summaries:
Revenues:

Site Plan Review Fees
Zoning Variances/Appeals
General Fund
Total

Actual
FY 2019-20
16,875
65,468
541,231
623,574

Estimate
FY 2020-21
30,000
67,500
554,919
652,419

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
25,000
(5,000)
-16.67%
73,000
5,500
8.15%
571,253
16,334
2.94%
669,253
16,834
2.58%

Actual
FY 2019-20
507,287
116,287
623,574

Estimate
FY 2020-21
517,444
134,975
652,419

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
584,554
67,110
12.97%
84,699
(50,276)
-37.25%
0.00%
0.00%
669,253
16,834
2.58%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Planning Director
Senior Planner
Office Manager

0.65
3.00
1.00

1.00
3.00
1.00

1.00
3.00
1.00

0.00
0.00
0.00

0.00%
0.00%
0.00%

Part-time Positions:
Civil Engineer

0.60

0.60

0.60

0.00

0.00%

Total

5.25

5.60

5.60

0.00

0.00%

83

PLANNING
GOALS:
 100% of all professionally prepared plans shall be electronic submittal utilizing
ProjectDox.
 Reduce by 50% the amount of time devoted to each consecutive SPRC review after
the first submittal by using ProjectDox simultaneous review and mark-up features.
 The Site Plan Review Committee shall provide review comments or approval for site
plan submittals 14 days from the date of submittal.
 Transition all non-professionally prepared plans from paper to electronic submittal
using ProjectDox.
 Develop a master plan for the South Atlantic Avenue corridor.
 Assist Leisure Service in the completion of a Parks & Recreation Master Plan.
 Implement the recommendations of the Downtown Master Plan.
 Transition from the Navi-Line and Project Dox permitting systems into the
Tyler/Munis permitting system.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
# of site plans
# of Special Exceptions
# of LDC/City code amendments
# of planned development amendment
# Appeal of PD Determination
# of annexations/annexation agreements
# of Certificate of Appropriateness
# of Variances
# of rezonings
# of Property Improvement Grants
# of Volusia/Flagler County Reviews
# of Utility Easement/ROW Vacations
# of lot splits
# of Land Use Plan amendments
# of Alcohol Zoning Approvals
# of Zoning Verifications
# of Preliminary or Final Plats
# of Nonconforming Determinations
Bike Plan
Total:

Estimate
FY 2020-21

Estimate
FY 2021-22

20
7
10
6
1
3
12
5
2
4
10
3
4
6
5
3

24
6
10
6
1
3
12
5
2
4
10
3
4
6
5
3

28
6
10
6
1
3
20
5
1
4
10
3
4
6
5
3

101

104

115

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

4
8
(1)
11

16.67%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
66.67%
0.00%
-50.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
10.58%

ACCOMPLISHMENTS:
 Project management of the EPA Brownfield Cleanup grant in the amount of $400,000
for site investigation and preparation of redevelopment plans for the US 1 North
corridor.
 Completed the Downtown Master Plan update.
 Completed the Interlocal Service Boundary Agreement amendment and annexation of
the Plantation Oaks development.
 Implementation of the mural program in the Downtown Community Redevelopment
Area.

84

BUILDING MAINTENANCE
Building Maintenance is a support service function of City government that
includes:
 repair and maintenance services for City buildings and structures,
including routine electrical, plumbing, carpentry, air conditioning,
painting and miscellaneous repairs.
 oversight and monitoring service of contracts for janitorial, electrical
and air conditioning
 performance of one-time building and minor renovation projects
when it is less costly than using an outside contractor.
Direct costs for materials and supplies that cannot be assigned or charged to
a department operating budget are charged to the Building Maintenance
budget. Otherwise, these costs and HVAC maintenance are charged
directly to the department or program where the repair has occurred. All
in-house labor costs are charged directly to the Building Maintenance
budget regardless of where the work is performed.
In addition, building maintenance personnel are assisting with the
maintenance of the Airport Tower and repair of the City’s airport runway
and taxiway lighting systems. This includes weekly lighting inspections and
immediate repair of discrepancies found.

85

BUILDING MAINTENANCE
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Estimate
FY 2020-21
778,446
778,446

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
826,057
47,611
6.12%
826,057
47,611
6.12%

Actual
FY 2019-20
414,062
412,066
826,128

Estimate
FY 2020-21
439,491
338,955
778,446

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
476,046
36,555
8.32%
350,011
11,056
3.26%
0.00%
0.00%
826,057
47,611
6.12%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Actual
FY 2019-20
826,128
826,128

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Office Assistant II
Contract Manager - Buildings
Maintenance Foreman
Tradesworker
Supervisor

0.50
1.00
1.00
3.00
1.00

1.00
1.00
1.00
3.00
1.00

1.00
1.00
1.00
3.00
1.00

0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Maintenance Worker II

0.50

0.50

0.50

0.00

0.00%

Total

7.00

7.50

7.50

0.00

0.00%

86

BUILDING MAINTENANCE
GOALS (Building Maintenance):
 Complete 98% of all non-emergency work orders within five working days of request.
 Create a comprehensive maintenance plan for 25% of the city’s 73 facilities.
 Create a mechanism that will respond to work order requestor that work order has
been completed and closed.
 Continued refurbishment of Snowflake Christmas decorations

ACCOMPLISHMENTS (Building Maintenance):
 Maintained completion of 98% of all non-emergency work orders within 5 working
days with current staffing levels while city has grown and added additional facilities.
 All emergency work orders completed within 24-hours.
 Animated Santa installation and Christmas yard decorations.
 Replenishing Snow Flakes including re-wiring of same.
 Major cleanup of 3 transient encampments at Riverbend Park in support of the new
bike trail.
 Weekly Safety training classes instituted
 Ongoing cleaning and reorganization of the maintenance shop

87

BUILDING MAINTENANCE
GOALS (Facilities R&R Program):
 Receive a composite rating of satisfactory or better on quarterly janitorial service
ratings from 90% of respondents.
 Maintain the appearance of City facilities through regular preventative maintenance
and repair.
 Manage the successful completion of projects described in the Facilities Renewal and
Replacement Fund.
 Work with Finance Department to finalize submittal of Hurricane Irma related
repairs and documentation for FEMA reimbursement.
 Work with C.O.B. engineering dept. to identify C.I.P. related projects.
 Update the comprehensive five year H.V.A.C. replacement plan.

ACCOMPLISHMENTS (Facilities R&R Program):
 Managed Janitorial Services Contract with American Janitorial Inc.
 Updated the quarterly janitorial review survey to be more inclusive of specific tasks.
 Managed 18 different miscellaneous crafts and trades vendors, primarily used in
completing Facilities Renewal and Replacement projects.
 Managed successfully and completed 100% of the Facilities Renewal and Replacement
fund projects.
 Compiled comprehensive spreadsheet of Hurricane Irma damages and provided to
Finance for FEMA reimbursement.
 Managed citywide pest control services.

88

POLICE DEPARTMENT
The Police Department consists of the following divisions:
 Administration
 Criminal Investigations
 Records
 Operations
 Community Outreach
 Neighborhood Improvement
 Community Service/Animal Control
Revenue and Expenditure Summaries:
Revenues:

Special Duty
Fines/Forfeits
Code Violations
General Fund
Total

Actual
FY 2019-20
51,082
41,967
363,997
8,928,553
9,385,599

Estimate
FY 2020-21
70,000
50,000
406,575
9,102,425
9,629,000

Budget
FY 2021-22
55,000
45,000
402,544
9,424,659
9,927,203

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(15,000)
-21.43%
(5,000)
-10.00%
(4,031)
-0.99%
322,234
3.54%
298,203
3.10%

Actual
FY 2019-20
827,505
5,951,387
497,199
1,210,923
363,250
150,597
384,738
9,385,599

Estimate
FY 2020-21
803,089
6,055,862
526,160
1,254,432
386,435
166,447
436,575
9,629,000

Budget
FY 2021-22
947,704
6,093,571
523,971
1,378,597
380,455
172,361
430,544
9,927,203

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
144,615
18.01%
37,709
0.62%
(2,189)
-0.42%
124,165
9.90%
(5,980)
-1.55%
5,914
3.55%
(6,031)
-1.38%
298,203
3.10%

Expenditures:

Administration
Operations
Community Outreach
Criminal Investigations
Community Services
Records
Neighborhood Improvements
Total

89

POLICE ADMINISTRATION
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
827,505
827,505

Estimate
FY 2020-21
803,089
803,089

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
947,704
144,615
18.01%
947,704
144,615
18.01%

Actual
FY 2019-20
292,966
534,539
827,505

Estimate
FY 2020-21
279,886
523,203
803,089

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
319,634
39,748
14.20%
628,070
104,867
20.04%
0.00%
0.00%
947,704
144,615
18.01%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Police Chief
Captain
Police Officer (Training)
Office Manager
Lieutenant
Accreditation Manager
Total

1.00
0.00
0.00
1.00
0.00
1.00
3.00

1.00
0.00
0.00
1.00
0.00
1.00
3.00

90

1.00
0.00
0.00
1.00
0.00
1.00
3.00

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

POLICE ADMINISTRATION
GOALS:
 Employ strategies to bring the police department’s staff to 95% or greater.
 Continue updated and rewriting the Ormond Beach Police Department Directives
Manual.
 Ensure the accreditation standards are complied with at 95% or greater.
ACCOMPLISHMENTS:
 Completed the annual audit and inventory of the Property and Evidence Unit to
ensure compliance with Accreditation Standards.
 Completed quarterly and annual examinations and inspections throughout the year.
 Completed the quarterly and annual DAVID audits.
 Hired and trained ten (10) new employees.

91

POLICE OPERATIONS
Operations is the core law enforcement and community policing arm of the
Police Department that responds to approximately 60,000 to 65,000 calls
for service annually and provides patrol and traditional law enforcement
activities such as traffic control and initiates proactive steps to reduce crime
and enhance the quality of life in Ormond Beach. Approximately 8% of all
calls involve some type of serious crime, whereas all other calls are servicerelated.

92

POLICE OPERATIONS
Revenue and Expenditure Summaries:
Revenues:

Special Duty
Fines/Forfeits
General Fund
Total

Actual
FY 2019-20
51,082
41,967
5,858,338
5,951,387

Estimate
FY 2020-21
70,000
50,000
5,935,862
6,055,862

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
55,000
(15,000)
-21.43%
45,000
(5,000)
-10.00%
5,993,571
57,709
0.97%
6,093,571
37,709
0.62%

Actual
FY 2019-20
5,446,491
504,896
5,951,387

Estimate
FY 2020-21
5,478,031
577,831
6,055,862

Budget
FY 2021-22
5,551,287
542,284
6,093,571

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
73,256
1.34%
(35,547)
-6.15%
0.00%
0.00%
37,709
0.62%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Captain
Lieutenant
Sergeant
Corporal
Police Officer

2.00
2.00
6.00
3.00
44.00

2.00
2.00
6.00
3.00
44.00

2.00
2.00
6.00
3.00
46.00

0.00
0.00
0.00
0.00
2.00

0.00%
0.00%
0.00%
0.00%
4.55%

Total

57.00

57.00

59.00

2.00

3.51%

93

POLICE OPERATIONS
GOALS:
 To enhance the quality of life for the residents and visitors in Ormond Beach through
effective, efficient, courteous, and responsive police services.
 Maintain an average response time of less than 5 minutes for all priority police calls
for service.
 Continue the community policing project program to assist in the deterrence of
public order crimes. This program addresses incidents such as code violations, civil
infractions, public nuisance crimes, and traffic issues. By continuing this program we
will reduce the number of repeat calls and improve the overall quality of life for our
citizens and visitors.
 Implement a body worn camera program to enhance the safety of officers and
citizens.
 Implement a License Plate Reader program that interacts with the systems used by
other agencies within the county.
 Replace current 800MHZ radios with P-25 compliant system.
 Replace current security systems into a single user friendly system that is supported
by current technology.
 Replace current scheduling program with a web-based system that is supported by
current technology.
 Replace current Field Training Program software with a system that is supported by
current technology.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Sworn law enforcement members available
for CFS response
Sworn members assigned to Traffic
Enforcement
Members assigned to Traffic Crash
Investigations
Total patrol districts
Total mobile computers
Total # of calls received by agency
Citizen-generated workload; Calls for
Service (CFS)
Self-initiated workload; pro-active police
actions
Traffic citations issued (moving violations
only)
Traffic crashes
Pedestrian fatalities
Total Traffic fatalities
Adult arrests
Juvenile arrests
DUI arrests
Total arrests

Estimate
FY 2020-21

Change
FY 2020-21
to FY 2021-22

Estimate
FY 2021-22

% Change
FY 2020-21
to FY 2021-22

66

66

66

-

0.00%

5

5

5

-

0.00%

5
6
77
66,929

5
6
77
86,000

5
6
77
90,000

4,000

0.00%
0.00%
0.00%
4.65%

21,883

30,000

32,000

2,000

6.67%

45,046

46,000

48,000

2,000

4.35%

4,909
2,502
3
4
1,117
22
59
1,139

3,595
2,268
1
6
967
31
31
998

4,000
2,500
0
5
900
31
50
981

405
232
(1)
(1)
(67)
19
(17)

11.27%
10.23%
-100.00%
-16.67%
-6.93%
0.00%
61.29%
-1.70%

94

POLICE OPERATIONS
ACCOMPLISHMENTS:
 Handled over 65,000 calls for service, a small decrease from the previous year. Calls
for service represent dispatched calls, self-initiated calls for service, directed patrol
requests, and extra service calls.
 Completed over 6,500 police/crime reports and issued over 9,200 traffic related
citations/written warnings, a 40% increase over the previous year.
 Conducted over 10,200 traffic stops, a 31% increase over the previous year.
 1,498 Part I crimes were reported (down 5.7% from 2017) with a clearance rate of
35.6% (up 9.1% from 2017).
 Investigated 1,235 crashes.
 Hired and trained ten (10) sworn police officers during 2018.
 Completed successful operations during numerous special events in the area to
include:
 Race Week
 Bike Week
 Spring Break
 July 4th fireworks celebration
 Biketoberfest
 Home for the Holidays Christmas Parade
 Continued use of Social Media to enhance the Police Department’s image and deploy
information to the public.

95

POLICE COMMUNITY OUTREACH
Community Outreach provides several educational and interventionoriented programs that are designed to enhance life skills and prevent crime
including:
 Drug Abuse Resistance Education (DARE)
 Police Athletic League (PAL)
 Explorers
 volunteers and neighborhood and business watches
 DARE program for middle schools
The program is supported in part through grant funding from the National
Police Athletic League Youth Enrichment Program (PALYEP) and the Youth
Leadership Council (YDC). In addition to City revenues that are the
primary source of program funding, a not-for-profit PAL board raises funds
for Police Athletic League activities.

96

POLICE-COMMUNITY OUTREACH
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
497,199
497,199

Estimate
FY 2020-21
526,160
526,160

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
523,971
(2,189)
-0.42%
523,971
(2,189)
-0.42%

Actual
FY 2019-20
458,988
38,211
497,199

Estimate
FY 2020-21
479,484
46,676
526,160

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
477,379
(2,105)
-0.44%
46,592
(84)
-0.18%
0.00%
0.00%
523,971
(2,189)
-0.42%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Community Program
Coordinator
After School Aide
Recreation Leader
Police Officer

1.00
1.00
1.00
3.00

1.00
1.00
1.00
3.00

1.00
1.00
1.00
3.00

0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%

Seasonal:
Tutors

0.00

0.00

0.00

0.00

0.00%

Total

6.00

6.00

6.00

0.00

0.00%

97

POLICE-COMMUNITY OUTREACH
GOALS:
 The Crime Prevention/Outreach unit will continue to create and conduct programs
to address the variety of needs of the community.
 The Crime Prevention/Outreach unit will continue to create and conduct events that
provide information related to crime prevention. These events should also bring the
community and their police department together to enhance the positive relationship
already shared.
 The Crime Prevention/Outreach unit will develop and maintain positive
relationships with the business owners in the city, neighborhood associations,
children and citizens.
 Present Drug Abuse Resistance Education (DARE) educational programs to public
and private school students and achieve a “graduation” rate of 100%.
 Provide PAL educational tutoring and reading enhancement programs to 100 at risk
youth in the Ormond Beach Community.
 Provide anti-bulling presentations to youth attending 5th grades at schools in the
Ormond Beach community.
 Maintain the number of Police Officer hours (excluding time of assigned officers) in
PAL activities at 200 annually.
 Maintain and expand community partnerships with Ormond Beach area schools.
 Establish a working relationship with Urban Surf 4 Kids in an effort to establish a
relationship with fostered youth within the community.
 Build a relationship with the Ormond Beach Middle School staff and students by
using programs that bring officers into the school.
ACCOMPLISHMENTS:
 Outreach attended their first Urban Surf 4 Kids event creating a relationship with
the organization.
 “Badges N’ Board shorts” 3rd annual event took place in the summer to promote
water safety. Several hundred spectators and people participated in the kayaking,
paddle boarding and yoga.
 “Back the Blue” Sports Challenge 3rd annual event took place at Riverbend
Academy. The sporting exhibitions provided an opportunity for the students, staff,
and the police department to strengthen their relationship.
 The 5th Annual “Santa on Patrol” was successful. This year yielded the most toy
donations to the program. This resulted in more opportunities to make more stops
around the city where around 800 children were contacted at city parks, pre-schools,
elementary schools, and retail stores.
 National Night Out was another success. The Hawaiian themed night was held at
the Nova Community Park. There were over 2000 attendees.

98

POLICE-COMMUNITY OUTREACH
ACCOMPLISHMENTS:
 Ormond Beach Outreach Unit partnered with Academy Sports for the holiday season
to give 25 students new bicycles and helmets.
 D.A.R.E. Drug Abuse Resistance Education program accomplished a 100%
graduation rate among the 9 public and private schools within the city.
 “SLAP” Self-defense for Ladies & Assault Prevention program conducted classes
with about 30-35 women per class. The Co-ed Self-defense class was conducted 2
times for Embry-Riddle Aeronautical University’s ROTC program.
 “Coffee with a Cop” was conducted 9 times at various locations with about 50-75
attending at each event.
 “Soda Pop with a Cop” was conducted at Chick-fil-A with about 300 attending at
each event.
 “Mission PAWSsible” program conducted “Santa Claws for Paws” to create
awareness for animal rescues that shelter and care for unfortunate pets.
 “Citizen Police Academy” class was conducted. This five-week course is designed to
give the community an inside look at the duties of law enforcement officers.
 “Badges & Brunch” Crimes Against Seniors program was conducted at senior living
centers.
 “Mommy, Me & Safety” was conducted at Florida Hospital as part of the Mommy
University program. This program is focused on the safety of new mothers and their
child. Topics like baby on board safe driving, tips for no baby left behind in a vehicle,
securing their residence to prevent the child from leaving unattended and much more
is covered.
 The 2nd Annual Unity in the Community event was held in April at the South
Ormond Neighborhood Center.
 The 5.0 Club was conducted twice at the Ormond Beach Middle School with
approximately 50 students in each class.
 Thirty (30) youth participated in the 2018 R.E.A.D. Reading Exploration Adventure
and Discovery program. The goal of R.E.A.D is to increase reading skills in the areas
of fluency, vocabulary and comprehension. Based on statistics collected by the school
in the majority youth attained learning gains on state tests as a result of participation
in the program.
 24 illustrated stories created by youth in the R.E.A.D. program were exhibited at the
Ormond Beach Elementary School Library on May 22, 2018.
 The Tutors Are Us program provided an opportunity for 49 youth (23 fall semester
and 26 spring semester) to receive one-on-one instruction geared toward each
participant’s specific academic needs.
 Science on Patrol 2018 (SOP) provided an opportunity for 28 youth to participate in
the program partnership with Ormond Beach Middle School and 11 youth at Ormond
Beach Elementary School to increase their skills in math and science. SOP enhances
skills through the resolution of crime scene scenarios.
 Ormond Beach PAL was honored during the Ormond Beach Elementary School
Volunteer Luncheon in May 2018 as a business partner in youth education.

99

POLICE-COMMUNITY OUTREACH
ACCOMPLISHMENTS:
 Nine (9) Youth Director’s Counsel (YDC) members qualified to attend the 2018 State
of Florida Association of Police Athletic League’s (SFAPAL) Annual Conference held
in Orlando in July 2018.
 YDC member Tiara Glenn received a State of Florida Association of Police Athletic
League Tomorrows Future Grant in July 2018.
 In 2018 the Youth Director Council hosted and/or assisted with 20 community
service projects in the Ormond Beach community.
 The Ormond Beach PAL boy’s 10U Bruins grade basketball team won the
championship for their division at the 2018 State of Florida Association of Police
Athletic Leagues Tournament. The 10U Bruins placed 2nd at the 2018 Sunshine State
Games. The 12U team place 5th at the 2018 Sunshine State Games. A total of 58
youth participated in the 2018 program.
 OBPAL’s summer program educational partnership with the South Ormond
Neighborhood Center included: Art, Summer Science and Math and Computer Lab
instruction. The summer program served approximately 100 children during the two
3 week sessions.
 In partnership with the Ormond Beach Library, OBPAL’s Reading with a Cop was
offered once a month after school and every other month during the summer in 2018.
The program provided an opportunity for police officers to read to 230 children and
families about the roles of officers in our community.
 OBPAL provided four fieldtrips to youth in the Department of Leisure Services
Summer Connections program partnership. An average of 95 youth attended each
field trip. Trips were offered to the Kennedy Space Center, Sea World and two trips
to Daytona Lagoon.
 In partnership with the Department of Leisure Services, OBPAL worked with 16
students in a one-day fish cooper-embossing project the Ormond Beach
Environmental Learning Center.
 OBPAL partnered with area organizations and schools to provide new toys to at-risk
children in the Ormond Beach Community. Approximately 125 children received new
toys and bikes during 2018 holiday season.
 The Second Annual Donut Dash 5K was re-located to the Trails Shopping Center for
2018. The event held on May 5, 2018 drew 153 participants for the event.

100

POLICE-CRIMINAL INVESTIGATIONS
The Criminal Ivestigations program provides follow up investigations on
over 1,500 UCR reported crimes annually and conducts pro-active
investigations into illegal drug sales and possession.

101

POLICE-CRIMINAL INVESTIGATIONS
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
1,210,923
1,210,923

Estimate
FY 2020-21
1,254,432
1,254,432

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,378,597
124,165
9.90%
1,378,597
124,165
9.90%

Actual
FY 2019-20
1,161,970
48,953
1,210,923

Estimate
FY 2020-21
1,212,067
42,365
1,254,432

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,330,382
118,315
9.76%
48,215
5,850
13.81%
0.00%
0.00%
1,378,597
124,165
9.90%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Police Officer
Sergeant
Corporal
Victim Advocate Coordinator
Evidence/Crime Scene
Supervisor
Evidence/Crime Scene
Technician
Office Assistant

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

7.00
1.00
2.00
1.00

7.00
1.00
2.00
1.00

7.00
1.00
2.00
2.00

0.00
0.00
0.00
1.00

0.00%
0.00%
0.00%
100.00%

1.00

1.00

1.00

0.00

0.00%

1.00
1.00

1.00
1.00

1.00
1.00

0.00
0.00

0.00%
0.00%

Part-time Positions:
Evidence/Crime Scene
Custodian

0.50

0.50

0.50

0.00

100.00%

Total

14.50

14.50

15.50

1.00

6.90%

102

POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL
Community Services provides operational and logistical support to other
police department functions such as:
 animal control
 police forensics
 alcohol breath testing
 traffic control
 communications
The program's animal control responsibilities include the investigation,
documentation and tracking of animal bite complaints and
dangerous/vicious animals throughout the city.
The program also serves as a proving ground for employees seeking to
become sworn law enforcement officers with the Police Department.

103

POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
363,250
363,250

Estimate
FY 2020-21
386,435
386,435

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
380,455
(5,980)
-1.55%
380,455
(5,980)
-1.55%

Actual
FY 2019-20
315,464
47,786
363,250

Estimate
FY 2020-21
325,229
61,206
386,435

Budget
FY 2021-22
318,039
62,416
380,455

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(7,190)
-2.21%
1,210
1.98%
0.00%
0.00%
(5,980)
-1.55%

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Actual
FY 2019-20

Estimate
FY 2020-21

Full-time Positions:
Community Service Officer
Lead Community Service
Officer

4.00

4.00

4.00

0.00

0.00%

1.00

1.00

1.00

0.00

0.00%

Total

5.00

5.00

5.00

0.00

0.00%

104

POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL
GOALS:
 Promote responsible pet ownership through public awareness speaking at H.O.A.
meetings and “Career Days” at schools in the area.
 Double the amount of City Animal Licenses sold to residents through advertising, in
the city water bill and social media.
 Expand public awareness and education regarding the availability of Low Cost Spay
and Neuter programs.
 Increase the number of animals returned to owners from the Police Department
without having to transport to the Humane Society to keep impound fees down.
 Increase training and awareness of animal cruelty and dangerous dog issues.
 Hosting a second Low Cost Vaccination Clinic per month to assist residents.
 Equipping 1 trained CSO with all needed equipment for Chemical Capture
ACCOMPLISHMENTS:
 Hosted twelve (12) successful Low-Cost Pet Vaccination Clinics at the Police
Department.
 With the Implementation of the Spay and Neuter Program, the savings have been
approximately $3415.00 for the impound fee for 2018.
 Community Service Officers have fitted 80 children with helmets for safe bicycle
riding during the Shifters Bike Club, National Night Out or other events.
 Public meetings at the Senior Center with Florida Wildlife Officers on Living with
Coyotes in Florida.
 All CSO’s are trained in fitting bicycle helmets.

105

POLICE-RECORDS MANAGEMENT
Records Management provides internal upkeep and management of all
Police Department records through a computerized records management
system, processing approximately 18,000 to 20,000 reports and citations
annually. Records personnel also serve as the point of first contact in
person representing the Ormond Beach Police Department to respond to
information requests. Records personnel are also first point of contact for
many incoming telephone calls.

106

POLICE-RECORDS MANAGEMENT
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
150,597
150,597

Estimate
FY 2020-21
166,447
166,447

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
172,361
5,914
172,361
5,914

% Change
FY 2020-21
to FY 2021-22
3.55%
3.55%

Actual
FY 2019-20
138,464
12,133
150,597

Estimate
FY 2020-21
153,522
12,925
166,447

Budget
FY 2021-22
158,086
14,275
172,361

Change
FY 2020-21
to FY 2021-22
4,564
1,350
5,914

% Change
FY 2020-21
to FY 2021-22
2.97%
10.44%
0.00%
0.00%
3.55%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Records Clerk

3.00

3.00

3.00

0.00

0.00%

Total

3.00

3.00

3.00

0.00

0.00%

107

POLICE-RECORDS MANAGEMENT
GOALS:
 Maintain an entry rate of 100% for reports and citations that are continually
submitted to the unit on a daily basis.
 Restructure the work flow of the records department.
 Maintain the transfer of Uniform Crime Reports entries between the two separate
reporting systems with no more than 5 days of backlog.
 Work towards a completely paperless records management system
 Implement the use of the newly created records manual so that all tasks in the manual
are carried out the same way by each clerk.
 Streamline the report submission process.
ACCOMPLISHMENTS:
 The day-to-day backlog of reports has been kept well under 10, normally running less
than 5 reports on any given day/time.
 Completed a Record manual that would assist all the clerks if they needed a quick
reference guide on how to complete a task they were unfamiliar with. The manual
would consist of all the various assignments required within the division.
 Successfully upload the Uniform Crime Report statistics to the Florida Department of
Law Enforcement on time as required.
 Continually purge the old report documents that have met the retention schedule.
Keeping up to date on the purging will enable the records Unit to have more usable
space.
 Streamline the report submission process.

108

NEIGHBORHOOD IMPROVEMENT
Neighborhood Improvement investigates approximately 5,600 cases annually
to ensure compliance with City codes and ordinances through inspections,
neighborhood sweeps, and citizen complaints and inquiries.
More
specifically, Neighborhood Improvement enforces the City’s Land
Development Code requirements regarding land use and development
regulations, sign usage, as well as environmental code requirements. This
Division also enforces the regulations contained in the Code of Ordinances
with regard to water restrictions, solid waste and various other regulations.
In addition, Neighborhood Improvement processes approximately 760-tree
removal permits, conducts approximately 940 landscape inspections for new
residential construction, and approximately 75 landscape maintenance
inspections on existing commercial sites.
Neighborhood Improvement also coordinates a “partnering” effort with
neighborhood associations, interested citizens and civic organizations.

109

NEIGHBORHOOD IMPROVEMENT
Revenue and Expenditure Summaries:
Revenues:

Code Violations
General Fund
Total

Actual
FY 2019-20
20,741
363,997
384,738

Estimate
FY 2020-21
30,000
406,575
436,575

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
28,000
(2,000)
-6.67%
402,544
(4,031)
-0.99%
430,544
(6,031)
-1.38%

Actual
FY 2019-20
364,301
20,437
384,738

Estimate
FY 2020-21
403,871
32,704
436,575

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
397,820
(6,051)
-1.50%
32,724
20
0.06%
0.00%
0.00%
430,544
(6,031)
-1.38%

Actual
FY 2019-20

Estimate
FY 2020-21

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Neighborhood Improvement Manager
Environmental Enforcement Officer
Neighborhood Improvement Officer
Office Assistant III

1.00
1.00
3.00
1.00

1.00
1.00
3.00
1.00

1.00
1.00
3.00
1.00

0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%

Total

6.00

6.00

6.00

0.00

0.00%

110

NEIGHBORHOOD IMPROVEMENT
GOALS:
 Establish a procedure/process with the Legal Department and Building Division to
address occupied structures which are in various stages of disrepair and are unfit for
human habitation and have become a public nuisance.
 Expedite the code enforcement notification process with the use of new
equipment/technology (Tyler/Munis) as provided by the Information Technology
Division.
 Proactive pursuit of outstanding balances related to fine amounts and/or services
rendered prior to the lien process.
 Maintain full staffing levels and provide all code related education/training as time
and resources allow.
PERFORMANCE MEASURES:
NID ANNUAL REPORT

Number of proactive cases
Number of reactive
cases/complaints
Days from complaint to first
inspection
Total cases brought into
compliance prior to
citation

Actual
FY 2019-20
414

Estimate
FY 2020-21
253

1,788

Estimate
FY 2021-22
265

1,982

2,081

Less than 48 hrs

Less than 48 hrs

Less than 48 hrs

2,163

2,147

2,255

NO HEARING
CASES MARCHMAY 2020 DUE
TO COVID-19

ESTIMATES
BASED ON
RECOVERY FROM
2020 COVID-19

4/30/2021
% Change
FY 2020-21
to FY 2021-22
4.74%

Change
FY 2020-21
to FY 2021-22
12
99
-

4.99%
-

108

5.03%

ACCOMPLISHMENTS:
 To improve upon effective and efficient enforcement services, the following process
improvements have been established:
 NID has modified its scheduling to include evening hours three times per week
which will allow for hand delivery of notices when the property owners are not
home between the hours of 8:00 a.m. – 5:00 p.m. The adjusted hours will also
allow members of NID to potentially observe violations which have been
reported to occur after 5:00 p.m.
 site maintenance notices will be posted upon the property and mailed by certified
mail and regular mail. If the certified mail is not accepted or is returned, the term
“notice is received” shall mean ten (10) calendar days after the later of the date the
notice of violation was mailed or the property was posted. This action allows
NID to expedite the abatement of the nuisance/s and direct the City contractor to
resolve the violation
 new contractor is now providing services to the Neighborhood Improvement
Division. Yellowstone Landscaping is currently working for the City and now
provides services to NID which allows local and immediate response five days a
week; and
 NID now has a full staff and scheduling weekend hours to address prohibited
portable signs placed within the right-of-ways is now possible.

111

NEIGHBORHOOD IMPROVEMENT
ACCOMPLISHMENTS:
 As a proactive approach to unsafe structures, the unsafe structure abatement team
(USAT) has been formed. USAT is compromised of the Chief Building Official, City
Engineer, Fire Chief, Neighborhood Improvement Division Manager, and a Police
Officer. The purpose of the USAT is to set forth standards to ensure that structures
are safe, sanitary and fit for occupancy and use, the closing and vacating of buildings
and structures unfit for human occupancy and use, and if necessary, the demolition of
such existing structures.
 A community partnership with the Christ Presbyterian Church men’s group has been
formed. The Christ Presbyterian Church men’s group is willing to assist property
owners who face various challenges in their lives and may not be able to address code
violations in a timely fashion. The Neighborhood Improvement Division will share
information between the two parties which may result in a positive connection and
outcome. A community partnership with the Rotary Club of Downtown Ormond
Beach has just recently been formed and will also provide assistance to property
owners who face various challenges in their lives.
 The Neighborhood Improvement Division has significantly reduced the use of paper
files except for cases going before the Special Magistrate, cases which have resulted
in a City contractor abating the violation, and for new trainees.

112

CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL
SERVICES
The Fire Department is responsible for providing fire protection, technical
rescue, hazardous material response/mitigation and emergency medical
services within the city limits of Ormond Beach from four (4) fire station
locations. The Department personnel include firefighters many of which are
certified as Emergency Medical Technicians (EMT’s) and certified as
paramedics.

113

CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
6,635,386
6,635,386

Estimate
FY 2020-21
6,351,305
6,351,305

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
6,245,373
(105,932)
-1.67%
6,245,373
(105,932)
-1.67%

Actual
FY 2019-20
5,772,443
862,943
6,635,386

Estimate
FY 2020-21
5,604,884
746,421
6,351,305

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
5,421,854
(183,030)
-3.27%
823,519
77,098
10.33%
0.00%
0.00%
6,245,373
(105,932)
-1.67%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
Fire Battalion Commander
Captain
Driver Engineer
Firefighters
Fire Chief
Deputy Fire Chief
Office Manager

3.00
12.00
12.00
18.00
1.00
1.00
1.00

3.00
12.00
12.00
18.00
1.00
1.00
1.00

3.00
12.00
12.00
18.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

48.00

48.00

48.00

0.00

0.00%

114

CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES
GOALS:
 Continue evaluating the fire-rescue system and procedures to improve service.
 Continue to explore cost savings opportunities without reducing services.
 Continue to improve service delivery and updating equipment.
 Emergency Preparedness Planning - Evaluate risks, develop and update
procedures and exercise operational plans to effectively manage the City’s
potential emergencies. Continue towards NIMS (National Incident
Management System) compliance by ensuring federally mandated courses
are completed by City employees.
 Priority Dispatch - Continue on-going communications with Volusia County
Public Protection to work through areas of concern to ensure efficiency and continually
evaluated for its efficiency and effectiveness.
 Public Fire Safety & EMS Education - Continue delivering public fire safety
and EMS education to our citizens and ensure all residents have working
smoke detectors. Add new programs such as “Stop the Bleed” program.
 Apparatus Replacement - Evaluate apparatus needs; type and function for
current, as well as, future needs.
 Safety - Implement a firefighter fitness standard to reduce the risk of injuries
and cost to the City. Maintain a zero tolerance policy for those who willfully
violate safe practices.
 Grant Assistance - Continue to seek and apply for grant opportunities that will
enhance our service delivery.

115

CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES
PERFORMANCE MEASURES:

100- Fires Total number of calls
dispatched as building fires
200- Overpressure Rutures, Explosions
300- Emergency Medical Services
400-Hazardous Condition
500- Service Calls
600- Good Intent Calls
700- False Alarmes
800- Severe Weather
900- Special Incident Type
Real Property Value
Fire Loss
Property Saved
Public Education Events
Total number of people touched by
Public Education

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Actual
FY 2019-20

Estimate
FY 2020-21

Estimate
FY 2021-22

94

95

96

1

1.05%

2
4,119
161
1,345
1,142
310
1
10
15,416,150
894,900
14,521,250
4

3
4,200
150
1,400
1,145
320
2
11
16,000,000
900,000
15,000,000
50

4
4,500
165
1,450
1,200
330
3
12
16,500,000
950,000
15,500,000
55

1
300
15
50
55
10
1
1
500,000
50,000
500,000
5

33.33%
7.14%
10.00%
3.57%
4.80%
3.13%
50.00%
9.09%
3.13%
5.56%
3.33%
10.00%

5,000

2,500

2,500

-

0.00%

116

CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES
ACCOMPLISHMENTS:
 In 2018, Fire Rescue responded to 8,116 incidents.
 Fire Analysis Dollar Value of property responded to was $14,487,576 The property
loss due to fire was $1,057,850 with a property save in the amount of $13,429,726
 Deployed two teams to the Florida Panhandled to work the relief efforts after
Hurricane Michael.
Updated City’s EOC procedures to be NIMS compliant.
Relocated the existing EOC from the old Police Department building to Fire Station92.
 Ensured water supply was available for fire suppression by inspecting and acquiring
flow readings from city fire hydrants. A second visit was made to the hydrants to
paint, grease and apply necessary road reflective markers.
 Reached out to over 3,799 residents for public education. Attended 52 Public
Appearance events.
 Provided 3 fire extinguisher demonstrations to local businesses.
 Provided 30 fire station tours to the public.
 Delivered a two successful Child Babysitting and Safety certification courses for our
residents and Children of Ormond Beach.
 Delivered quarterly Heartsaver CPR/AED certification course for our residents at no
charge.
 Certified City employees from Leisure Services, Public Works, and the Police
Department in CPR.
 Attended the Daytona Airport Triennial Drill required by FAA. This is a large mass
casualty incident.
 Signed an agreement with Daytona State Collage for students to ride on Ormond
Beach units. This EMS skills training is required by the collage to become an EMT or
Paramedic and give us a chance to recruit new employees.

117

BUILDING INSPECTIONS AND SERVICES
Building Inspections provides the following services:
 review of all construction plans for residential, commercial and
industrial construction
 issuance of approximately 3,000 building permits annually
 conducts approximately 13,000 building, plumbing, mechanical and
electrical inspections for various types of construction within the
City limits of Ormond Beach in accordance with the Florida building
Code and other State and local laws.
Occcupational Licensing provides the following services:
 issuance of occupational license renewals
 issuance of new occupational licenses
 completion of contractor registrations

118

BUILDING INSPECTIONS AND SERVICES
Revenue and Expenditure Summaries:
Revenues:

Permit Fees
General Fund
Total

Actual
FY 2019-20
974,921
60,168
1,035,089

Estimate
FY 2020-21
945,000
132,529
1,077,529

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,101,000
156,000
16.51%
(22,556)
(155,085)
-117.02%
1,078,444
915
0.08%

Actual
FY 2019-20
922,971
112,118
1,035,089

Estimate
FY 2020-21
955,304
122,225
1,077,529

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
946,713
(8,591)
-0.90%
131,731
9,506
7.78%
0.00%
0.00%
1,078,444
915
0.08%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
Chief Building Official
Planning Director
Office Manager
Permit Technician
Plans Examiner
Chief Building Inspector
Building Inspector
Engineering Inspector

1.00
0.35
1.00
3.00
1.00
1.00
2.00
2.00

1.00
0.00
1.00
3.00
1.00
1.00
2.00
2.00

1.00
0.00
1.00
3.00
1.00
1.00
3.00
2.00

0.00
0.00
0.00
0.00
0.00
0.00
1.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
50.00%
0.00%

Total

11.35

11.00

12.00

1.00

9.09%

119

BUILDING INSPECTIONS
GOALS:
 Strive to complete permit reviews within streamlined timeframes
 Continue providing time sensitive inspection response (next business day) to
contractors and homeowners.
 Continue to look for ways to streamline processes to increase efficiency.
PERFORMANCE MEASURES:
Actuals
FY 2017-18
All inspections for building construction,
residential and commercial. Does not
include inspections outsourced by the
jurisdictions. Exclude Private Providers.
The percentage volume of building
inspections completed by target date of
requests for inspection being made. Define
on-schedule for your jurisdiction.
Include re-inspections performed by
jurisdiction's licensed inspectors only.
Exclude outsourced inspections and
inspections performed by Private Providers.
All plans approved during the designated
fiscal year regardless of the number of
reviews required prior to approval
All BEMP plan reviews. Exclude Zoning
reviews.
All permits for building construction,
residential and commercial.
Time from electronic date that application
for permit is entered into the Permits
System to when it is entered as "completed"
regardless of when customer picks it up.
Count only time when jurisdiction has the
plans.

Estimate
FY 2018-19

Estimate
FY 2019-20

Change
FY 2018-19
to FY 2019-20

% Change
FY 2018-19
to FY 2019-20

20,000

20,000

20,000

-

0.00%

99%

99%

99%

-

0.00%

4,800

4,200

4,200

-

0.00%

4022

3,000

3,000

-

0.00%

100%

100%

100%

-

0.00%

4022

4800

5500

700

14.58%

100%

100%

100%

-

0.00%

* Reflects projected year end inspection
numbers that are increased due to
Hurricane Matthew. Budget was 14,000.
** Reflects projected year end re-inspection
numbers that are increased due to
Hurricane Matthew. Budget was 1800.

120

BUILDING INSPECTIONS
ACCOMPLISHMENTS:









100% of all building plans shall be electronic submittal
Maintained 24 hour inspection turnaround for all requests.
Maintained positions without turnover
Continued to provide external user training for ProjectDox to Engineers, Architects
and builders.
Added a self-service customer kiosk to the office so that customers can use and be
instructed on both online payments/inspection scheduling and Project Dox use
Revised special event permitting processes that will include training PD and Leisure
Services in Project Dox electronic reviews.
All building inspectors have 1&2 Family Inspector licenses.
One more building inspector obtained a Fire Safety Inspector certificate.

121

ROADSIDE AND RIGHT OF WAY MAINTENANCE
The Roadside and Right-of-Way Maintenance program is responsible for
the maintenance and repair of City Parks and Properties, 150+ mile network
of local roads and related public right of way, including:
 vegetation and debris maintenance of road shoulders, and sidewalks
 right-of-way mowing on a contractual basis
 maintenance and grading of 11 miles of unpaved roads and parking
lots that are under the maintenance responsibility of the City
 mowing at the Business Park, Airport and the closed class III Landfill
Program costs are offset in part by the Florida Department of
Transportation (FDOT) for road shoulder maintenance and mowing rightsof-way on State roads within the City limits of Ormond Beach.
Approximately 98 lane miles of roads are maintained in accordance with an
agreement between the City and FDOT for State Road 40, US 1, Nova Road,
and A1A (10 lane miles added on Nova Rd). Approximately $99,000 of the
$175,000 FDOT contract amount offsets road maintenance costs with the
balance dedicated to drainage maintenance.
In-house city personnel provide the services listed above except for right-ofway mowing which is a contracted operation.

122

ROADSIDE AND RIGHT-OF-WAY MAINTENANCE
Revenue and Expenditure Summaries:
Revenues:

Right of Way Maintenance
Traffic Signal Maintenance
State Highway Lighting
General Fund
Total

Actual
FY 2019-20
137,600
94,866
124,819
1,645,547
2,002,832

Estimate
FY 2020-21
116,000
95,000
125,000
1,701,494
2,037,494

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
116,000
100,000
5,000
125,000
184,691
1,886,185
189,691
2,227,185

% Change
FY 2020-21
to FY 2021-22
0.00%
5.26%
0.00%
10.85%
9.31%

Actual
FY 2019-20
936,086
1,066,746
2,002,832

Estimate
FY 2020-21
1,023,242
1,014,252
2,037,494

Budget
FY 2021-22
1,086,450
1,140,735
2,227,185

Change
FY 2020-21
to FY 2021-22
63,208
126,483
189,691

% Change
FY 2020-21
to FY 2021-22
6.18%
12.47%
0.00%
0.00%
9.31%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Operations Mgr.
Streets Supervisor
Foreman
Maintenance Worker II
Maintenance Worker III
Maintenance Worker IV
Office Assistant II
Public Works Director

0.30
1.00
1.00
9.00
4.00
3.00
0.50
0.25

0.00
1.00
1.00
9.00
4.00
3.00
0.00
1.00

0.00
1.00
1.00
9.00
4.00
3.00
0.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

19.05

19.00

19.00

0.00

0.00%

123

ROADSIDE AND RIGHT OF WAY MAINTENANCE
GOALS:
 Respond to calls for customer service by the end of business daily and within 1 hour
for after hour call-outs.
 Respond to non-Public Works related work orders by end of business for scheduling.
 Incur no more than twelve (12) reported deficiencies on FDOT inspections yearly.
 Complete FDOT deficiencies with 21 working days.
 Assist in providing traffic control for special events.
 Assist with emergency management issues as they arise.
 Work to create greater efficiency in all aspects of street maintenance and repair.
 Continued employee training and certifications.
ACCOMPLISHMENTS:
Street & Right of Way Maintenance
 17 miles of shell roads were graded. Projected 17 miles in FY 19/20.
 3,840 maintenance work orders were completed. Projected 3,850 maintenance w/o in
FY 19/20.
 250 maintenance work orders were completed on FDOT roads. 1,967 man-hours were
expended assisting other City departments. Projected 1,500 man-hours assisting
other departments in FY 19/20.
 1,098.5 man-hours working for other departments were for maintenance in City
Parks. Projected 750 man-hours in FY 19/20.
Asphalt Maintenance
 132 asphalt work orders were completed repairing city streets, requiring 184 tons of
asphalt. Projected 125 asphalt work orders in FY 19/20, 165 tons of asphalt.
 There were 1 asphalt work orders completed on repairing FDOT roads, requiring 2.5
tons of asphalt.
Concrete Maintenance
 249 work orders were completed for repairs to City sidewalks, curbs, gutters and
catch basin aprons, requiring 313 cubic yards of concrete, 178 tons of recycled
concrete and 195 tons of limerock base material. Projected 175 concrete work orders,
180 cubic yards of concrete, 150 tons of recycled concrete and 175 tons of limerock
base material in FY 19/20.
 There were 145 work orders completed on FDOT walks, curbs, and gutters, requiring
118 cubic yards of concrete. Projected 50 concrete work orders, 80 cubic yards of
concrete in FY 19/20.
Sign Maintenance
 There were 835 work orders completed for Traffic Sign installation and repair.
Projected 800 work orders for Traffic Sign installation and / or repairs FY 19/20.
Urban Forestry
 There were 229 trees removed from City R/W’s or properties and 2 trees were
removed from FDOT R/W’s.

124

ENGINEERING
The Engineering Department is responsible for the following functions:
 Liaison with consultant engineers for the design and construction
management for airport, road, drainage, water and sewer, recreational
facility, beautification and other capital improvement projects.
 Survey and mapping and computer aided design for in-house projects
that are not contracted to a consultant engineer.
 Site plan review and permitting of proposed development
applications and inspection of all residential and commercial
development projects.

125

ENGINEERING
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
962,868
962,868

Estimate
FY 2020-21
1,192,244
1,192,244

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,088,022
(104,222)
-8.74%
1,088,022
(104,222)
-8.74%

Actual
FY 2019-20
891,731
71,137
962,868

Estimate
FY 2020-21
1,143,444
48,800
1,192,244

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,037,772
(105,672)
-9.24%
50,250
1,450
2.97%
0.00%
0.00%
1,088,022
(104,222)
-8.74%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
Public Works Director
City Engineer
Civil Engineer
Chief Engineering Technician
Construction Engineer
Engineering Inspector
Engineering Project Manager
Deputy City Engineer
Engineering Project Coordinator
Landscape Architect
Permit Technician
Engineering Technician

0.25
1.00
1.00
1.00
1.00
3.00
1.00
0.00
1.00
1.00
1.00
1.00

0.00
1.00
1.00
1.00
1.00
3.00
0.00
1.00
1.00
1.00
1.00
1.00

0.00
1.00
1.00
1.00
1.00
3.00
0.00
1.00
1.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

12.25

12.00

12.00

0.00

0.00%

126

ENGINEERING
GOALS:
 Complete 75% of assigned capital improvement projects within 30 days of the
substantial completion date established with the Notice to Proceed.
 Final project costs not to exceed 10% of bid cost for all change orders with the
exception of City requested additions to original project scope of work.
 To receive 85% of bids below Engineer’s final design cost estimate.
ACCOMPLISHMENTS:
2019 Roadway Rehabilitation – Resurfacing
 Completed the annual road resurfacing contract with approximately 1.3 miles of City
streets repaved.
2019 Road Rehabilitation – Microsurfacing
 Completed the annual microsurfacing of approximately 4.1 miles of roadway.
2019 Storm & Sewer Pipe Lining
 Performed restoration improvements to approximately 3,800 linear feet of existing
deteriorated and leaking stormdrain and approximately 3,800 linear feet of sewer
pipe at various locations throughout the City, using cured-in-place pipe lining.
Breakaway Trails Reclaimed Water Storage & Pumping Station
 Commenced construction of a new pre-stressed concrete reclaimed water storage
tank and pump station with variable speed pumps. The project is receiving partial
funding from a SJRWMD grant.
Coquina Court Drainage Improvements
 Completed construction of approximately 520 feet of 24-inch stormwater pipe along
Coquina Court and Board Avenue, to reduce the extent and frequency of localized
flooding in the area.
Cassen Park Pier Replacement
 Repaired damages sustained during Hurricane Irma. Received a FIND Disaster Relief
grant to offset a portion of the expense, FEMA funding has been obligated.
Cassen Park Public Dock
 Construction commenced on a public dock adjacent to the fishing pier at Cassen
Park. After Hurricane Irma, the original scope of the project was expanded to
include expanding a proposed breakwater to better protect City Facility against
future storm damage. Received FIND Grants for partial design and construction
funding for the project.
CDBG – Ames Park
 Construction of improvements to the parking lot at Ames Park.

127

ENGINEERING
ACCOMPLISHMENTS:
CDBG – Landscape Renovations
 Installation of new landscaping and irrigation at Ames Park, Cassen Park, and Bailey
Riverbridge Gardens. These parks sustained damage to the landscapes during
Hurricanes Matthew and Irma, and damaged plant material was removed but not
replaced.
Force Main Repairs
 Completed construction of sanitary sewer force main upgrades on A1A/Oceanshore
Blvd, Spanish Waters Drive, Granada Blvd/Bovard, and Abby Way. These upgrades
will improve the configuration, operational reliability, and redundancy of the force
main system.
Forest Hills Trail
 Completed construction of a 3,400 LF multi-use trail, with lighting, connecting the
Forest Hills neighborhood to Mayfield Terrace. The project was partially funded by
an FDOT Local Agency Participation (LAP) agreement.
Granada Blvd. Landscape Renovations
 Completed design and commenced construction of landscape renovations and
irrigation system upgrades in the Granada Blvd. medians from Orchard Street to the
I-95 overpass, including the entrance/exit ramps. This project primarily funded by an
FDOT Joint Participation Agreement.
Laurel Creek Stream Gauges
 Installed water level detectors/flow meters at three additional locations on Laurel
Creek. These monitoring stations will provide additional data and allow City Staff to
make better decisions and be more responsive during times of significant rainfall.
North US1 Water Main Improvements (Phase 1)
 Completed construction on a new water main through Ormond Crossings to US1
which will provide increased pressures through the looping with the existing water
main and additional reliability.
OBSC Lighting Baseball Field 3 and Soccer Fields 1-3
 Installed lighting fixtures and poles on Wendlestadt baseball field 3 and soccer fields
1, 2, and 3 which were previously unlit. The lighting fixtures installed are LED which
are energy efficient, control glare, and provide superior lighting uniformity for better
playability.
Outfall Pipe Replacement
 Completed construction for the repair of the damaged Melrose effluent outfall pipe
crossing under the Halifax River.

128

ENGINEERING
ACCOMPLISHMENTS:
WTP Lime Slaker Unit Replacement & Sodium Hypochlorite Generator
Replacement
 Commenced construction of 2 replacement lime slaker units and sodium
hypochlorite generator, including new generator skids and miscellaneous equipment
and minor electrical modifications at the water treatment plant.
WTP Solids Handling Facility Upgrades
 Commenced construction on replacement of solid handling facility dewatering
structure and existing centrifuges with a new steel building and vacuum presses.
WWTP Sludge Dewatering & Re-Aeration Basin Improvements
 Commenced construction of improvements to the sludge dewatering process that
involves replacement of the two existing centrifuges and polymer blending systems,
replacing the bridges and handrails on the two digesters, and structural upgrades
within the re-aeration basin.

129

FLEET OPERATIONS
Fleet Operations is a support service function of city government provides a
comprehensive array of repair and preventative maintenance services for a
fleet of approximately 229 vehicles and 399 pieces of equipment and other
non-rolling stock. Fleet Operations core services include:
 maintaining a parts shop and inventory
 coordination of all sublet repairs
 management of the City’s vehicle replacement program
 overseeing operations of the City’s central fueling facility
 maintaining management and billing information for all vehicles and
equipment
As an “internal service” operation, Fleet Maintenance recovers its labor and
overhead through an hourly labor rate billed to user departments and from a
25% surcharge levied on parts and sublet repairs and a 10% surcharge on
fuel. The cost of all parts and sublet repairs are charged directly to the user
department.

130

FLEET OPERATIONS
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
1,316,960
1,316,960

Estimate
FY 2020-21
1,233,777
1,233,777

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,380,289
146,512
11.88%
1,380,289
146,512
11.88%

Actual
FY 2019-20
355,856
961,104
1,316,960

Estimate
FY 2020-21
360,643
873,134
1,233,777

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
356,156
(4,487)
-1.24%
1,024,133
150,999
17.29%
0.00%
0.00%
1,380,289
146,512
11.88%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Garage Supervisor
Fleet System Specialist
Mechanic II
Mechanic III

1.00
1.00
1.00
1.00

1.00
1.00
1.00
2.00

1.00
1.00
1.00
2.00

0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Courier (part-time)

0.50

0.50

0.50

0.00

0.00%

Total

4.50

5.50

5.50

0.00

0.00%

131

FLEET OPERATIONS
GOALS:
 Focus Fleet Operations on rolling stock by limiting subletting of small repairs and
maintenance of handheld equipment.
 Maintain vehicle downtime of no more than 7% for all Fire and Police vehicles.
 Maintain an average productivity rate for all mechanics of 83% that generates billable
labor rate hours from work orders.
 Achieve ASE Blue Seal of Excellence for 13th consecutive year.
 Continue to provide for efficient, timely and cost effective delivery of repair and
maintenance service to the City.
 Pursue options for succession planning within Fleet Operations
 Continue implementation of CIP vehicle in-house builds

ACCOMPLISHMENTS:





Achieved ASE Blue Seal of Excellence for 12th consecutive year.
Achieved a downtime rate of lower than 6.8% for all emergency vehicles.
Completed certification programs for all technicians.
Continued reduction in parts inventories by Identifying obsolete parts and provide a cost
effective recovery and disposal program.
 Continue being a GM Warranty Certified repair facility.

132

ECONOMIC DEVELOPMENT
The City’s Economic Development Department promotes development and
redevelopment in Ormond Beach, including the Airport Business Park,
downtown, and other areas within the community. In addition, Economic
Development works closely with private property owners and City and
County officials in the creation and development of a business park in the
area along north US1 and Interstate 95. Economic Development also
markets the City of Ormond Beach to prospective businesses and visitors.

133

ECONOMIC DEVELOPMENT
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
413,683
413,683

Estimate
FY 2020-21
390,128
390,128

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
382,023
(8,105)
-2.08%
382,023
(8,105)
-2.08%

Actual
FY 2019-20
128,140
82,189
203,354
413,683

Estimate
FY 2020-21
135,640
100,331
154,157
390,128

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
153,385
17,745
13.08%
146,931
46,600
46.45%
0.00%
81,707
(72,450)
-47.00%
382,023
(8,105)
-2.08%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Economic Incentives
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Economic Development Dir.

0.90

1.00

1.00

0.00

0.00%

Total

0.90

1.00

1.00

0.00

0.00%

134

ECONOMIC DEVELOPMENT
GOALS:
 Retain industrial businesses through visitation program and assist with expansion
projects.
 Conduct the first annual Business Retention Survey of target industry in the City in
collaboration with the Chamber of Commerce.
 Work with key target businesses in plant expansion and job creation initiatives.
 Collaborate with economic development partners to market & attract out-of-state
businesses/visitors to the City.
 Develop/Implement Main Street economic development initiatives.
 Manage City’s Business Park including:
 Prepare marketing material and promote development opportunities at the airport
and business park for attraction and expansion of target industry.
 Work closely with businesses on improvements to the electrical and internet
infrastructure.
 Work with Public Works to develop plans and construct the extension of Signal
Avenue and Tower Circle East into the Southwest Quadrant of the Airport.
 Publish and distribute quarterly Economic Development newsletter.
 Update the Economic Development Plan Strategic Plan,
 Work closely with Tomoka Holdings to open up land in the Ormond Crossings
master development project.
ACCOMPLISHMENTS:
 Worked with businesses throughout the City to retain and expand their operations
and employment base, including, Concentrated Aloe, and Security First Insurance.
 Recruitment of new businesses to the City including Lucky’s Market to Downtown
CRA.
 Updated economic development marketing material to promote business attraction in
the City, Ormond Crossings, Ormond Beach Airport and Business Park.
 In collaboration with the Ormond Beach Chamber of Commerce published the
biennial Doing Business in Ormond Beach booklet.
 Provided leadership and consultation to the Ormond Beach Chamber of Commerce,
Main Street Inc., and Team Volusia EDC organizations to improve the business
climate in the City.

135

PARKS AND GROUNDS MAINTENANCE
Parks and grounds maintenance program is responsible for:
 routine grounds maintenance
 mowing, general beautification and upkeep of all City’s parks and onsite buildings to include:
 grass mowing
 flower bed and shrub maintenance
 maintenance and trash collection of the medians along A1A and State
Road 40
With the exception of the Memorial Art Gardens, all parks and ground
maintenance is performed on a contracted basis.

136

PARKS AND GROUNDS MAINTENANCE
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
2,087,277
2,087,277

Estimate
FY 2020-21
2,177,602
2,177,602

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
2,326,992
149,390
2,326,992
149,390

% Change
FY 2020-21
to FY 2021-22
6.86%
6.86%

Actual
FY 2019-20
334,584
1,752,693
2,087,277

Estimate
FY 2020-21
326,095
1,851,507
2,177,602

Budget
FY 2021-22
344,846
1,982,146
2,326,992

Change
FY 2020-21
to FY 2021-22
18,751
130,639
149,390

% Change
FY 2020-21
to FY 2021-22
5.75%
7.06%
0.00%
0.00%
6.86%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Maintenance Foreman
Contract Manager
Tradesworker
Maintenance Worker II

1.00
1.00
1.00
1.00

1.00
1.00
1.00
1.00

1.00
1.00
1.00
2.00

0.00
0.00
0.00
1.00

0.00%
0.00%
0.00%
100.00%

Seasonal Positions:
Maintenance Worker II (1)

0.00

0.00

0.00

0.00

0.00%

Part-time Positions:
Maintenance Worker II (4)

2.00

2.00

1.00

-1.00

0.00%

Total

6.00

6.00

6.00

0.00

0.00%

137

PARKS AND GROUNDS MAINTENANCE
GOALS:
 Ensure all parks and grounds are inspected bi-weekly to ensure safety, accessibility
and cleanliness.
 Quarterly safety meetings with staff.
 Continuation of Hurricane Irma repairs to include replacement of items damaged at
Cassen Fishing Pier.
 Quarterly meetings with park staff to discuss progress and course of maintenance.
 To stay on top of additional leaf blowing removal/pressure washing of added
concrete and wood paths.
 Work with building maintenance as needed to ensure park buildings are clean, safe
and inviting to the public.
 Quarterly budget review to ensure department is staying within budget.
 Work with building maintenance in preparation for Christmas decorations to be
placed around the city.
 Continue to develop need assessments to prioritize enhancements and/or
replacement projects and relay information in weekly appraisal meetings with
building maintenance, landscape contract manager and facilities maintenance
contracts manager to address any issues that may need to be addressed.
 Maintain the appearance of City parks and facilities through regular maintenance.
PERFORMANCE MEASURES:

Number acres of passive park
Number of acres of active park
Number of park acres maintained
Number of volunteer hours
Number of children registered in summer
programs
Number of available spaces in summer
programs (number of registered that are
placed)
Number of children in jurisdiction

Change
Estimate
FY 2020-21
FY 2021-22
to FY 2021-22
80
412
492
69,500
46,408

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
200.97%

Actual
FY 2019-20*
80
412
492
23,177

Estimate
FY 2020-21
80
412
492
23,092

45

67

200

133

198.51%

45
6,730

67
6,730

220
6,730

153
-

228.36%
0.00%

*COVID19

138

PARKS AND GROUNDS MAINTENANCE
ACCOMPLISHMENTS:
 Maintained files for photographs and supporting documents for areas of concern
 Major cleanup of 3 transient encampments at Riverbend Park in support of the new
bike trail.
 Weekly Safety training classes instituted
 Engraved, constructed and installed new benches and trash receptacles at the new
Cassen Park Pier replaced after the hurricane.
 Replaced beach access stairs at ARBP
 Removed and disposed of three antiquated scoreboards at athletic fields.
 Created standard work schedule for all part time and full time people covering all
parks for every week.
 Installed concrete posts and tie downs at Rockefeller Gardens to support the movie
screen.
Communicate with Contract Manager any issues found with overall cleanliness of
restroom facilities.

139

LEISURE SERVICES ADMINISTRATION/REGISTRATION
Leisure Services Administration provides the executive leadership and
guidance necessary to carry out the mission, goals and policies for
recreational, cultural, senior center, special events, special populations, and
athletic field’s maintenance programs. Leisure Services Administration also
processes enrollment and completes registrations for:
 Youth and adult recreation programs
 Contractual instructor classes
 Gymnastics
 Summer camp programs
 Tennis programs
 Field and park rentals
Leisure Services manages recreation center activities held at Nova
Community Center, South Ormond Neighborhood Center, Ormond Beach
Gymnastics Center and Performing Arts Center.

140

LEISURE SERVICES ADMINISTRATION/REGISTRATION
Revenue and Expenditure Summaries:
Revenues:

Liability Insurance
ARBFP Concession Rental
General Fund
Total

Actual
FY 2019-20
3,056
8,333
656,673
668,062

Estimate
FY 2020-21
13,000
10,000
671,742
694,742

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
9,100
(3,900)
-30.00%
10,000
0.00%
712,373
40,631
6.05%
731,473
36,731
5.29%

Actual
FY 2019-20
477,071
190,991
668,062

Estimate
FY 2020-21
507,880
186,862
694,742

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
510,040
2,160
0.43%
221,433
34,571
18.50%
0.00%
0.00%
731,473
36,731
5.29%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Leisure Services Director
Asst. Leisure Services Director
Recreation Program Specialist
Office Manager
Office Assistant III

1.00
1.00
1.00
1.00
2.00

1.00
1.00
1.00
1.00
2.00

1.00
1.00
1.00
1.00
2.00

0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Office Assistant I

0.63

0.50

0.50

0.00

0.00%

Total

6.63

6.50

6.50

0.00

0.00%

141

LEISURE SERVICES ADMINISTRATION/REGISTRATION
GOALS:
 Create a new user friendly Leisure Service website focused on programming and
activities.
 Apply for Tree City USA Growth Award, through National Arbor Day Foundation.
 Take over Mayors Health and Fitness Challenge.
 Revamp advertising for summer camps, summer clinics, and yearly programming.
 Partner with engineering to apply for ECHO grant for sports field lighting.
 Develop free lunch and learn programming for the Environmental Discovery Center.
 Provide support to the Community Garden Committee to plan the third community
garden in 2018/2019 which may be implemented in fiscal year 2019/2020.
 Promote the existing “Memorial Tree” and “Memorial Bench” programs.
 Ensure the continued use of volunteers.
 Retain Ormond Beach’s Tree City USA designation.
 Apply for the NRPA Gold Medal award for the department.
 Achieve all City Commission goals for Leisure Services for FY 2018-19 by the end of
the fiscal year.
 Update Master Plan
 Implement Hometown Hero Banner Program
PERFORMANCE MEASURES:
Actual
FY 2019-20*
Workload:
# of Field/Park/Facility Rentals
# of Online Registrations
Efficiency/Effectiveness:
Achieve City Commission Goals
Customer Satisfaction %

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

276
32

132
10

325
50

193
40

146.21%
400.00%

100%
90%

100%
90%

100%
90%

-

0.00%
0.00%

*COVID-19

142

LEISURE SERVICES ADMINISTRATION/REGISTRATION
ACCOMPLISHMENTS:
 Community Partnerships: Several programs, projects and events were completed
through new and ongoing community partnerships this year.
 New Activity Guide designed and posted.
 Updated department Facebook and Instagram social media platforms.
 Facilitated the OB Life, Community Conversations program
 Revamped the Adopt a Park program guidelines.
 Increased participation in Adopt a Park program
 Helped facilitate Employee Appreciation Day event.
 Revamped summer camp, summer clinics, and various program flyers.
 Department was once again designated as Tree City USA.
 Nourishing the interest of current volunteers for the possibility of a third
Community Garden, and the Environmental Discovery Center.
 Application for NRPA Gold Medal award was submitted.
 Helped facilitate State of City event.
 Expanded involvement with Volusia County Recreation Directors Association by
attending monthly meetings.
 Recreation Program Specialist and Assistant LS Director obtained the NAYS Youth
Sports Administrators Certifications.
 Three free fishing tournaments were once again held this year as per City
Commission goals.

143

THE CASEMENTS
The Casements is the flagship community enrichment center on the
peninsula serving nearly one third of the city’s population. Programs that
take place at The Casements, in Central Park or as outreach experiences
include:
 environmental education such as urban homeowner’s landscape
conservation
 organic gardening
 safe boating
 manatee and wildlife protection classes and the arts
 Youth-at-Risk programs through story-telling
 computer enrichment classes
 arts
and
literacy
education
Programs and classes offered at Osceola School and the Casements raise
confidence and self-esteem to benefit youth, serve families and enhance
community values.
As a historic facility, the former home of John D. Rockefeller, Sr., a Great
Floridian is on the National Register for Historic Places and is an echotourism destination for visitors in Ormond Beach. It serves as an important
landmark and symbol of historic preservation for the community within an
urban park setting of leisure service facilities.

144

THE CASEMENTS
Revenue and Expenditure Summaries:
Revenues:

Casement Fees
General Fund
Total

Actual
FY 2019-20
26,203
245,745
271,948

Estimate
FY 2020-21
35,000
233,779
268,779

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
35,000
0.00%
232,669
(1,110)
-0.47%
267,669
(1,110)
-0.41%

Actual
FY 2019-20
150,876
121,072
271,948

Estimate
FY 2020-21
159,598
109,181
268,779

Budget
FY 2021-22
142,336
125,333
267,669

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(17,262)
-10.82%
16,152
14.79%
0.00%
0.00%
(1,110)
-0.41%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Cultural Center Coordinator

1.00

1.00

1.00

0.00

0.00%

Part-time Positions:
Maintenance Worker (2)
Recreation Leader (2)
Special Events Tech (1)

1.00
1.25
0.50

1.00
1.00
0.50

1.00
1.00
0.50

0.00
0.00
0.00

0.00%
0.00%
0.00%

Seasonal:
Summer Counselors

0.00

0.00

0.00

0.00

0.00%

Total

3.75

3.50

3.50

0.00

0.00%

145

THE CASEMENTS
GOALS:
 Increase revenue through rentals, events and programming.
 Grow sponsorships with monthly movies, Swing Into Spring, Once Upon a
Storytime and other community events.
 Continue partnerships with Ormond MainStreet, Ormond Memorial Art Museum
and Gardens, The Ormond Beach Historical Trust, Ormond Beach Chamber of
Commerce, The Iranian American Society of Daytona Beach, National Multiple
Sclerosis, Runner’s High, Run for A Cause, Salty Church, Ormond Beach Rotary, The
Antique Automobile Association and The Jewish American Society as it relates to the
various community events held on our property.
 Increase sponsorships and partnerships to grow offerings for the summer Enviro
Camp.
 Increase attendance at the spring concert series, Swing Into Spring.
 Increase attendance at the monthly “Movies on the Halifax”.
 Plan and execute a new weekday lunchtime concert series downtown on The
Casements North Lawn.
 Revamp “Rockefeller Revisited” with an updated program for the Fall.
 Update kitchen with new solid surface countertops.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
Attendance/Participants:
Special Events
Tours *
Programs/Classes
# Rentals:
Rentals/Groups - Casements
Rentals/Groups - Riverbridge
Efficiency/Effectiveness:
Overall "satisfied/very satisfied" %

Estimate
FY 2020-21

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Estimate
FY 2021-22

34,762
13,777
182

50,000
11,000
200

70,000
14,000
235

20,000
3,000
35

40.00%
27.27%
17.50%

134
68

100
50

120
75

20
25

20.00%
50.00%

95

95

95

*Includes Oncell App Tours

146

-

0.00%

THE CASEMENTS
ACCOMPLISHMENTS:
 The Casements continues to be the only beachside cultural center that offers fitness,
cooking, art and various educational opportunities.
 The Casement partnered for the first time with Ormond Beach Rotary to offer a craft
beer festival in Rockefeller Gardens.
 Casements staff attended “Hooked on Fishing, Not on Drugs” workshop to learn new
fishing techniques to teach during summer Enviro Camp.
 Casements staff attended a “Social Media” conference to learn updated techniques in
marketing various programs.
 Casements staff added a “Christmas Through the Years” page to the virtual Oncell
tour.
 Casements staff posted a weekly Instagram story “Tidbit Tuesday” throughout this
fiscal year.
 The Casements has grown their Facebook page with over 1500 followers.
 The Casements has 980 followers on their Instagram page.
 Secured a new partnership with Tomoka Outpost to offer kayaking during Enviro
Camp.
 Offered two offsite field trips during Enviro Camp.
 Filled Enviro Camp during the first day of registration
 Offered 4 Full Session Scholarships for Enviro Camp through the Joyce Ebbets
Scholarship Fund.
 Worked with various community partners to offer Echo Rangers, Starry, Starry
Night, Taste of Ormond, Celtic Festival, MS Family Fun Run, Ormond LIVE,
Riverfest, The Gaslight Parade, The Antique Car Show, Salty Church Celebration,
Tomoka Marathon, Tomoka Triathlon, Persian Festival, King of the Grill, Craft Beer
Fest, International Yoga Day in Rockefeller Gardens, Fortuanto Park and The
Casements North Lawn.
 Worked with The Casements Guild to offer their 40th anniversary Christmas Gala
during the holidays and celebrated their 40 years of service during National
Volunteer Week.
 Worked with The Casements Guild to prepare for the Carriage House Expansion
Project.

147

PERFORMING ARTS CENTER
The Ormond Beach Performing Arts Center (OBPAC) consists of an
auditorium, rehearsal room, studio and music rooms for City-sponsored
groups, professional theater and musical productions. The Center has a
seating capacity for 627 people and is built in a fan-shaped, stadium-style
configuration.
The Center is also used for many activities, to include:

Youth dance classes

Additional dance classes

Recitals

Acting classes

Senior shows

Voice and piano lessons

Music events

Children’s choir

Cultural arts classes

Children’s theater

Activities seminars

Workshops

148

PERFORMING ARTS CENTER
Revenue and Expenditure Summaries:
Revenues:

Tickets/Concessions
General Fund
Total

Actual
FY 2019-20
86,925
332,668
419,593

Estimate
FY 2020-21
36,000
232,580
268,580

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
79,000
43,000
119.44%
194,166
(38,414)
-16.52%
273,166
4,586
1.71%

Actual
FY 2019-20
135,183
284,410
419,593

Estimate
FY 2020-21
155,281
113,299
268,580

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
146,862
(8,419)
-5.42%
126,304
13,005
11.48%
0.00%
0.00%
273,166
4,586
1.71%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
P.A.C. Supervisor

1.00

1.00

1.00

0.00

0.00%

Part-time Positions:
Maintenance Worker (2)
Recreation Leader (1)
Box Office Attendant (2)

1.00
0.75
1.00

1.00
0.50
1.00

1.00
0.50
1.00

0.00
0.00
0.00

0.00%
0.00%
0.00%

Total

3.75

3.50

3.50

0.00

0.00%

149

PERFORMING ARTS CENTER
GOALS:
 Achieve a 90% or better satisfaction rating from show producers, classes and
instructors.
 Seek business partnerships to generate grants/donations.
 Achieve 80% or better of return contracts/rentals.
 Maintain total visits at over 40,000 for shows.
 Produce a (12) day children’s summer theatre/production camp through partnership
with local theatre/children’s arts group.
 Produce a (9) day summer dance camp through local partnerships.
 Increase rental/facility revenue by partnering with local producer to bring in national
performers.
 Work with internal show groups to improve ticket sales.
 Seek alternative revenue by increasing daily event rentals for studios/dance rooms.
 Increase day-to-day volunteerism with internal show groups.
 Increase online ticket sales by 2% over last year’s numbers through public awareness
campaign.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
Rentals
Shows/Rentals Attendance
New Contracts
Not for Profit Shows
For Profit Shows
Efficiency/Effectiveness:
Returning Contracts
Customer Satisfaction %

Actual
FY 2020-21

Estimate
FY 2021-22

Change
% Change
FY 2020-21 FY 2020-21
to FY 2021-22 to FY 2021-22

717
17,220
4
13
20

-

297
8,280
1
7
6

297
8,280
1
7
6

-

15
95%

0%

8
95%

8
95%

-

150

PERFORMING ARTS CENTER
ACCOMPLISHMENTS:
 Services expanded to local businesses by incorporating business meetings and
training sessions in addition to facility rentals.
 Served as a shelter and food distribution site for City emergency crews and
employees during peacetime emergencies.
 Created new relationships with community based not-for-profit service
organizations and faith based groups, hosting successful fundraising events.
 Network with other area theatre professionals and attended the InfoComm
Conference.
 30% of total PAC ticket sales are internet based which is a 5% increase over last fiscal
year.
 The PAC has over 220 total volunteers who donate approximately 3,000 hours
annually.

151

SENIOR CENTER
The Senior Center program coordinates the activities of a multi-purpose
center that includes programs for persons over 55 years of age in the
following areas:
 Health
 Arts
 Languages
 Nutrition
 Theater
 Personal finance
 Technology
 Music
The Center also offers classes and activities for physically and mentally
challenged citizens and those with other special needs.
In addition, the Center hosts the Ormond Senior Games and maintains the
Mainland Council on Aging Senior Congregate Dining and Meals on Wheels
programs.

152

SENIOR CENTER
Revenue and Expenditure Summaries:
Revenues:

Senior Center
General Fund
Total

Actual
FY 2019-20
3,981
83,940
87,921

Estimate
FY 2020-21
5,000
89,157
94,157

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
5,000
0.00%
92,399
3,242
3.64%
97,399
3,242
3.44%

Actual
FY 2019-20
10,478
77,443
87,921

Estimate
FY 2020-21
14,923
79,234
94,157

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
13,985
(938)
-6.29%
83,414
4,180
5.28%
0.00%
0.00%
97,399
3,242
3.44%

Estimate
FY 2020-21

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Actual
FY 2019-20

Budget
FY 2021-22

Part-time Positions:
Maintenance Worker (1)

0.50

0.50

0.50

0.00

0.00%

Total

0.50

0.50

0.50

0.00

0.00%

153

SENIOR CENTER
GOALS:
 Monitor the management agreement with Council on Aging to ensure terms of the
contract are met.
 Expand evening and weekend rentals to increase revenue wherever possible.
ACCOMPLISHMENTS:
 Continued the Council on Aging Lease Agreement.
 Partnered with long time facility rentals Tomoka Duplicate Bridge and Granada
Squares Dancers.
 Expanded rentals and usage to include:

Dance Classes

Homeowners Association Meetings

Concerts

Sports Association Meetings

Sunday Church Service

Seminars

154

COMMUNITY EVENTS
Community Events coordinates and produces community and Citysponsored holiday and cultural events such as the Fireworks on the Halifax
& Independence Day Celebration, Santa Land, Holiday Parade, Art in the
Park and the Birthplace of Speed Celebration. This division also coordinates
various celebrations, dedications, remembrances, groundbreakings,
historical celebrations and various other official City events. Assistance is
also provided to other City departments, boards and committees, outside
agencies and community service clubs with the presentation of their event
schedules.

155

COMMUNITY EVENTS
Revenue and Expenditure Summaries:
Revenues:

Sponsorship
General Fund
Total

Actual
FY 2019-20
202
126,944
127,146

Estimate
FY 2020-21
15,000
187,910
202,910

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
15,000
0.00%
191,649
3,739
1.99%
206,649
3,739
1.84%

Actual
FY 2019-20
85,053
42,093
127,146

Estimate
FY 2020-21
105,410
97,500
202,910

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
94,509
(10,901)
-10.34%
112,140
14,640
15.02%
0.00%
0.00%
206,649
3,739
1.84%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Community Events Coordinator

1.00

1.00

1.00

0.00

0.00%

Part-time Positions:
Community Events Leader (2)

1.25

1.00

1.00

0.00

0.00%

Total

2.25

2.00

2.00

0.00

0.00%

156

COMMUNITY EVENTS
GOALS:
 Staff continued development of the Art in the Park event, which was very well
received due to the greater quality of the art and craft vendors, a variety of music, and
event logistics. The Art in the Park event is a partnership endeavor with the Ormond
Memorial Art Museum.
 The Girl Scouts Art Exhibit was added in The Casements showcasing over 300
pieces of arts & crafts from Girl Scout Troops from Volusia County and all over
Central Florida.
 Staff added amenities to the “Children’s Craft Zone” for the Art in the Park event.
 The Community Events staff with the Memorial Day Committee held the annual
Memorial Day Remembrance Service in Rockefeller Gardens. The support of local
businesses, civic organizations, and sponsors, we provided the community with a
memorable and honorable service.
 Planned and presented three successful kids fishing tournaments. New and return
sponsors have contributed prizes, fishing poles, tackle, and refreshments for the
participants.
 Produced and organized a successful Veteran’s Day Celebration for over 80 local
veterans.
 Assisted The Senior Games Board with the 2018 Senior Games Olympics, which had
300 participants, playing in 20 games/activities.
 Presented Summer Sounds Free Concert Series. 3 Concerts.
 Staff assisted Parade Board to increase sponsorships, attendance, and overall
presentation of the Home for the Holidays Parade and prizes awarded at a city
commission meeting. All three objectives were met and exceeded.
 Staff programmed and facilitated several successful holiday events including Santa on
the Go, Holiday Concert, Breakfast with Santa, Letters to Santa, and decorating City
Hall tree with students from PACE Center.
 Hosted the Arbor Day Celebration and partnered with EDC Coordinator to add new
elements to this event that included an arts and crafts project.
 Continued with community partnerships with many non-profits and civic groups
including: Kiwanis Club, Lions Club, Boy & Girl Scouts, Ormond Beach Historical
Society, The Casements Guild, Ormond Main Street, Ormond Beach Chamber of
Commerce, American Legion Post 267, Civil Air Patrol, Disabled American Veterans,
PACE, and Seabreeze High School.
 Increase volunteer and community service worker participation for: July 4th, AITP,
Memorial Day, Holiday Parade, kids fishing tournaments, and Veterans Day.

157

COMMUNITY EVENTS
PERFORMANCE MEASURES:
Actual
FY 2019-20
Community Events
Workload:
Events Total
Non-annual events
Efficiency/Effectiveness:
Customer Satisfaction % - Events

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Estimate
FY 2020-21

Estimate
FY 2021-22

5
6

15
12

100
85

85
73

566.67%
608.33%

94%

94%

94%

-

0.00%

ACCOMPLISHMENTS:
 Assisted with many cross-departmental events: Earth Day, National Night Out,
Mayor’s Health & Fitness Challenge, Employee Appreciation Day Luncheon, Police
Awards Ceremony, and Ormond Chamber Leadership program.
 Assisted with the monthly “Walk with the Manager” program.
 Assisted Human Resources with workshop food, beverages, and lunches for ongoing
training classes.
 Assisted with City Commission workshops and shade meetings, and State of the
City.
 Assisted with the OB Life Series for seven months.
 Assisted with water tank ground breaking at Break A Way Trails.
 Assisted with Cassen Pier Ribbon Cutting and naming of the pier.
 Assisted with Rick Boehm softball field ground breaking
 Assisted with Costello stage dedication.
 Assisted with Forest Hills Trail ribbon cutting.
 Coordinator served as the department liaison to the Ormond Beach Chamber’s bimonthly Economic Prosperity Meeting.

158

ENVIRONMENTAL DISCOVERY CENTER
The Environmental Discovery Center's mission is to foster an awareness and
appreciation of the natural environment by providing stimulating
environmental education programs that inspire participants to be active
stewards of their surrounding natural resources.
The City of Ormond Beach’s Environmental Discovery Center (EDC)
provides visitors with a glimpse into the diverse ecosystems of Ormond
Beach, specifically Central Park. This 2,000 square foot facility is designed
to be self-guided. The building serves as a hub for the programming and
special events that will immerse visitors in these ecosystems and provide
hands-on education.

159

ENVIRONMENTAL DISCOVERY CENTER
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
115,988
115,988

Estimate
FY 2020-21
160,814
160,814

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
155,789
(5,025)
-3.12%
155,789
(5,025)
-3.12%

Actual
FY 2019-20
61,907
54,081
115,988

Estimate
FY 2020-21
96,056
64,758
160,814

Budget
FY 2021-22
89,351
66,438
155,789

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(6,705)
-6.98%
1,680
2.59%
0.00%
0.00%
(5,025)
-3.12%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Recreation Center Coordinator

1.00

1.00

1.00

0.00

0.00%

Part-time Positions:
Rec Leader (2)

1.00

1.00

1.00

0.00

0.00%

Seasonal Positions:
Summer Counselors

0.00

0.00

0.00

0.00

0.00%

Total

2.00

2.00

2.00

0.00

0.00%

160

ENVIRONMENTAL DISCOVERY CENTER
GOALS:
 Continue to increase overall attendance numbers (walk-ins, program participants,
events, etc.) 10% each quarter
 Increase number of meetings, workshops, lectures, classes, and field trips held on
Tuesdays, Wednesdays, and Thursdays
 Create adult programs to be held weekdays (ex. craft group, guided nature walks,
exercise classes)
 Create children’s nature-themed puppet show programs to be held on a monthly
basis
 Create day camp curriculum in order to offer day camps during the next fiscal year
 Create birthday party programs to offer renters
 Increase number of field trips by 20% each quarter
 Continue to market field trips to teachers, scout leaders, homeschool parents
 Develop adult field trip curriculum and market adult field trips
 Develop preschool field trip curriculum and market to day cares, preschools, etc.
 Host four community events minimum per year
 Continue to provide Project WILD workshops at least once per quarter
 Continue to update current exhibits and display items seasonally
 Send donation request to US Fish & Wildlife Services for exhibit materials
 Continue to increase volunteer force by 20% each quarter
 Organize EDC Volunteer field trips and workshops
 Increase social media presence – create Instagram account; increase followers, post
regularly (three or more times per week)
 Increase & expand partnerships between EDC & other environmental agencies (ex.
Project Learning Tree, Save the Manatees, Green Volusia, Reptile Discovery Center,
etc.)
 Increase & expand partnerships between EDC & local civic clubs, adult
communities, organizations
 Increase & expand partnerships between EDC & local schools (pre-K, elementary
schools, middle schools, high schools, colleges, universities)
 Form a committee with sister facilities and meet quarterly (Marine Science Center,
Lyonia Environmental Center, Marine Discovery Center, etc.)
 Attend outreach events (ex. Lagoonacy, Earth Day Picnic on the Plaza, Kids Day
America)
 Work with Landscape Architect and Landscape Contracts Manager to update the
EDC Grounds
 Apply for the Florida Wildflower Foundation’s Viva Florida Wildflower Grant
 Collaborate with Girl Scout Troop 1251 to update the EDC Butterfly Garden and
create butterfly signs

161

ENVIRONMENTAL DISCOVERY CENTER
ACCOMPLISHMENTS:
 Increased overall attendance numbers (walk-ins, program participants, events, etc.)
28.48% compared to the previous fiscal year
 Increased overall number of programs 89.66% compared to the previous fiscal year
 Increased number of meetings, workshops, lectures, and classes, particularly on
Fridays and Saturdays
 Held an estimated 153 programs, field trips, meetings, and rentals total during the
fiscal year
 Created reoccurring, monthly children’s programs for K-5 grade (“Elementary
Explorers”)
 Created reoccurring, monthly children’s program for ages 3-5 (“Little Learners”)
 Created kids’ holiday crafts program which occurs on a monthly basis (i.e. December
Holiday Crafts, February Valentine’s Day Crafts, etc.)
 Continued partnership with Volusia County ECHO Rangers Program.
 Created new field trip curriculum for grades K-5, Girl Scouts, homeschool groups,
and youth organizations
 Increased number of field trips by 75% compared to the previous fiscal year
 Held field trips for homeschool groups, scout troops (Girl Scouts, Navigators USA),
youth organization (i.e. Great Kids Learning Center), public elementary schools
(Pathways, Osceola), and private schools (Calvary Christian Academy, UBIC
Academy).
 Held The Casements’ Enviro Camp at the facility during the summer
 Held Community Gardens Volunteer Board and EDC Volunteers meetings in the
EDC Classroom on a monthly basis
 Partnered with Riverbend Academy and the Parks Division for a Central Park clean
up
 Partnered with Ormond Beach Police Department to hold Strategic Planning
Meeting in the EDC Classroom.
 Partnered with Ormond Beach Planning Department and Engineering Department to
hold the FFMA Conference field trip in Central Park and the EDC
 Partnered with Bethune-Cookman University and Stetson University to provide the
Coastal Science Research Workshop event in October with an estimated 60 people
in attendance
 Partnered with Community Events Division to provide the Arbor Day Event at
Ormond Beach Elementary School in January
 Partnered with Halifax River Audubon to provide the second annual Great Backyard
Bird Count community event in February with an estimated 200 people in
attendance
 Provided Project WILD workshops for educators at least once per quarter
 Updated current exhibits and display items; exhibit materials now rotate seasonally,
include more hands-on, interactive materials
 Created EDC Classroom activity stations with coloring pages, puzzles, microscope
observations, etc. that rotate seasonally with exhibits

162

ENVIRONMENTAL DISCOVERY CENTER
ACCOMPLISHMENTS:
 Increased active volunteer participation numbers an anticipated 44% compared to
previous fiscal year.
 Steered volunteers to create a program binder with pop-up programs (brief
presentations about specific topics), self-guided Central Park scavenger hunts, etc.
 Created EDC volunteer group committees – committees include Field Trips,
Children’s Programs, Outreach & Marketing, Meetings & Socials, Community
Events, Programs, Orientation & Training
 Updated Facebook page and posted regularly (three times per week)
 Created EDC Email Subscriber List and contact lists; sent email blasts on a monthly
basis
 EDC Coordinator forged new partnerships with the Tomoka Marsh Aquatic
Preserve, St. Johns Water Management District, Captain James Ormond Chapter of
the Daughters of the American Revolution, Rotary Club of Downtown Ormond
Beach
 Expanded partnerships with UF/IFAS Extension (Master Gardener Program),
Volusia County Environmental Management, Florida Fish & Wildlife, Florida
Wildflower Foundation, Lyonia Environmental Center, and Museum of Arts &
Sciences
 EDC attended outreach events such as Tomoka Fest, MOAS Natural History
Festival, Lyonia Wildlife Festival
 EDC Coordinator attended LEEF environmental education conference and
represented the City of Ormond Beach
 EDC Coordinator participated in a Project Learning Tree workshop and received
curriculum books
COMMUNITY GARDENS ACCOMPLISHMENTS:
 Added a new member to the Community Garden volunteer board
 Assigned all empty (abandoned or relinquished) garden spaces before new planting
season
 Collaborated with Master Gardeners to host workshops, lectures, and classes at
Community Gardens & EDC
 Community Gardens representatives attended an outreach event
 Held two business meetings and socials per term

163

NOVA COMMUNITY CENTER
The Nova Community Center is a totally air-conditioned facility, which
includes:
 Gymnasium
 family game room
 fitness room
 restrooms
 classroom
 multi-purpose activity room
There are ongoing classes and activities for both children and adults
throughout the year.
Outdoor facilities located at the Nova Community Park include:
 Basketball court
 Playground
 Baseball fields
 Tennis & racquetball courts
 Jogging trail
 Wide sidewalks
 Skateboard court

164

NOVA COMMUNITY CENTER
Revenue and Expenditure Summaries:
Revenues:

Fees
General Fund
Total

Actual
FY 2019-20
16,721
267,894
284,615

Estimate
FY 2020-21
18,500
308,343
326,843

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
10,500
(8,000)
-43.24%
310,910
2,567
0.83%
321,410
(5,433)
-1.66%

Actual
FY 2019-20
178,245
106,370
284,615

Estimate
FY 2020-21
213,088
113,755
326,843

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
204,905
(8,183)
-3.84%
116,505
2,750
2.42%
0.00%
0.00%
321,410
(5,433)
-1.66%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Recreation Center Coordinator

1.00

1.00

1.00

0.00

0.00%

Seasonal Positions:
Summer Counselors

0.00

0.00

0.00

0.00

0.00%

Part-time Positions:
Recreation Leaders (4)
Therapeutic Aide (1)

2.00
0.75

2.00
0.50

2.00
0.50

0.00
0.00

0.00%
0.00%

Total

3.75

3.50

3.50

0.00

0.00%

165

NOVA COMMUNITY CENTER
GOALS:
NOVA COMMUNITY CENTER:
 Effectively promote summer and teen activities as well as open gym for basketball
and pickleball offered at the Nova Community Center using improved flyers and
social media.
 Increase usage of newly expanded exercise room by 5%.
 Create a noncompetitive sports program for children ages 7-12 years old who want to
play sports but are not focused on one sport.
 Continue and promote beginning sport skills programs for children ages 3-7 years old
to increase participants.
 Create inclusive preview day for upcoming programs including Explore the Arts,
Sport Skills Development, 5K Wanderers etc.
SPECIAL POPULATIONS:
 Maintain existing programs and events for special populations while increasing
participant numbers by using improved flyers, gaining community contacts through
health fairs and community days and increase social media presence.
 Continue to offer Camp T Rec for those special needs participants who need more
individualized care adding more opportunities to learn job skills.
 Continue to offer The Lunch Bunch program for adults with special needs to provide
time to socialize within a safe environment and expand program to invite guest
speakers.
 Create a support group where parents can socialize and get advice while offering an
opportunity for their children with special needs to socialize as well.
 Hold 5K Wanderers in different parks to introduce participants to more of the City.
PERFORMANCE MEASURES:

Workload:
Total Visits (inside only) Attendance
Special Populations
Workload:
Special Needs Division Programs/Events
Special Needs Division Community Partners
Efficiency/Effectiveness:
Customer Satisfaction %

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

54,025

35,208

187.11%

12
-

34
6

22
6

183.33%
600.00%

95%

95%

Actual
FY 2019-20

Estimate
FY 2020-21

43,948

18,817

21
2
95%

166

Estimate
FY 2021-22

-

0.00%

NOVA COMMUNITY CENTER
ACCOMPLISHMENTS:
NOVA COMMUNITY CENTER:
 Coordinator received CYSA certification with NAYS.
 Improved the pickleball program by expanding the hours by 2.5 hours, created a
better rotation system for players and continued pickleball lessons to teach the game
to new players.
 Continued rental programming with Jazzercise being offered six days a week and
Dance and Acting classes four days a week.
 Offered Tennis Shack monthly rentals.
 Hosted teen summer program offering organized competitive basketball games.
 Offered free meals for children ages 18 and under throughout the summer.
 Hosted a successful Cat Fancier’s Cat Show, Embry Riddle Basketball Camp, Girl
Scout Event, Basketball League and Volleyball League.
 Created an inclusive sports skills development program for ages 3-7 years old.
SPECIAL POPULATIONS:
 Had a successful season of special needs sports including, but not limited to, soccer,
baseball, basketball, sports of all sorts, 5K Wanderers.
 Camp T-Rec was successfully planned and executed for those with special needs
who need more individualized care.
 Offered programming and event participation for partnership programs with Special
Populations Activity and Recreation Council (SPARC) and City of Port Orange
 Continued to offer the Lunch Bunch Program, a drop in program for adults with
special needs to provide time to socialize and participate in recreational activities
with a safe environment.
 Continued to offer Explore the Arts to offer an opportunity for participants to
express themselves creatively.
 Began the “Caps for Benches” program which recycles bottle caps and creates a bench
for the park.
 Created an inclusive sports skills development program for ages 3-7 years old.
 Planned and hosted a successful Shining STARS Pageant.

167

SOUTH ORMOND NEIGHBORHOOD CENTER
The South Ormond Neighborhood Center is an air-conditioned facility with
an indoor gymnasium, weight and game room, full service kitchen,
concession stand, small theatrical stage for special events, multipurpose
room, and computer and learning center.
Recreational programs include:







Arts and crafts

Ceramics

Dancnes


Tutoring classes
Teen programs

Progressive young men’s club

168

Boys & Girls club
Young ladies club
Chess club
Sports
Occasional field trips

SOUTH ORMOND NEIGHBORHOOD CENTER
Revenue and Expenditure Summaries:
Revenues:

Fees
General Fund
Total

Actual
FY 2019-20
8,273
237,533
245,806

Estimate
FY 2020-21
700
271,473
272,173

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
700
0.00%
278,269
6,796
2.50%
278,969
6,796
2.50%

Actual
FY 2019-20
148,887
96,919
245,806

Estimate
FY 2020-21
180,234
91,939
272,173

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
182,450
2,216
1.23%
96,519
4,580
4.98%
0.00%
0.00%
278,969
6,796
2.50%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Full-time Positions:
Recreation Center Coordinator

1.00

1.00

1.00

0.00

0.00%

Seasonal Positions:
Summer Counselors

0.00

0.00

0.00

0.00

0.00%

Part-time Positions:
Recreation Leaders (3)

1.50

1.50

1.50

0.00

0.00%

Total

2.50

2.50

2.50

0.00

0.00%

169

SOUTH ORMOND NEIGHBORHOOD CENTER
GOALS:
 Further expand the South Ormond Sports Club programs to include elementary
school aged children. (4th and 5th graders)
 Continue to offer mentoring/life skills teaching programming with the desired
outcome of having at least 150 children involved in “education through recreation”
and positive behavior type activities.
 Obtain a total of 2500 clients.
 Partner with Ormond Beach YMCA to expand programming opportunities and
water safety instruction.
 Continue to promote lifetime health activities as well as prevention and/or
elimination of obesity.
 Continue to promote diversity and fellowship through varied youth programming.
 Hold at least three (3) Neighborhood Festivals.
 Hold at least two (2) intergenerational events.
 Add one (1) more event involving nutritional education to promote the healthy life
style movement. (similar to our “lunch and learn” programs)
 Develop a youth summer basketball program /league as part of a new crime
prevention movement. (Halifax Youth Basketball Association)
PERFORMANCE MEASURES:
Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Actual
FY 2019-20

Estimate
FY 2020-21

Estimate
FY 2021-22

Workload:
Total Visits/Attendance

60,000

75,000

124,500

49,500

66.00%

Efficiency/Effectiveness:
Customer Satisfaction %

90%

90%

90%

-

-

ACCOMPLISHMENTS:
 Hosted successful Boys’ Youth Basketball Season.
 Continued implementation of programs and additional tutoring in SONC
Computer & Learning Center through partnership with Ormond Beach PAL.
 Continued the partnership with the Ormond Beach PAL in providing Arts &
Crafts Programs and additional funding to promote health and positive life styles
programs.
 Continued to partner with the Ormond Beach YMCA to provide opportunities
for underprivileged children at the YMCA and to aid in cross utilization of
facilities.
 Reconnected with NYSCA to provide educational opportunities to staff and
volunteer coaches.
 Provided support to local families in need during the holidays.

170

ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED
SPORTS
Athletic Fields Maintenance is responsible for turf maintenance and related
athletic field repairs at the Nova Community Park, Ormond Beach Sports
Complex and the South Ormond Neighborhood Center. Additional
responsibilities include general maintenance and clean-up of various hard
courts and playgrounds. Current maintenance responsibilities include the
following:

9 playgrounds

10 tennis courts
3-1/2 basketball courts

4 major league baseball fields 

4 football fields

9 softball fields

Skateboard park

11 youth baseball fields

8 soccer fields

Shuffleboard courts

8 handball/racquetball courts
City-Sponsored Sports coordinates and schedules an array of activities for
City sponsored sports, parent run sports, local high schools, colleges, and
outside rentals. Games and practices take place at Ormond Beach Sports
Complex, Nova Community Park, Nova Community Center and South
Ormond Neighborhood Center Gymnasiums.
Youth sports programs include flag football, cheerleading, volleyball, a
basketball training league, girls basketball leagues, softball sports camps,
and golf clinics.
Adult sports consist of men and women’s softball, coed softball, church
leagues, senior softball, coed volleyball, men’s basketball and various
softball tournaments.
Parent Run Sports-The City acts as the facilitator by providing topnotch
athletic facilities for children to play baseball, softball, basketball, and
soccer. In addition to providing facilities, the Athletic Supervisor schedules
all games, practices, and offers NYSCA Coaching clinics for all sports.
Outside user groups also use City facilities such as Seabreeze High
School, Father Lopez High School, ERAU, BCC, and local churches.
The Athletic Supervisor provides assistance to groups renting fields for
tournaments.

171

ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS
Revenue and Expenditure Summaries:
Revenues:

Fees
General Fund
Total

Actual
FY 2019-20
37,457
1,307,987
1,345,444

Estimate
FY 2020-21
42,000
1,365,479
1,365,479

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
48,000
6,000
14.29%
1,416,924
51,445
3.77%
1,416,924
51,445
3.77%

Actual
FY 2019-20
409,571
935,873
1,345,444

Estimate
FY 2020-21
394,622
1,012,857
1,407,479

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
367,473
(27,149)
-6.88%
1,097,451
84,594
8.35%
0.00%
0.00%
1,464,924
57,445
4.08%

Estimate
FY 2020-21

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Actual
FY 2019-20

Budget
FY 2021-22

Full-time Positions:
Athletic Field Maint Supervisor
Contract Manager - Grounds
Maintenance Worker IV
Maintenance Worker III
Maintenance Worker II

1.00
0.00
0.00
0.00
3.00

1.00
0.00
0.00
0.00
3.00

1.00
0.00
0.00
0.00
3.00

0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Maintenance Worker II (4)
Athletic Coordinator (3)

2.00
1.50

2.00
1.50

2.00
1.50

0.00
0.00

0.00%
0.00%

Total

7.50

7.50

7.50

0.00

0.00%

172

ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS
ATHLETIC FIELD MAINTENANCE:
GOALS:
 Achieve a customer satisfaction rating of “satisfactory or better” from 90% of
surveyed participants regarding facility maintenance.
 Continue bi-annual laser grading of clay infields at Nova Community Park fields and
Ormond Beach Sports Complex.
 Work with Public Works on mutual projects.
 Track true costs to City for tournaments.
 Increase use of volunteers.
 Work with the sports associations in an effort to better manage practices and games
to reduce wear on athletics fields.
 Continue to develop preventive maintenance program by partnering with Fleet to
train ball field maintenance employees to perform a daily maintenance program with
each machine.
 Improve playing surfaces and pitching mounds at all baseball fields.
 Continue a successful partnership with Yellowstone
 Add wood bordering to SONC softball field to maintain clay from running off of the
field
ACCOMPLISHMENTS:
 Due to usage demand, increased the amount of hours dedicated to the maintenance of
South Ormond Neighborhood Center and Osceola Elementary.
 Added crimson stone to fence lines, warning tracks, front of dugouts, behind
backstops, & at Shuffleboard to assist with appearance, drainage and weed control.
 Hosted the Harry Wendelstedt Umpire School for six weeks.
 Hosted more than (30) tournaments on the weekends.
 Assisted in many City special events, including July 4th, as well as various events at
The Casements.
 Maintain shuffleboard courts at Sports Complex.
 Wendelstedt Fields 1-2 - clay infields laser graded, with staff laying turface and
additional clay.
 Added clay and turface to infields at Nova Community Park.
 Added clay to baselines at Wendelstedt Fields.
 Cut out all baselines at Nova to 6 feet.
 Replaced carpet & hitting mats in Nova cages 1 & 4.
 Took over edging of all infields at Nova, SC, S.O.N.C, & Osceola
 Set up Soccer Fields at S.O.N.C. for YMCA Leagues.

173

ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS
CITY SPONSORED SPORTS:
GOALS:














Revamp participant and coaches surveys.
Increase player participation.
Increase rentals by a minimum of 10%.
Achieve a customer service rating of higher than 90%.
Hold Summer Youth Sports Camps for children in baseball, soccer, softball, golf,
basketball, and volleyball.
Hold yearly officiating clinics to focus on handling of coaches/parents, as well as onfield play.
Promote lifetime healthy activities as well as prevention and/or elimination of
obesity.
Schedule Athletic Field Maintenance Department to ensure seamless preparation for
daily activities.
Work hand-in-hand with the Associations (Baseball/Softball, Soccer Basketball and
Football) for better utilization of fields/gyms through scheduling.
Strive to decrease light costs at the Sports and Nova complexes.
Use volunteers for varied tasks and responsibilities.
Serve as City liaison to the Convention and Visitors Bureau Sports Committee.
Increase rentals through partnership with Convention and Visitors Bureau Sports
Committee and Central Florida Sports Commission.

ACCOMPLISHMENTS:
 Continued the reduction of electricity for utilizing overhead field lights at the
Ormond Beach Sports Complex and the Nova Community Complex.
 Increased outside rentals with additional adult and youth sports tournaments.
 Increased high school athletic rentals.
 Added WPFB and MCFB Adult Football, as well as FTB, USSSA, NSA, USSSA and
USFA tournaments for additional rentals.
 Hosted MEAC/NCAA Tournament Championships through Bethune Cookman
University.
 Hosted successful youth flag football and youth volleyball programs, as well as
summer youth sports camps.
 Increased spring, summer and fall volleyball program participation again.
 Scheduled all OBYBA & OBYBSA basketball and baseball games.
 Re-elected as a member of Convention and Visitors Bureau Sports Community.
 Successfully managed the Athletic Field Maintenance division and City Sponsored
Sports division.
 Increased rentals by bringing in Women’s & Men’s football, senior softball
tournaments and Youth

174

CONTRIBUTIONS
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
94,615
94,615

Estimate
FY 2020-21
91,528
91,528

Change
% Change
Budget
FY 2020-21 FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
203,710
112,182
122.57%
203,710
112,182
122.57%

Actual
FY 2019-20
94,615
94,615

Estimate
FY 2020-21
91,528
91,528

Change
% Change
Budget
FY 2020-21 FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
91,528
0.00%
112,182
112,182
0.00%
203,710
112,182
122.57%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

175

TRANSFERS
Revenue and Expenditure Summaries:
Revenues:

General Fund
Total

Actual
FY 2019-20
1,173,450
1,173,450

Estimate
FY 2020-21
1,306,965
1,306,965

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
1,554,372
118.93%
2,861,337
1,554,372
118.93%
2,861,337

Actual
FY 2019-20
1,173,450
1,173,450

Estimate
FY 2020-21
1,306,965
1,306,965

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
2,861,337
1,554,372
118.93%
2,861,337
1,554,372
118.93%

Expenditures:

Personnel Services
Operating
Contingency
Transfers
Total

176

SPECIAL REVENUE, DEBT SERVICE AND CAPITAL
PROJECT FUNDS
TABLE OF CONTENTS
BUDGETARY AND STAFFING INFORMATION
Special Revenue Funds
Downtown Redevelopment Trust Fund ..................................................................................................178
Ormond Crossings Trust Fund ...................................................................................................................179
Stormwater Utility Drainage Fund .......................................................................................................... 180
Municipal Airport Fund ...............................................................................................................................183
Local Law Enforcement Trust Fund......................................................................................................... 186
Economic Development Fund .....................................................................................................................187
Federal Law Enforcement Trust Fund..................................................................................................... 188
Pension Contribution Pass Through ........................................................................................................ 189
Recreational Facility Fee Fund .................................................................................................................. 190
Grant Fund ....................................................................................................................................................... 191
Debt Service Funds
Financing Debt Fund .................................................................................................................................... 192
2002 General Obligation Bond Debt Service Fund .............................................................................. 193
2003 General Obligation Bond Debt Service Fund............................................................................... 194
2004 Revenue Bond Fund ........................................................................................................................... 195
2010 General Obligation Bond Debt Service Fund ............................................................................... 196
Capital Project Funds
Capital Improvements Fund........................................................................................................................197
Equipment Renewal and Replacement Fund ........................................................................................ 198
Public Safety Vehicles and Equipment Fund ......................................................................................... 199
Transportation Improvements Fund....................................................................................................... 200
Recreation Impact Fee Fund ...................................................................................................................... 201
Facilities Renewal and Replacement Fund ............................................................................................202

177

DOWNTOWN REDEVELOPMENT TRUST FUND
Used to account for tax increment proceeds received by the City within a
specific district authorized by state statute.
Revenue and Expenditure Summaries:
Revenues:
Change

Intergovernmental
Miscellaneous
Transfers

Actual

Estimate

Budget

FY 2020-21

FY 2020-21

FY 2019-20
924,490

FY 2020-21
718,686

FY 2021-22
718,686

to FY 2021-22

to FY 2021-22

7,301

1,500

1,500

454,102

456,518

524,246

67,728

14.84%

-

142,811

885,169

742,358

519.82%

1,385,893

1,319,515

2,129,601

810,086

61.39%

Use of Fund Balance
Total

% Change

-

0.00%

-

0.00%

Expenditures:

Personnel Services

Change

% Change

Actual

Estimate

Budget

FY 2020-21

FY 2020-21

FY 2019-20

FY 2020-21

FY 2021-22

to FY 2021-22

to FY 2021-22

-

-

-

-

0.00%

Operating

399,276

419,515

459,601

40,086

9.56%

Capital

1,146,754

161.67%

600,000

1,570,000

970,000

Contributions and Transfers

-

200,000

100,000

(100,000)

-50.00%

Contingency

-

100,000

-

(100,000)

-100.00%

810,086

61.39%

Total

1,546,030

1,319,515

178

2,129,601

ORMOND CROSSINGS TRUST FUND
Used to account for tax increment proceeds received by the City within a
specific district authorized by state statute.
Revenue and Expenditure Summaries:
Revenues:
Change

% Change

FY 2020-21

FY 2020-21

FY 2021-22
to FY 2021-22
128,224
-

to FY 2021-22

Actual

Estimate

FY 2019-20
47,427

FY 2020-21
128,224

Miscellaneous

1,457

-

-

Transfers

38,500

104,309

127,237

Intergovernmental

Use of Fund Balance
Total

Budget

0.00%

22,928

21.98%

-

0.00%

22,928

9.86%

87,384

232,533

255,461

0.00%

-

Expenditures:

Actual

Estimate

Budget

Change

% Change

FY 2020-21

FY 2020-21

to FY 2021-22

to FY 2021-22

FY 2019-20

FY 2020-21

FY 2021-22

Personnel Services

-

-

-

-

0.00%

Operating

-

-

-

-

0.00%

Capital

-

-

-

-

0.00%

Contributions and Transfers

-

-

-

-

0.00%

Contingency

-

232,533

255,461

22,928

9.86%

Total

-

232,533

255,461

22,928

9.86%

179

STORMWATER DRAINAGE UTILITY FUND
Stormwater Maintenance is responsible for maintaining the drainage
systems along City-maintained roads in an effort to reduce flooding and
impacts to water quality of receiving streams associated with stormwater
runoff.
The program responds to public concerns and needs by
investigating and resolving complaints of localized flooding. Routine
inspections of facilities are scheduled to ensure that all swales, ditches,
drains, creeks, rivers, water retention areas and drainage structures are
functioning as intended.
In accordance with a formal agreement with FDOT, the City also maintains
drainage ways along US 1, SR 40, A1A and Nova Road. .
Maintenance operations are supported through a monthly stormwater
utility fee of $8.00 per “equivalent residential unit” which is charged to all
residential and commercial units within the City limits of Ormond Beach.
The balance of all revenue generated by the fee that is not applied to
maintenance operations is dedicated to the ten-year stormwater
improvements program approved in FY 96-97.

180

STORMWATER DRAINAGE UTILITY FUND
Revenue and Expenditure Summaries:
Revenues:
Change

% Change

Actual

Estimate

Budget

FY 2020-21

FY 2020-21

FY 2019-20
195,461

FY 2020-21
-

FY 2021-22
-

to FY 2021-22

to FY 2021-22

2,539,581

2,525,000

2,525,000

-

0.00%

33,482

6,000

6,000

-

0.00%

Transfers

-

-

-

-

0.00%

Use of Fund Balance

-

-

-

-

0.00%

2,768,524

2,531,000

2,531,000

-

0.00%

Intergovernmental
Charges for Service
Miscellaneous

Total

-

0.00%

Expenditures:
Change

% Change

Actual

Estimate

Budget

FY 2020-21

FY 2020-21

FY 2019-20

FY 2020-21

FY 2021-22

to FY 2021-22

to FY 2021-22

Personnel Services

612,529

639,590

590,104

(49,486)

-7.74%

Operating

848,557

563,215

560,362

(2,853)

-0.51%

Capital

1,121,144

804,000

854,100

50,100

6.23%

224,820

212,088

197,307

(14,781)

-6.97%

-

312,107

329,127

17,020

0.00%

2,807,050

2,531,000

2,531,000

-

0.00%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Contributions and Transfers
Contingency
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
Public Works Operations Mgr.
Office Manager
System Mnt. Supervisor
Maintenance Worker IV
Maintenance Worker III
Maintenance Foreman
Maintenance Worker II
Public Works Director

0.20
0.50
1.00
3.00
1.00
1.00
3.00
0.20

0.00
1.00
1.00
3.00
1.00
1.00
3.00
0.00

0.00
1.00
1.00
3.00
1.00
1.00
3.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

9.90

10.00

10.00

0.00

0.00%

181

STORMWATER DRAINAGE UTILITY FUND
GOALS:





Receive less than twelve (12) maintenance-related complaints annually.
Perform 3,875 catch basin inspections annually.
Perform 175 outfall inspections annually.
Maintain 8.5 million square feet (sf.) of ditches within the City and 11.5 million sf. in
the FDOT contract area.
 Clean a minimum of 70,000 linear feet of storm sewer annually.
 Sweep 5,249 curb miles
 Divert 2,000 cubic yards of debris from the storm drain line system
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
Linear Ft. of lines cleaned (City)
Sq footage of ditch maintenance (City)
Sq footage of ditch maintenance (FDOT)
Pump station inspections
Outfall inspections
Catch basin inspections
Miles of street sweeping
Efficiency/Effectiveness:
Diverted Debris Cubic Yards
Maintenance Related Downtime Days
Linear Ft. of Line cleaned (City)

Estimate
FY 2020-21

Estimate
FY 2021-22

52,958
6,350,983
4,937,580
175
104
27,180
5,029

55,000
7,000,000
5,500,000
200
225
35,000
5,029

57,000
7,250,000
5,500,000
200
225
35,000
5,029

2,115
21

2,125
14

2,125
12

Change
% Change
FY 2020-21 FY 2020-21
to FY 2021-22 to FY 2021-22
2,000
250,000
-

3.64%
3.57%
0.00%
0.00%
0.00%
0.00%
0.00%

-

0.00%
-14.29%

(2)

VacCon downtime excessive

ACCOMPLISHMENTS:
 Performed more than 3953 catch basin inspections.
 Performed 192 outfall inspections.
 Maintained more than 8.855 million sq. ft. of ditches and 18 million sq. ft. of ditches
within the FDOT MOA
 Completed 4,623 curb miles of street sweeping
 Diverted 2,110 cubic yards of debris from the storm drain line system

182

MUNICIPAL AIRPORT FUND
The Municipal Airport is located on 1,164 acres of land that was granted to
the City in 1959 by the Federal Government. The Airport facility includes
two (2) active runways and six (6) taxiways that are fully lighted. Aviation
management and other flight support services are provided through private
operations including two (2) full service Fixed Based Operators, an
automated weather observation system and ten (10) specialty FBOs that
include an aircraft paint shop, maintenance facilities, aircraft sales and flight
instructors. In addition, there are two (2) non-precision instrument
approaches and an FAA Vortac facility.
There are approximately 140 aircraft based at the airport including three (3)
flight schools that are based at the airport and two (2) other flight schools
that use the airport extensively for training.

183

MUNICIPAL AIRPORT FUND
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
64,137
204,373
66,396
334,906

Estimate
FY 2020-21
472,500
192,000
66,390
133,247
864,137

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
2,335,159
1,862,659
394.21%
192,000
0.00%
66,390
0.00%
63,691
(69,556)
-52.20%
2,657,240
1,793,103
207.50%

Actual
FY 2019-20
130,694
139,438
70,833
13,872
354,837

Estimate
FY 2020-21
137,089
137,569
574,855
14,624
864,137

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
116,445
(20,644)
-15.06%
142,580
5,011
3.64%
2,382,816
1,807,961
314.51%
15,399
775
5.30%
0.00%
2,657,240
1,793,103
207.50%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

Staffing Summary:

Full-time Positions:
Airport Manager
Economic Development Director
Total

1.00
0.10
1.10

1.00
0.00
1.00

184

1.00
0.00
1.00

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

0.00
0.00
0.00

0.00%
0.00%
0.00%

MUNICIPAL AIRPORT FUND
GOALS:
 Complete the design and construction of the extension of Signal Avenue and East Tower
Circle from the Airport Business Park into the Southwest Quadrant of the airport.
 Commence construction of the extension of Runway 9 and Taxiway Alpha.
 Execute an amended and restated lease agreement between the City and the Riverbend
Golf Course.
 Commence design of new perimeter fencing and airport access systems, to include
additional lighting and surveillance technology.
 Complete the construction of new directory signage at the airport.
 Assist Scoda Aeronautica and Super Petrel USA with their plans to expand and establish
advanced aircraft assembly and testing operations at the airport.
 Assist Aircraft Charter & Logistics with their plan to develop new hangar and service
facilities at the airport.
 Assist K & G Aviation with their plan to establish a new aircraft maintenance facility at
the airport.
 Market and lease available properties at the Southeast Quadrant.
 Secure all FDOT and FAA grants necessary to complete airport capital improvement
projects.
ACCOMPLISHMENTS:
 Completed the construction of improvements to the public use heliport.
 Completed the construction of the rehabilitation of Runway 9/27.
 Managed the review of airport design and construction projects, for which staff secured
the maximum available FAA and FDOT funding.
 Implemented the City’s Voluntary Noise Abatement program for the airport.
 Conducted public outreach programs in the local community.
 Conducted an airport tenant relations campaign to gain user input about airport
operations and facility needs.
 Completed a comprehensive security assessment of the airport, working in concert with
consultants from FDOT.
 Completed a comprehensive pavement condition analysis for the airport, working in
concert with consultants from FDOT.
 Assisted the Civil Air Patrol with developing and implementing an aerospace education
outreach program for local middle schools.

185

LOCAL LAW ENFORCEMENT TRUST FUND
This fund accounts for proceeds generated by confiscation activities of the
Police Department. Expenditures are restricted for law enforcement
purposes only.
Revenue and Expenditure Summaries:
Revenues:

Fines and Forfeits
Miscellaneous
Use of Fund Balance
Total

Actual
FY 2019-20
14,820
848
15,668

Estimate
FY 2020-21
100,000
-

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
65,800
(34,200)
0.00%
65,800
65,800
0.00%

Actual
FY 2019-20
19,028
115,898
134,926

Estimate
FY 2020-21
100,000
100,000

Budget
FY 2021-22
65,800
65,800

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

186

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
(34,200)
-34.20%
0.00%
0.00%
0.00%
(34,200)
-34.20%

ECONOMIC DEVELOPMENT FUND
This fund accounts for the City’s proceeds of land sales and development
costs associated with the City’s airport business park.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous
Use of Fund Balance
Transfers
Total

Actual
FY 2019-20
2,720
2,720

Estimate
FY 2020-21
1,644,000
411,000
2,055,000

Budget
FY 2021-22
-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(1,644,000)
-100.00%
(411,000)
-100.00%
0.00%
0.00%
(2,055,000)
-100.00%

Actual
FY 2019-20
48,306
48,306

Estimate
FY 2020-21
2,055,000
2,055,000

Budget
FY 2021-22
-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
0.00%
(2,055,000)
-100.00%
0.00%
0.00%
(2,055,000)
-100.00%

Expenditures:

Personal Services
Operating
Capital
Contributions and Transfers
Contingency
Total

187

FEDERAL LAW ENFORCEMENT TRUST FUND
Used to account for proceeds generated by confiscation activities of the
Police Department. Expenditures are restricted for law enforcement
purposes only.
Revenue and Expenditure Summaries:
Revenues:

Fines and Forfeits
Miscellaneous
Use of Fund Balance
Total

Actual
FY 2019-20
32
32

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
FY 2020-21
to FY 2021-22
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%

Actual
FY 2019-20
-

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
FY 2020-21
to FY 2021-22
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

188

PENSION CONTRIBUTION PASS THROUGH
Used to account for State contributions to the Police and Fire pension
funds.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Total

Actual
FY 2019-20
670,572
670,572

Estimate
FY 2020-21
850,000
850,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
800,000
(50,000)
-5.88%
800,000
(50,000)
-5.88%

Actual
FY 2019-20
670,572
670,572

Estimate
FY 2020-21
850,000
850,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
800,000
(50,000)
-5.88%
0.00%
0.00%
800,000
(50,000)
-5.88%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

189

RECREATIONAL FACILITY FEE FUND
This fund accounts for impact fees assessed against users of recreation and
cultural facilities within the City. Use of these funds is limited to expansion
of those facilities.
Revenue and Expenditure Summaries:
Revenues:

Miscellaneous (Impact Fees)
Use of Fund Balance
Total

Actual
FY 2019-20
15,574
15,574

Estimate
FY 2020-21
41,600
41,600

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
41,600
0.00%
0.00%
41,600
0.00%

Actual
FY 2019-20
11,351
11,351

Estimate
FY 2020-21
34,490
7,110
41,600

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
12,454
(22,036)
-63.89%
10,000
10,000
100.00%
0.00%
19,146
12,036
169.28%
41,600
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

190

GRANT FUND
This fund accounts for proceeds of federal and state financial assistance and
related capital expenditures.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
830,704
451
831,155

Estimate
FY 2020-21
25,000
25,000

Budget
FY 2021-22
-

Actual
FY 2019-20
987,349
22,512
1,009,861

Estimate
FY 2020-21
25,000
25,000

Budget
FY 2021-22
-

-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(25,000)
-100.00%
0.00%
0.00%
0.00%
(25,000)
-100.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

191

-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
(25,000)
-100.00%
0.00%
(25,000)
-100.00%

FINANCING DEBT SERVICE FUND
This fund records principal and interest payments on various capital lease
and notes payable obligations. Revenue sources include interest on
investments and transfers from the General Fund.
Revenue and Expenditure Summaries:
Revenues:

Miscellaneous
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
616,448
616,448

Estimate
FY 2020-21
706,111
706,111

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
730,798
24,687
3.50%
0.00%
730,798
24,687
3.50%

Actual
FY 2019-20
559,350

Estimate
FY 2020-21
704,112
1,999
706,111

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
725,123
21,011
2.98%
5,675
3,676
183.89%
730,798
24,687
3.50%

Expenditures:

Personnel Services
Operating
Debt Service
Contingency
Total

559,350

192

2002 GENERAL OBLIGATION DEBT SERVICE FUND
This fund records principal and interest payments on Series 2002 General
Obligation Bonds. Revenues include ad valorem property taxes and interest
on investments.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Use of Fund Balance
Total

Actual
FY 2019-20
1,517
1,517

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
0.00%

Actual
FY 2019-20
-

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%

Expenditures:

Personnel Services
Operating
Debt Service
Contingency
Total

193

2003 GENERAL OBLIGATION DEBT SERVICE FUND
This fund records principal and interest payments on Series 2003 General
Obligation Bonds. The proceeds of this debt issue were utilized to
construction Fire Station #92. Revenues include ad valorem property taxes
and interest on investments.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Transfer
Use of Fund Balance
Total

Actual
FY 2019-20
116,818
55
116,873

Estimate
FY 2020-21
116,208
116,208

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
114,934
(1,274)
-1.10%
0.00%
0.00%
0.00%
114,934
(1,274)
-1.10%

Actual
FY 2019-20
111,417
111,417

Estimate
FY 2020-21
115,688
520
116,208

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
113,000
(2,688)
-2.32%
1,934
1,414
271.92%
114,934
(1,274)
-1.10%

Expenditures:

Personnel Services
Operating
Debt Service
Contingency
Total

194

2004 REVENUE BOND
This fund records principal and interest payments on Series 2004 Revenue
Bonds. The proceeds of this bond issue were used to construct Fire Station
#91.
Revenue and Expenditure Summaries:
Revenues:

Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
158,004
158,004

Estimate
FY 2020-21
156,000
156,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
157,000
1,000
0.64%
0.00%
157,000
1,000
0.64%

Estimate
FY 2020-21
156,000
156,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
157,000
1,000
0.64%
0.00%
157,000
1,000
0.64%

Expenditures:

Personnel Services
Operating
Debt Service
Contingency
Total

Actual
FY 2019-20
156,544
156,544

195

2010 GENERAL OBLIGATION DEBT SERVICE FUND
This fund records principal and interest payments on Series 2010 General
Obligation Bonds. The proceeds of this bond issue are for a beachfront park.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Total

Actual
FY 2019-20
353,648
165
353,813

Estimate
FY 2020-21
348,623
348,623

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
352,747
4,124
1.18%
0.00%
352,747
4,124
1.18%

Estimate
FY 2020-21
345,689
2,934
348,623

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
349,000
3,311
0.96%
3,747
813
27.71%
352,747
4,124
1.18%

Expenditures:

Personnel Services
Operating
Debt Service
Contingency and Transfers
Total

Actual
FY 2019-20
367,982
367,982

196

CAPITAL IMPROVEMENT FUND
This fund is used to account for capital asset acquisitions and construction
from general government resources and intergovernmental grants.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Intergovernmental
Miscellaneous
Transfers
Use of Fund Balance
Bond Proceeds
Total

Actual
FY 2019-20
408,201
334,020
160,090
929,996
1,832,307

Estimate
FY 2020-21
401,104
879,803
125,000
1,405,907

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
404,272
3,168
0.79%
129,803
(750,000)
-85.25%
(125,000)
-100.00%
0.00%
0.00%
0.00%
534,075
(871,832)
-62.01%

Actual
FY 2019-20
25,188
2,267,084
20,292
2,312,564

Estimate
FY 2020-21
1,129,803
21,830
254,274
1,405,907

Budget
FY 2021-22
357,611
22,618
153,846
534,075

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

197

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
0.00%
(772,192)
-68.35%
788
3.61%
(100,428)
-39.50%
(871,832)
-62.01%

EQUIPMENT RENEWAL AND REPLACEMENT FUND
This fund accounts for replacement of existing capital assets provided by
general government resources.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Transfers
Lease Financing
Use of Fund Balance
Total

Actual
FY 2019-20
426,596
12,085
1,377,155
1,815,836

Estimate
FY 2020-21
431,093
21,270
452,363

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
202,136
(228,957)
-53.11%
0.00%
0.00%
0.00%
219,227
197,957
930.69%
421,363
(31,000)
-6.85%

Actual
FY 2019-20
378,416
160,000
538,416

Estimate
FY 2020-21
270,000
182,363
452,363

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
374,000
104,000
38.52%
47,363
(135,000)
-74.03%
0.00%
421,363
(31,000)
-6.85%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

198

PUBLIC SAFETY VEHICLE AND EQUIPMENT FUND
This fund accounts for replacement of public safety vehicles and equipment.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
-

Estimate
FY 2020-21
-

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
626,225
626,225
1,522,000
1,522,000
2,148,225
2,148,225

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%

Actual
FY 2019-20
-

Estimate
FY 2020-21
-

Budget
FY 2021-22
420,000
218,971
1,509,254
2,148,225

Change
FY 2020-21
to FY 2021-22
420,000
218,971
1,509,254
2,148,225

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

199

TRANSPORTATION IMPROVEMENTS FUND
This fund is used to account for transportation related capital infrastructure
acquisition and construction from general government resources.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Other Taxes
Intergovernmental
Miscellaneous
Bond Proceeds
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
507,324
1,170,586
254,048
1,931,958

Estimate
FY 2020-21
502,317
910,000
411,300
463,471
2,287,088

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
503,358
1,041
910,000
411,300
1,011,019
547,548
2,835,677
548,589

Actual
FY 2019-20
127,476
619,493
792,336
1,539,305

Estimate
FY 2020-21
235,445
1,337,000
714,643
2,287,088

Budget
FY 2021-22
191,731
1,963,000
680,946
2,835,677

% Change
FY 2020-21
to FY 2021-22
0.21%
0.00%
0.00%
0.00%
0.00%
0.00%
118.14%
23.99%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

200

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
(43,714)
-18.57%
626,000
46.82%
(33,697)
-4.72%
0.00%
548,589
23.99%

RECREATION IMPACT FEE FUND
This fund accounts for impact fees assessed and collected against new
construction activities. Use of funds is restricted for expansion of existing
recreational facilities or construction of new recreational facilities.
Revenue and Expenditure Summaries:
Revenues:

Miscellaneous (Impact Fees)
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
179,273
179,273

Estimate
FY 2020-21
125,000
125,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
125,000
0.00%
0.00%
0.00%
125,000
0.00%

Actual
FY 2019-20
800,000
800,000

Estimate
FY 2020-21
125,000
125,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
0.00%
125,000
0.00%
125,000
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

201

FACILITIES RENEWAL AND REPLACEMENT FUND
This fund accounts for dedicated tax revenues and corresponding facilities
maintenance expenditures.
Revenue and Expenditure Summaries:
Revenues:

Property Taxes
Miscellaneous
Intergovernmental
Transfers
Use of Fund Balance
Total

Actual
FY 2019-20
504,594
5,887
10,951
521,432

Estimate
FY 2020-21
502,317
502,317

Budget
FY 2021-22
503,358
189,642
693,000

Change
FY 2020-21
to FY 2021-22
1,041
189,642
190,683

% Change
FY 2020-21
to FY 2021-22
0.21%
0.00%
0.00%
0.00%
100.00%
37.96%

Actual
FY 2019-20
181,553
713,771
895,324

Estimate
FY 2020-21
106,500
282,500
113,317
502,317

Budget
FY 2021-22
68,500
624,500
693,000

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
(38,000)
-35.68%
342,000
121.06%
0.00%
(113,317)
-100.00%
190,683
37.96%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

202

ENTERPRISE AND INTERNAL SERVICE FUNDS
TABLE OF CONTENTS
BUDGETARY AND STAFFING INFORMATION
Enterprise Funds
Water and Wastewater Operations Fund:
Fund Summary .............................................................................................................................................. 204
Utility Billing and Customer Service .......................................................................................................206
Water Production ........................................................................................................................................ 209
Wastewater Treatment ............................................................................................................................... 214
Water Distribution ....................................................................................................................................... 218
Water Collection and Reuse Distribution..............................................................................................222
Transfers ..........................................................................................................................................................226
Water and Wastewater Vehicle Replacement Fund ............................................................................... 227
Water and Wastewater Renewal and Replacement Fund.....................................................................228
Water and Wastewater Consolidated Debt Service Fund .....................................................................229
Reuse Impact Fee Fund .................................................................................................................................... 230
Water System Impact Fee Fund .................................................................................................................... 231
Wastewater System Impact Fee Fund ......................................................................................................... 232
Solid Waste Fund:
Fund Summary ............................................................................................................................................... 233
Collection and Disposal ............................................................................................................................... 235
Recycling.......................................................................................................................................................... 238
Transfers ......................................................................................................................................................... 240
Internal Service Funds
Workers Compensation Fund ................................................................................................................... 241
General Liability Fund ................................................................................................................................ 242

203

WATER AND SEWER SUMMARY

Water/Sewer Sales
Intergovernmental
Misc Revenue
Transfers In
Use of Retained Earnings
Total Net Revenues

19,946,223
(1,751)
213,787
463,048
20,621,307

Estimate
FY 2020-21
Revenues
20,093,000
55,000
429,919
2,353,976
22,931,895

Utility Billing
Water Production
Wastewater Treatment
Water Distribution
Wastewater Collection
Non-Departmental
Total Net Expenditures

1,582,768
2,927,055
2,868,092
1,336,575
1,506,335
10,572,864
20,793,689

Expenditures
1,663,677
2,981,866
2,890,767
1,283,776
1,474,484
12,637,325
22,931,895

Description

Actual
FY 2019-20

204

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

20,455,000
55,000
350,055
950,000
21,810,055

362,000
(79,864)
(1,403,976)
(1,121,840)

1.80%
0.00%
0.00%
-18.58%
-59.64%
-4.89%

2,340,003
3,455,063
2,893,201
1,147,329
1,283,155
10,691,304
21,810,055

676,326
473,197
2,434
(136,447)
(191,329)
(1,946,021)
(1,121,840)

40.65%
15.87%
0.08%
-10.63%
-12.98%
-15.40%
-4.89%

WATER & WASTEWATER FUND REVENUES
Water/Sewer
Sales, 93.8%

Misc., 0.3%

Use of Retained
Earnings, 4.4%

Transfers In,
1.6%

WATER & WASTEWATER FUND EXPENDITURES
Wastewater
Collection
Water
5.9%
Distribution
5.3%

Transfers
49.0%

Wastewater
Treatment
13.3%

Utility Billing
10.7%
Water Production
15.8%

205

UTILITY BILLING AND CUSTOMER SERVICE
Utility Billing and Customer Service administers the City's utility billing
system, which includes meter reading, billing and collection, and customer
service support. This program produces bills annually for water and
wastewater service, stormwater utility, solid waste collection and recycling
and performs approximately 260,000 meter readings per year.

206

UTILITY BILLING AND CUSTOMER SERVICE
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
1,582,768
1,582,768

Estimate
FY 2020-21
1,663,677
1,663,677

Budget
FY 2021-22
2,340,003
2,340,003

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22
to FY 2021-22
676,326
40.65%
676,326
40.65%

Actual
FY 2019-20
867,694
715,074
1,582,768

Estimate
FY 2020-21
844,617
819,060
1,663,677

Budget
FY 2021-22
729,005
1,610,998
2,340,003

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22
to FY 2021-22
(115,612)
-13.69%
791,938
96.69%
0.00%
0.00%
676,326
40.65%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:
Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Full-time Positions:
Finance Director
Accounting Clerk II
Accounting Technician
Senior Accountant
Customer Serv. Supervisor /Acct.
Meter Reader Supervisor
Meter Reader

0.35
2.00
3.00
1.00
1.00
1.00
4.00

0.00
2.00
3.00
1.00
1.00
1.00
4.00

0.00
2.00
3.00
1.00
1.00
1.00
4.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Account Clerk II

0.00

0.00

0.00

0.00

0.00%

Total

12.35

12.00

12.00

0.00

0.00%

207

UTILITY BILLING AND CUSTOMER SERVICE
GOALS:
 Complete the ninth phase of the City-wide meter replacement program.
 Maintain generation of 90% of all utility bills within forty-eight hours of the meter
read date.
 Maintain the active participation rate for bank drafting utility account payments at
20% of the customer base.
 Increase the active participation rate for customers paying by Internet credit card
method.
 Complete 98% of utility work orders within three business days of request.
 Continue working with the utilities distribution program staff replacing commercial
meters with radio read meters.
 Increase customer usage of the Interactive Voice Response System by 5%, currently
10%.
 Increase customer usage of the Online Payment Portal by 5%, currently 18%.
PERFORMANCE MEASURES:

Workload:
Number of utility bills
Customers participating in bank drafting
Total Number of work orders
Number of work orders - delinquent cut-offs
Number of work orders - reconnects
Efficiency/Effectiveness:
% customers using bank draft payment

Change
% Change
FY 2020-2021 FY 2020-2021
to FY 2021-22 to FY 2021-22

Actual
FY 2019-20

Estimate
FY 2020-2021

Estimate
FY 2021-22

296,000
6,650
19,668

301,000
6,700
19,750

302,000
6,850
20,000

1,000
150
250

0.33%
2.24%
1.27%

4,306
4,306

4,450
4,450

4,500
4,500

50
50

1.12%
1.12%

28%

35%

35%

-

0.00%

ACCOMPLISHMENTS:
 Completed the eighth phase of the City-wide meter replacement program.
 Maintained generation of 90% of all utility bills within forty-eight hours of the meter
read date.
 Maintained the active participation rate for bank drafting utility account payments.
 Maintained the active participation rate for customers using the Internet account
charge and consumption inquiry at 18% of the customer base.
 Completed 98% of utility work orders within three business days of request.
 Navigated through Covid related impact to customers by removing fees and
disconnections.
 Obligated by FEMA for each hurricane Matthew project.

208

WATER PRODUCTION
The City’s Water Production section is responsible for providing a reliable
source for safe drinking water to customers contained within the City’s 57square mile service area which includes the incorporated city limits and
adjacent unincorporated areas.
The Water Production program is responsible for licensed operation and
maintenance of all equipment associated with the City’s twelve (12) million
gallons per day (mgd) Water Treatment Facility. The treatment facility
includes an 8 mgd lime softening process and a 4 mgd low pressure reverse
osmosis (LPRO) process. Water is blended from both treatment processes
prior to distribution. The LPRO concentrate serves as an irrigation source
water source as it is blended with reclaimed water for public access
irrigation.
The water production section operates and maintains five (5) wellfields that
withdraw groundwater from the Upper Florida aquifer through 38 existing
wells to meet current and future water demands. The five wellfields,
starting in the west and continuing easterly toward the city, include the
Rima Ridge, Hudson, Breakaway Trails, State Road 40, and Division Avenue
wellfields. Additionally, two elevated storage tanks & 2 ground storage
tanks (total storage @ 4.7 mg) and five booster pumping stations are
contained within the distribution system to further assist the delivery of
finished water to customers.
The program also maintains the water system in conformance with the
requirements of the Safe Drinking Water Act, the regulations of the Florida
Department of Environmental Protection, Florida Department of Health
(DOH) and the Consumptive Use Permit conditions issued by the St. Johns
River Water Management District.

209

WATER PRODUCTION
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
2,927,055
2,927,055

Estimate
FY 2020-21
2,981,866
2,981,866

Budget
FY 2021-22
3,455,063
3,455,063

Change
FY 2020-21
to FY 2021-22
473,197
473,197

% Change
FY 2020-21
to FY 2021-22
15.87%
15.87%

Actual
FY 2019-20
1,409,571
1,517,484
2,927,055

Estimate
FY 2020-21
1,414,901
1,566,965
2,981,866

Budget
FY 2021-22
1,794,848
1,660,215
3,455,063

Change
FY 2020-21
to FY 2021-22
379,947
93,250
473,197

% Change
FY 2020-21
to FY 2021-22
26.85%
5.95%
0.00%
0.00%
15.87%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Director
Utilities Manager
Utilities Engineer
Office Assistant II
Chief Treatment Plant Oper. "A"
Supervisor of Equipment Mnt.
Utility Mnt. Foremen
Lead WTP Operator
Treatment Plant Operator
Plant/Pump Mechanic
Utility Electrician
Enviro. Regulatory Compl. Coord.
Sludge Hauling Tech
SCADA Tech.

0.05
0.25
0.50
0.25
1.00
1.00
1.00
1.00
7.00
1.00
0.25
1.00
1.00
1.00

0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
8.00
1.00
1.00
1.00
1.00
1.00

0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
8.00
1.00
1.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Part-time Positions:
Treatment Plant Operator (1)

0.50

0.50

0.50

0.00

0.00%

16.80

21.50

21.50

0.00

0.00%

Total
* Indicates primary department

210

WATER PRODUCTION
GOALS:
 Maintain compliant and reliable water production activities meeting customer use
demands and regulatory standards to include 4 log Removal Disinfection Certification
Status for 12 MGD Water Treatment Facility (8 MGD Lime Softening / 4 MGD LPRO
Processes) which requires a 0.7 mg/L Free Chlorine in all three Clearwells and a
Combined Filter Effluent (CFE) turbidity of less than or equal to 1 NTU.
 Maintain compliant and reliable water production activities for control of lead and
copper, specifically through the use of corrosion inhibitor, to include triennial lead and
copper sampling of the distribution system and maintaining an LSI in the finished water
of +/- 0.20.
 Implement Citywide Workplace Safety Program as it pertains to Utilities.
 Implement new and improved Safety Procedures including but not limited to gas
detection device and use for confined space entry and other Personal Protection
Equipment and usage.
 Begin input of plant equipment inventory in new Asset Management software. Get staff
trained and utilize Asset Management software to generate and track preventative
maintenance actions, work orders, identify assets for replacement.
 Maintain accurate records and submit regulatory reports on schedule.
 Enhance record keeping and tracking practices for water loss prevention and audit
purposes.
 Continue to assess well field, in-plant and distribution system operations to identify all
groundwater and finished water use.
 Maintain accurate database for recording well pumping, water distribution system
flushing, leak detection, main break and fire hydrant flushing activities for quantifying
water use and for adherence to regulatory permit standards.
 Promptly and efficiently address recommendations made during periodic Florida Dept.
of Health (FDEP/ FDOH) inspections.
 Complete the integration and efficiently utilize the VT SCADA/ RTU systems for inplant and remote wellfields and storage tanks and booster pumping stations.
 Continue to repaint aboveground yard piping to coincide with FDEP regulations.
 Consistently monitor the status of the new LPRO Membranes by utilizing the
normalization software provided by the membrane manufacturer.
 Improve plant equipment efficiency reduce downtime through timely maintenance and
replacement.
 Maintain a ZERO loss of work record by way of continuously implementing plant safety
measures.
 Begin implementation of Western Service Area improvements including site evaluations
of Airport Road Utility facility properties.
 Begin Consumptive Use Permit Renewal Process.
 Initiate study to site and permit additional production wells.
 Complete design and refurbishment of the aeration tank, blowers, clear well and splitter
box project.
 Complete design of filters 5 and 6 replacement.
 Complete design of Leeway tank refurbishment.

WATER PRODUCTION

211

GOALS:
 Add VFD motor control to the production wells to increase efficiency and save energy.
 Use cellular technology for RTU/SCADA communications to replace radios where signal
strength is no longer acceptable.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Volume of water (in MG) processed
during reporting period
Volume of wastewater (in MG) processed
during reporting period
Volume of Reclaimed Water (in MG)
distributed during reporting period
Total volume of raw sewage collected for
treatment (MGD AADF) from retail
customers
Total number of manhole failures in
collection system
Total number of leaks in distribution
system
Total number of pipeline breaks in
distribution system
Total number of leaks in reclaimed water
system
Total number of pipeline breaks in
reclaimed water system
Sum of all qualified formal training hours
completed by all employees
Number of calendar days utility was in full
compliance with all drinking water quality
and treatment technique requirements
contained in National Primary Drinking
Water Regulations
Number of calendar days utility was in full
compliance with all drinking water quality
and treatment technique requirements
contained in National Secondary Drinking
Water Regulations
Total number of standard non-compliance
days
Total water treatment plant effluent flow
distributed to distribution system

Estimate
FY 2020-21

Estimate
FY 2021-22

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22

2,503

2,542

2,542

-

0.00%

1,566

1,806

1,806

-

0.00%

1,591

1,735

1,735

-

0.00%

4.35

4.95

4.95

-

0.00%

201

180

180

-

0.00%

211

146

146

-

0.00%

34

42

42

-

0.00%

27

12

12

-

0.00%

7

12

12

-

0.00%

700

700

700

-

0.00%

365

365

365

-

0.00%

365

365

365

-

0.00%

-

-

-

-

-

2,033

2,150

2,200

212

50

2.33%

WATER PRODUCTION
ACCOMPLISHMENTS:
 Maintained compliant Consumptive Use Permit (CUP) operating and reporting
requirements and annual groundwater withdrawal allocations. Current year
groundwater withdrawal allocation at 7.795 MGD. Current year annual average day
groundwater withdrawals for FY 2019-20 at 6.86 MGD. Reporting includes semi-annual
EN-50 Groundwater Withdrawal & Annual Wetlands Monitoring reports along with
other groundwater conditions sampling, monitoring and reporting.
 Completed 2020 Annual Water Quality “Consumer Confidence” Report.
 Recorded Zero Distribution Bacteriological failures.
 Maintained compliant and reliable water production activities meeting customer use
demands and regulatory standards. Current year water plant average day production is
5.57 Million Gallons per Day (MGD) with 7.89 MGD max day demand during recent 12
month period.
 Provide necessary training and continuing education opportunities to current operations
staff to promote licensure certification and personnel expertise.
 Implement Citywide Workplace Safety Program as it pertains to Utilities.
 Maintained the distribution system through consistent monthly flushing programs.
 Replaced the Water Treatment Plant static mixer. Along with a new static mixer, this
project included the needed upgrade of the chemical injection points and a shade
structure.
 Completed the implementation of VTSCADA system for all Water, Wastewater, and
Reuse facilities including Water Treatment Plant, Raw Water Wells, Storage Tanks,
Booster Stations, Waste Water Treatment Plant, Lift Stations and Reuse Facilities.
Team member completed advanced training course for VTSCADA.
 Replaced LPRO membranes at the water plant.
 Continued implementing the Tour Trax Asset management system to ensure that quality
inspections on vital equipment are done consistently around the plant.
 Installed security surveillance equipment around the facility
 Continued the Water Plant beautification project. This project includes the remediation
of rust and corrosion on the plant infrastructure, the addition of planters, shrubbery and
trees, as well as painting the pipes and the interior of the Administration building.
 Completed installation of new Static Mixer.
 Completed western service area water distribution system improvements model and
project alternatives for promoting improved level of service and reliability and for
developing effective options for developer considerations.
 Completed Lime Slaker replacement and MCC project.
 Completed sludge Centrifuge Replacement project.
 Replaced non-operational pump/ motor assemblies at Rima 35, 36, 37, & 38.
 Replaced the underground Electric Service between Hudson wells 30 and 29.
 Complete preparation of bid documents and award for multi-year contracts for Pump
and motor repair, Well Repair and Rehabilitation, and Instrumentation and
Programming.

213

WASTEWATER TREATMENT
The City’s Wastewater Treatment section is responsible for the compliant
operation and maintenance of an advanced domestic wastewater treatment
facility having an annual average day capacity of 8.0 million gallons per day
(mgd). The treatment process utilized at the City’s WWTP consists of
influent pumping with odor control, primary screening, five-stage
Bardenpho™ (fermentation, first anoxic, aeration, second anoxic, and reaeration), clarification, media filtration, and disinfection. The wastewater
section is also responsible for the reliable operation of over eighty (80)
remote lift stations contained within the sanitary sewer service area.
The wastewater treatment facility serves as the source of water for the
City’s public access reclaimed water system. The reclaimed water system
generally consists of two reclaimed water storage tanks (one with a capacity
of 3.0 million gallons and one with a capacity of 4.0 million gallons, one high
service pump station with a total installed pumping capacity rated at 9800
gpm (14.1 mgd) at 85 psi. This program produces approximately 840 million
gallons of reuse water annually, providing an available alternative water
source for irrigation needs for 2,345 reuse customers in addition to two golf
courses. Treated effluent not reused for irrigation is discharged to the City’s
permitted surface water discharge, the Halifax River. De-watered residuals
(or biosolids) are transported from the wastewater treatment facility and
treated to Class AA residual standards by a State-licensed contractor.
Competent, State-licensed operators are responsible for operating the plant
in conformance with the requirements of the Clean Water Act, the
operating permit and NPDES (National Pollution Discharge Elimination
System) permit issued by the Florida Department of Environmental
Protection (DEP) and the Environmental Protection Agency (EPA).

214

WASTEWATER TREATMENT
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
2,868,092
2,868,092

Estimate
FY 2020-21
2,890,767
2,890,767

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
2,893,201
2,434
2,893,201
2,434

% Change
FY 2020-21
to FY 2021-22
0.08%
0.08%

Actual
FY 2019-20
1,112,220
1,755,872
2,868,092

Estimate
FY 2020-21
1,169,983
1,720,784
2,890,767

Budget
FY 2021-22
925,158
1,968,043
2,893,201

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(244,825)
-20.93%
247,259
14.37%
0.00%
0.00%
2,434
0.08%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Director
Utilities Manager
Utilities Engineering Manager
Office Assistant II
Utility Mnt. Foreman
Plant/Pump Mechanic
Chief Treatment Plant Operator
Lead Operator
Treatment Plant Operator
Utility Electrician

0.05
0.25
0.50
0.25
1.00
2.00
1.00
1.00
7.00
0.25

0.00
0.00
0.00
0.00
1.00
2.00
1.00
1.00
7.00
0.00

0.00
0.00
0.00
0.00
1.00
2.00
1.00
1.00
7.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

13.30

12.00

12.00

0.00

0.00%

215

WASTEWATER TREATMENT
GOALS:
 Execute Grit Removal contract and complete annual grit removal.
 Implement Citywide Workplace Safety Program as it pertains to Utilities.
 Implement new and improved Safety Procedures including but not limited to gas
detection device and use for confined space entry and other Personal Protection
Equipment and usage.
 Complete input of plant equipment inventory in new Asset Management software. Get
staff trained and utilize Asset Management software to generate and track preventative
maintenance actions, work orders, identify assets for replacement.
 Continue to maintain reliable WWTP operations monitoring and reporting standards
and operation parameters for reuse and surface water discharges and Class AA residuals
sludge disposal in accordance with regulatory conditions contained in the City’s current
FDEP Operating Permit.
 Continue optimizing reuse disposal system operations and expansion to further reduce
surface water discharges to Halifax River and to promote water conservation.
 Complete the annual reporting requirements for the following topics and activities:
Capacity Analysis, Reuse Summary and Correlation, Pretreatment DMR, Primary and
Secondary Drinking Water Standards, Summary of Water Quality and Residuals.
 Continue enhancements to SCADA monitoring and reporting program for plant and
remote lift station and reuse pumping and storage systems
 Provide necessary training and continuing education opportunities to current operations
staff to promote licensure certification and personnel expertise.
 Improve plant equipment and Lift Stations through maintenance and replacement.
 Permit commercial industries identified as having the capability to contribute
contaminants to the sewer collection system that may exceed allowable limits.
 Complete inventory and documentation for backup meters and probes.
 Perform repairs to all concrete reclaimed water ground storage tanks.
 Complete preparation of bid documents and award for multi-year contracts for annual
chemical supplies for water and wastewater treatment facilities and wastewater
residuals hauling treatment and disposal contract services.
 Complete modifications to chlorine contact chamber to reduce and eliminate permit
exceedances.
 Award and complete improvements to Master Lift Station, sludge decant and polymer
injection, and post anoxic mixer.
 Complete SWD CBOD investigation and corrective actions to reduce and eliminate
permit exceedances.
 Complete Rehabilitation of Sand Filter 1.
 Complete rehabilitation of Clarifier and Weir Covers.

216

WASTEWATER TREATMENT
ACCOMPLISHMENTS:
 Completed the reporting requirements for the following topics and activities: Reuse,
Pretreatment DMR, Primary & Secondary Drinking Water Standards, Priority
Pollutants, EPA 503 Biosolids, Reuse Summary and Correlation, Summary of Water
Quality & Residuals, Bi-annual Giardia and Cryptosporidium, Semi-annual SWD
Toxicity, quarterly Groundwater Monitoring and monthly Discharge Monitoring
Reports.
 Plant processed 1,566 million gallons of influent flow (4.29 MGD annual avg. day) and
distributed 1,591 million gallons of reuse product (4.36 MGD annual avg. day) during the
annual period.
 Completed WWTP Operating Permit Renewal and approval through FDEP. This
renewal included revised permit conditions for a Holly Hill Reclaim Water
Interconnection to allow more flexibility with reclaimed water use during times supply
shortages, conversion of an Equalization Basin into a 3rd Chlorine Contact Basin with
baffle installation to improve disinfection and increase permit compliance, the
elimination of chronic SWD toxicity testing and reduced frequency and the removal of
the Annual Average Total Nitrogen and Total Phosphorus requirement.
 Accurately monitored and reported operation parameters for reuse and surface water
discharges and Class AA residuals sludge disposal in accordance with regulatory
conditions contained in the City’s current FDEP Operating Permit.
 Optimized reuse disposal system operations and expansion to further reduce surface
water discharges to Halifax River and to promote water conservation.
 Updated City’s Industrial Pretreatment Program (IPP) Enforcement Response Plan to
concur with current Sewer Use Ordinance and permit renewal provisions.
 Completed Industrial Pretreatment Program (IPP) annual permitting, sampling,
inspection and reporting activities.
 Provided necessary training and continuing education opportunities to current
operations staff to promote licensure certification and personnel expertise.
 Completed VT SCADA system, software and integration.
 Completed project to install new centrifuges and modify the reaeration basin.
 Replace the three variable frequency drives at the influent pump station.
 Completed construction of the Reuse pumping and storage facility at Break Away
Trails.
 Complete rehabilitation of Lift Stations 3M, Ashford Lakes and Tomoka Meadows.
 Complete Electrical and Lift Station upgrades at Break Away Trails.
 Completed design plans and specifications to replace the three variable frequency
drives at the influent pump station.

217

WATER DISTRIBUTION
The Water Distribution Section is responsible for reliable operation of the
water distribution system.
State–licensed operators and experienced technicians operate and maintain
over 400 miles of potable and 25 miles of raw water mains comprised of
several material types to include nearly 2000 fire hydrants and thousands of
various sized valves and miscellaneous appurtenances.
In addition, this section is responsible for the installation of all new water
meters, testing, calibration and/or replacement of existing water meters,
enforcement of the cross connection control program and backflow
prevention device maintenance. The water distribution crews also selfperform leak detection reconnaissance of the distribution system and
respond to all customer requests for assistance and perform any repairs
necessary to maintain system service reliability.

218

WATER DISTRIBUTION
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
1,336,575
1,336,575

Estimate
FY 2020-21
1,283,776
1,283,776

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,147,329
(136,447)
-10.63%
1,147,329
(136,447)
-10.63%

Actual
FY 2019-20
826,833
509,742
1,336,575

Estimate
FY 2020-21
914,995
368,781
1,283,776

Budget
FY 2021-22
755,336
391,993
1,147,329

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(159,659)
-17.45%
23,212
6.29%
0.00%
0.00%
(136,447)
-10.63%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Director
Utilities Manager
Utilities Engineering Manager
Supervisor of Water Distribution
Office Assistant II
Utility Mapping/Locate Tech.
System Maintenance Foreman
Water Distribution Operators
Utility Electrician
Water Quality Control Tech

0.05
0.25
0.50
1.00
0.25
0.50
2.00
7.00
0.25
1.00

0.00
0.00
0.00
1.00
0.00
1.00
2.00
7.00
0.00
1.00

0.00
0.00
0.00
1.00
0.00
1.00
2.00
7.00
0.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Partl-time Positions:
Utility Mapping/Locate Tech.

0.50

0.50

0.50

0.00

0.00%

Total

13.30

12.50

12.50

0.00

0.00%

219

WATER DISTRIBUTION
GOALS:
 Maintain reliable water distribution system operations for meeting customers use and
quality demands.
 Continue to search for sources of unaccounted for water with emphasis on leak
detection program, frequent large meter testing and maintenance of accurate flushing
record database to detect all usage throughout City’s distribution system. Perform leak
detection with in-house personnel for distribution system annually.
 Implement Citywide Workplace Safety Program as it pertains to Utilities.
 Implement new and improved Safety Procedures including but not limited to gas
detection device and use for confined space entry and other Personal Protection
Equipment and usage.
 Ensure main breaks and service interruptions are repaired in a timely manner and
noticed in accordance with pertinent Florida Dept. of Health Regulations.
 Test and inspect all City owned backflow preventers on an annual basis.
 Complete 100% of all service work orders prepared for fire hydrants as identified by
Utilities and Fire Department inspections.
 Complete maintenance of all fire hydrants in Ormond by the Sea per yearly contract
condition with Volusia County.
 Complete input of asset inventory in new Asset Management software. Get staff trained
and utilize Asset Management software to generate and track preventative maintenance
actions, work orders, identify assets for replacement.
 Continue enhancements to City’s Cross Connection Control Program and compliance
rating.
 Modify for efficiencies and continue to improve current distribution system monitoring,
sampling and flushing programs to promote better understanding of system operating
conditions and improve water quality.
 Install all new meter requests received due to new development or new customer
requests for service.
 Perform accuracy testing on water meters in accordance with or exceeding AWWA
standards as referenced in the Water Meter Testing and Repair Manual.
 Complete the Phase IV design for the water main replacement project.
 Construct a parallel water main to improve service and redundancy to the north US1
corridor.
 Construct a secondary 24” raw water main along SR40 from Hunters Ridge to
Williamson Boulevard.
 Award bid and complete Leeway Storage Tank and Pump Station Rehabilitation and
Improvements project.
 Complete installation of N. US 1 water main expansion project.
 Begin implementation of Western service area improvements including completion of SR
40 / Airport Road water main loop project.

220

WATER DISTRIBUTION
ACCOMPLISHMENTS:
 Maintained reliable water distribution system operations for meeting customer water
use demands and water quality concerns.
 Continued activities and focus to minimize unaccounted water with emphasis on large
meter testing, leak detection, flushing database records, small meter replacement and
raw water metering accuracy and reporting.
 Repaired all water main breaks and service interruptions in a timely manner and notified
affected customers in accordance with pertinent FDEP/ FDOH regulations. Water
distribution system returned to service within 12 hours of widespread distribution main
ruptures due to extensive tree uprooting during Hurricane Matthew.
 Inspected and/ or repaired all city owned backflow prevention devices (BFPD). Continue
installation of BFPD on city owned irrigation systems lacking protection.
 Installed new or exchanged approximately 800 water meters.
 Serviced approximately 283 fire hydrants in Ormond-by-the-Sea that are under a
maintenance contract with Volusia County Fire Dept., performed maintenance activities
on 195 fire hydrants within city limits located between Beach St and US1 starting from
south city limits.
 Responded to and performed repairs on approximately 34 main breaks and 211 service
laterals and prepared the necessary Precautionary Boil Water Notices.
 Tested and repaired 100% of all meters within City sized 3” and larger scheduled for this
fiscal year. Continue scheduling four to six-year testing program on 2” and 1 ½” water
meters
 Replaced approximately 15 non-operable isolation valves of various sizes throughout
distribution system.
 Performed scheduled valve maintenance activity on approximately 300 water main
valves and as necessary in support of scheduled system shutdowns associated with
capital projects or water distribution main and services breaks.
 Flushed water mains for Cl2 residual and overall water quality maintenance from US1 to
west City Limits.
 Serviced 26 automatic flushing devices in various locations throughout distribution
system.
 Replaced a leaking GSP water main causing low pressure to residents on Rocky Ridge
Trail.

221

WASTEWATER COLLECTION AND REUSE DISTRIBUTION
The City’s wastewater collection system section is responsible for
maintaining reliable operating characteristics throughout the City’s
wastewater customer service area for:
 182 miles of gravity sewer main
 54 miles of force mains
 24 miles of reuse water mains
 23 miles of low-pressure sewer mains
The Wastewater Collections program services and maintains over 1,600
Pretreatment Effluent Pumping (PEP) systems serving the low pressure
sewer collection needs at the Hunter’s Ridge and Breakaway Trails
development areas.
The wastewater collection and reuse distribution program performs various
preventative maintenance functions to include televising sewer mains for
determination of repair needs and identifying inflow-infiltration areas of
concern, root control, and periodic pigging of force mains due to main
pressure fluctuations affecting operational reliability.
This program also provides round the clock piping and manhole repair
activities and response to customer requests for assistance in the event of a
sewer backup or reuse irrigation service interruption.

222

WASTEWATER COLLECTION AND REUSE DISTRIBUTION
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
1,506,335
1,506,335

Estimate
FY 2020-21
1,474,484
1,474,484

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,283,155
(191,329)
-12.98%
1,283,155
(191,329)
-12.98%

Actual
FY 2019-20
1,015,857
490,478
1,506,335

Estimate
FY 2020-21
1,006,287
468,197
1,474,484

Budget
FY 2021-22
821,957
461,198
1,283,155

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(184,330)
-18.32%
(6,999)
-1.49%
0.00%
0.00%
(191,329)
-12.98%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Director
Utilities Manager
Utilities Engineering Manager
Office Assistant II
Utility Mapping/Locate Tech
System Mnt. Foremen
Supervisor of Collection/Reuse
Plant/Pump Mechanic
Maintenance Worker II
Maintenance Worker III
Maintenance Worker IV
Utility Electrician

0.05
0.25
0.50
0.25
0.50
2.00
1.00
2.00
5.00
1.00
2.00
0.25

0.00
0.00
0.00
0.00
0.00
2.00
1.00
2.00
3.00
3.00
2.00
0.00

0.00
0.00
0.00
0.00
0.00
2.00
1.00
2.00
3.00
3.00
2.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Total

14.80

13.00

13.00

0.00

0.00%

223

WASTEWATER COLLECTION AND REUSE DISTRIBUTION
GOALS:
 Maintain reliable wastewater collection system (gravity and force main) and reuse
storage and distribution operations for customers.
 Implement Citywide Workplace Safety Program as it pertains to Utilities.
 Implement new and improved Safety Procedures including but not limited to gas
detection device and use for confined space entry and other Personal Protection
Equipment and usage.
 Continue sanitary sewer lining projects citywide.
 Prioritize multi-year lining contract scope of work and renewal to correct known defects
or deteriorated portions of sewer mains to ensure the integrity of the system and reduce
inflow and infiltration.
 Clean and televise approximately 10,000 feet of gravity sewer main and 200 each sewer
laterals. PM activities are performed to prioritize and correct defects in deteriorated
portions of sewer mains/ service laterals to reduce likelihood of overflows, inflow and
infiltration.
 Begin input of asset inventory in new Asset Management software. Get staff trained and
utilize Asset Management software to generate and track preventative maintenance
actions, work orders, identify assets for replacement.
 Rehabilitation of 50 PEP Systems in Hunter’s Ridge and Breakaway Trails Areas.
 Construct a parallel force main to improve service and redundancy to the north US1
corridor.
 Complete construction for Lift Station Rehabilitation Projects including station piping,
valves and controls upgrades.
 Perform root control services on gravity sanitary sewer as necessary.
 Support Reuse Service area expansion and service to include recent priority to serve
south peninsula area customers.
 Develop a Fats, Oils and Grease (FOG) program plan to assist in reducing the amount of
the FOG clogging the sewer transmission lines. Initiate records database for
development of inspection program for grease interceptors installed at commercial
restaurants within the City’s sewer collection service area.
 Review best practices concerning flushable items with all Daycare and Senior care
facilities to enhance awareness of potentially harmful disposal methods.
 Repair settled manholes on A1A.
 Complete reclaimed water interconnection with City of Holly Hill.
 Begin implementation of western service area improvements related to wastewater
collection and conveyance including extension of SR 40 Force main and site evaluation
of Airport Road Utility Parcels.

224

WASTEWATER COLLECTION AND REUSE DISTRIBUTION
ACCOMPLISHMENTS:
 Successfully operated City-wide reuse system for annual period delivering reuse product
to over 3,200 residential and 2 golf course customers having demand in excess of 1.3
Billion Gallons.
 Submitted the Annual Reuse Report 2019 per FDEP WWTF permit requirements
illustrating 4.2 MGD of the 4.43 MGD annual average day flow received at the City’s
treatment facility is utilized for land application irrigation purposes.
 Maintained Standard Operating Procedures for Reuse Distribution System including
responses to extended dry and wet weather conditions and notification to customers
regarding service interruptions or other changes.
 Identified locations for additional meters and valves to provide better operational control
and water accounting. Installation commenced.
 PEP System PM Activities: Completed rehabilitation of 27 units, replacement of 2 units,
performed installation of 2 new units and performed electrical upgrades to 227 PEP
System units replaced in West Ormond Low Pressure Sewer Service area.
 Cleaned approximately 7,500 feet of gravity sewer main and 141 each sewer laterals.
Televised approximately 750 feet of gravity sewer main and 201 each sewer laterals.
Performed root control program activities on approximately 99 each sewer laterals.
 Completed monthly and annual scheduled preventative maintenance service calls for 90
sewage lift stations throughout the collection system which includes reassembly of each
duplex configured pump and motor. Responded to all emergency call outs from SCADA
and WIN911 Lift Station monitoring system after hours calls for service alarms (annual
average 3 calls per week). Ongoing accomplishment
 Completed approximately 888 repairs to collection system (gravity, force main, services
and manhole) service calls and 328 reuse system leaks and main breaks.
 Completed a variety of lift station and motor replacements and repairs at various lift
stations throughout the sanitary sewer collection system.
 Maintained reliable wastewater collection system (gravity and force main) and reuse
storage and distribution operations for customers.
 Assisted reuse system installation project for North US Hwy 1 Median Landscape
Project.
 Completed master developer service agreement for Hunter’s Ridge – DRI – Flagler Co. to
include approval of an overall water and sewer master plan and model.
 Prepared bid specifications for upgrades to PEP System components and awarded a
contract for replacement pumps.
 Completed construction for Breakaway Trails Yard Electrical and Pump Upgrades
project.
 Prepared design plans and specifications for bidding Lift Station Rehabilitation Project
to include 4M and 5M lift station piping, valves and controls upgrades.
 Prepared design plans and specifications and completed construction for the Shadow
Crossings Reuse Pump Facility Upgrades Project.
 Assisted in SR-40 Sanitary Sewer pipe collapse repair.
 Assisted in subaqueous reclaimed main repair.
 Constructed North US 1 force main improvements project for promoting improved level
of service and reliability and for developing options for developer considerations.

225

WATER AND WASTEWATER TRANSFERS
Revenue and Expenditure Summaries:
Revenues:

Water & Wastewater
Total

Actual
FY 2019-20
10,572,864
10,572,864

Estimate
FY 2020-21
12,637,325
12,637,325

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
10,691,304
(1,946,021)
-15.40%
10,691,304
(1,946,021)
-15.40%

Actual
FY 2019-20
10,572,864
10,572,864

Estimate
FY 2020-21
12,637,325
12,637,325

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22 to FY 2021-22 to FY 2021-22
0.00%
0.00%
0.00%
100,546
100,546
100.00%
10,590,758
(2,046,567)
-16.19%
10,691,304
(1,946,021)
-15.40%

Expenditures:

Personnel Services
Operating
Capital
Contingency
Contributions and Transfers
Total

226

WATER AND WASTEWATER VEHICLE AND EQUIPMENT
REPLACEMENT FUND
This fund accounts for replacement of existing vehicles and equipment for
the benefit of Water and Wastewater.
Revenue and Expenditure Summaries:
Revenues:

Miscellaneous
Transfer
Use of Fund Balance
Total

Actual
FY 2019-20
6,646
114,996
121,642

Estimate
FY 2020-21
150,000
14,000
164,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
150,000
0.00%
50,000
36,000
257.14%
200,000
36,000
21.95%

Actual
FY 2019-20
208,015
208,015

Estimate
FY 2020-21
164,000
164,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
200,000
36,000
21.95%
0.00%
0.00%
200,000
36,000
21.95%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

227

WATER AND WASTEWATER RENEWAL AND
REPLACEMENT FUND
This fund accounts for replacement of existing capital assets for the benefit
of Water and Wastewater.
Revenue and Expenditure Summaries:
Revenues:

Bond Proceeds
Intergovernmental
Charges for Services
Miscellaneous
Transfers
Use of Retained Earnings
Total

Actual
FY 2019-20
(37,568)
117,146
10,896
2,678,208
2,768,682

Estimate
FY 2020-21
107,000
4,700,000
4,807,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
4,935,000
4,935,000
100.00%
107,000
0.00%
0.00%
2,500,000
(2,200,000)
-46.81%
85,865
85,865
100.00%
7,627,865
2,820,865
58.68%

Actual
FY 2019-20
281,989
5,017,798
5,299,787

Estimate
FY 2020-21
642,376
4,082,500
82,124
4,807,000

Budget
FY 2021-22
595,365
7,032,500
7,627,865

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

228

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
0.00%
(47,011)
-7.32%
2,950,000
72.26%
0.00%
(82,124)
-100.00%
2,820,865
58.68%

WATER AND WASTEWATER CONSOLIDATED DEBT
SERVICE FUND
Used to account for principal and interest payments resulting from the issue
of revenue bonds and debt financing.
Revenue and Expenditure Summaries:
Revenues:

5,223,000
5,223,000

Estimate
FY 2020-21
5,220,000
5,220,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
5,228,000
8,000
0.15%
5,228,000
8,000
0.15%

Actual
FY 2019-20
5,208,777
(4,178,919)
1,029,858

Estimate
FY 2020-21
5,215,534
4,466
5,220,000

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
5,228,000
12,466
0.24%
0.00%
(4,466)
-100.00%
5,228,000
8,000
0.15%

Actual
FY 2019-20
Bond Proceeds
Transfer
Total

Expenditures:

Personnel Services
Operating
Debt Service
Contributions and Transfers
Contingency
Total

229

WEST ORMOND REUSE IMPACT FEE FUND
This fund accounts for impact fees assessed against new construction
activities. Use of these funds is restricted for expansion and construction of
West Ormond irrigation facilities.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous (Impact Fees)
Use of Retained Earnings
Total

Actual
FY 2019-20
2,242
2,242

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
FY 2020-21
to FY 2021-22
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%

Actual
FY 2019-20
-

Estimate
FY 2020-21
-

Budget
FY 2021-22
-

Change
FY 2020-21
to FY 2021-22
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

230

WATER SYSTEM IMPACT FEE FUND
This fund accounts for impact fees assessed against new construction
activities. Use of these funds is restricted for expansion and construction of
water facilities.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous (Impact Fees)
Transfers
Use of Retained Earnings
Total

Actual
FY 2019-20
686,869
686,869

Estimate
FY 2020-21
460,000
1,924,175
2,384,175

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
460,000
0.00%
0.00%
60,000
(1,864,175)
-96.88%
520,000
(1,864,175)
-78.19%

Actual
FY 2019-20
397,723
397,723

Estimate
FY 2020-21
2,384,175
2,384,175

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
0.00%
520,000
(1,864,175)
-78.19%
0.00%
0.00%
520,000
(1,864,175)
-78.19%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

231

WASTEWATER SYSTEM IMPACT FEE FUND
This fund accounts for impact fees assessed against new construction
activities. Use of these funds is restricted for expansion and construction of
wastewater facilities.
Revenue and Expenditure Summaries:
Revenues:

Intergovernmental
Miscellaneous (Impact Fees)
Bond Issue
Transfers
Use of Retained Earnings
Total

Actual
FY 2019-20
256,531
614,600
871,131

Estimate
FY 2020-21
400,000
400,000

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
400,000
400,000
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Actual
FY 2019-20
1,434,564
1,434,564

Estimate
FY 2020-21
400,000
400,000

Budget
FY 2021-22
400,000
400,000

Change
FY 2020-21
to FY 2021-22
-

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Contingency
Total

232

SOLID WASTE FUND SUMMARY

Franchise Fees
Intergovernmental
Other Charges for Services
Misc. Revenue
Transfers In
Use of Retained Earnings
Total Net Revenues

1,543,786
(209,613)
7,525,384
9,783
8,869,340

Estimate
FY 2020-21
Revenues
1,500,000
7,410,000
1,000
159,267
9,070,267

Collection & Disposal
Recycling
Non-Departmental
Total Net Expenditures

6,767,013
1,092,705
1,284,628
9,144,346

Expenditures
6,701,528
1,113,572
1,255,167
9,070,267

Description

Actual
FY 2019-20

233

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

1,500,000
7,940,000
1,000
3,232
9,444,232

530,000
(156,035)
373,965

0.00%
0.00%
7.15%
0.00%
0.00%
-97.97%
4.12%

7,068,712
1,096,778
1,278,742
9,444,232

367,184
(16,794)
23,575
373,965

5.48%
-1.51%
1.88%
4.12%

SOLID WASTE FUND REVENUES
Franchise Fees
15.9%
Retained
Earnings
0.0%

Misc Revenue
0.0%

Charges for
Services
84.1%

SOLID WASTE FUND
EXPENDITURES
Non-Dept.
13.5%

Recycling
11.6%

Collection &
Disposal
74.8%

234

SOLID WASTE COLLECTION AND DISPOSAL
Through an exclusive franchise with a private contractor, the Collection and
Disposal program provides for curbside collection of Class I residential solid
waste twice per week and yard once per week. The contractor also collects
solid waste from all commercial businesses a minimum of three (3) days per
week to a maximum of six (6) days per week.
The contractor disposes of all Class I solid waste at the Volusia County
solid waste facility. Residential customers pay a monthly fee to cover the
costs of collection and disposal. Commercial customers are presently
charged per cubic yard of solid waste disposed in two, four, six and eight
cubic yard containers.
Approximately 28,000 tons of solid waste consisting of residential (15,000
tons) and commercial (13,000 tons) is collected annually (excludes 8,300
tons of yard waste).

235

SOLID WASTE COLLECTION AND DISPOSAL
Revenue and Expenditure Summaries:
Revenues:

Solid Waste
Total

Actual
FY 2019-20
6,767,013
6,767,013

Estimate
FY 2020-21
6,701,528
6,701,528

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
7,068,712
367,184
7,068,712
367,184

% Change
FY 2020-21
to FY 2021-22
5.48%
5.48%

Actual
FY 2019-20
101,036
6,665,977
6,767,013

Estimate
FY 2020-21
101,476
6,600,052
6,701,528

Budget
FY 2021-22
178,587
6,890,125
7,068,712

Change
FY 2020-21
to FY 2021-22
77,111
290,073
367,184

% Change
FY 2020-21
to FY 2021-22
75.99%
4.40%
0.00%
0.00%
5.48%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Operations Mgr.
Office Manager *

0.40
0.25

1.00
0.00

1.00
0.00

0.00
0.00

0.00%
0.00%

Total

0.65

1.00

1.00

0.00

0.00%

* Indicates primary department

236

SOLID WASTE COLLECTION AND DISPOSAL
GOALS:
Collection & Disposal:
 Complete 100% of daily residential and commercial collections no later than 7:00
p.m. each day.
 Achieve an on-time daily collection rate of at least 95% (collections time variance of
no more than four (4) hours from original time).
Recycling:
 Achieve a monthly participation rate for residential customers of 93%.
 Divert a total of 33% from all solid waste (includes C/D, yard waste tires, etc.)
generated within the City from being disposed at a certified Class I Landfill (includes
commercial recycling).
 Maintain the amount of recyclables collected per residential unit at an average of five
point eighty five (5.85) pounds.
PERFORMANCE MEASURES:
Actual
FY 2019-20
Workload:
Residential collections
Commercial collections
Recycling customers
Miles of street sweeping
Efficiency/Effectiveness:
Inquiries-Residential collections monthly
average
Inquiries-Commercial collections monthly
average

Actual
FY 2020-21

Estimate
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

60
5
15

0.34%
0.90%
0.08%
0.00%

17,650
550
18,125
5,150

17,750
555
18,130
5,150

17,810
560
18,145
5,150

73

75

78

3

4.00%

17

18

20

2

11.11%

-

ACCOMPLISHMENTS:
Collection & Disposal:
 Completed 100% of solid waste collections on time (residential/commercial).
 Achieved a 100% on-time daily collection rate.
 Received compliments for excellence in service provided.
 No liquidated damages (complaints over 15/mo.) for the Fiscal year.
Recycling:
 Achieved a monthly participation rate of 93.0%.
 Achieved a diversion rate of 31.50% (elimination of glass 5/19)
 Maintained 12 recyclable items collected curbside.
 Maintained a 100% compliance with daily recycling bin delivery.
 Maintained an average 5.85 pounds per household of recyclables collected curbside.
 Successfully promoted recycling program changes, elimination of glass from recycling
collection to the community

237

SOLID WASTE RECYCLING
The Recycling program provides curbside collection of fourteen (14)
different recyclable products for all residential customers on a once per
week basis through a private contractor. The program was initiated on a
citywide basis on July 1, 1991 in order to meet the requirements of the 1988
Solid Waste Management Act, which requires cities and counties in the
State of Florida to reduce the amount of solid waste disposed at landfills by
30%.
Approximately 3,500 tons of recyclable materials are collected annually.
Residential customers pay a monthly fee to cover the costs of recycling.
In addition, the program provides educational classes and materials through
publications, trade shows and in-school presentations.

238

SOLID WASTE RECYCLING
Revenue and Expenditure Summaries:
Revenues:

Solid Waste
Total

Actual
FY 2019-20
1,092,705
1,092,705

Estimate
FY 2020-21
1,113,572
1,113,572

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
1,096,778
(16,794)
-1.51%
1,096,778
(16,794)
-1.51%

Actual
FY 2019-20
33,389
1,059,316
1,092,705

Estimate
FY 2020-21
49,230
1,064,342
1,113,572

Budget
FY 2021-22
1,096,778
1,096,778

Change
% Change
FY 2020-21
FY 2020-21
to FY 2021-22 to FY 2021-22
(49,230)
-100.00%
32,436
3.05%
0.00%
0.00%
(16,794)
-1.51%

Actual
FY 2019-20

Estimate
FY 2020-21

Budget
FY 2021-22

Change
FY 2020-21
to FY 2021-22

% Change
FY 2020-21
to FY 2021-22

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

Staffing Summary:

Full-time Positions:
Public Works Operations Mgr.
Office Manager

0.10
0.25

0.00
0.00

0.00
0.00

0.00
0.00

0.00%
0.00%

Total

0.35

0.00

0.00

0.00

0.00%

239

SOLID WASTE TRANSFERS
Revenue and Expenditure Summaries:
Revenues:

Solid Waste
Total

Actual
FY 2019-20
1,263,592
1,263,592

Estimate
FY 2020-21
1,255,167
1,255,167

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
1,278,742
23,575
1,278,742
23,575

% Change
FY 2020-21
to FY 2021-22
1.88%
1.88%

Actual
FY 2019-20
1,263,592
1,263,592

Estimate
FY 2020-21
1,255,167
1,255,167

Budget
FY 2021-22
1,278,742
1,278,742

Change
FY 2020-21
to FY 2021-22
23,575
23,575

% Change
FY 2020-21
to FY 2021-22
0.00%
0.00%
0.00%
0.00%
1.88%
0.00%
1.88%

Expenditures:

Personnel Services
Operating
Capital
Debt Service
Contributions and Transfers
Contingency
Total

240

WORKERS COMPENSATION FUND
This fund is used to account for expenditures associated with providing
workers compensation coverage to employees.
Revenue and Expenditure Summaries:
Revenues:

Internal Service Charges
Miscellaneous
Use of Fund Balance
Total

Actual
FY 2019-20
1,139,616
268,786
1,408,402

Estimate
FY 2020-21
1,139,612
20,000
1,159,612

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
781,612
(358,000)
-31.41%
20,000
0.00%
0.00%
801,612
(358,000)
-30.87%

Actual
FY 2019-20
797,174
74,112
871,286

Estimate
FY 2020-21
1,085,500
74,112
1,159,612

Change
% Change
Budget
FY 2020-21
FY 2020-21
FY 2021-22
to FY 2021-22 to FY 2021-22
0.00%
727,500
(358,000)
-32.98%
0.00%
74,112
0.00%
801,612
(358,000)
-30.87%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

241

GENERAL LIABILITY INSURANCE FUND
This fund is used to account for expenditures associated with providing
general liability coverage to employees.
Revenue and Expenditure Summaries:
Revenues:

Internal Service Charges
Miscellaneous
Use of Fund Balance
Total

Actual
FY 2019-20
1,183,853
65,622
1,249,475

Estimate
FY 2020-21
1,183,853
1,183,853

Change
Budget
FY 2020-21
FY 2021-22
to FY 2021-22
76,400
1,260,253
76,400
1,260,253

% Change
FY 2020-21
to FY 2021-22
6.45%
0.00%
0.00%
6.45%

Actual
FY 2019-20
1,357,400
25,000
1,382,400

Estimate
FY 2020-21
1,146,000
37,853
1,183,853

Budget
FY 2021-22
1,222,400
37,853
1,260,253

Change
FY 2020-21
to FY 2021-22
76,400
76,400

% Change
FY 2020-21
to FY 2021-22
0.00%
6.67%
0.00%
0.00%
6.45%

Expenditures:

Personnel Services
Operating
Capital
Contributions and Transfers
Total

242

CAPITAL IMPROVEMENTS
TABLE OF CONTENTS
CAPITAL IMPROVEMENTS
CIP Expenditures ..................................................................................................................................... 244
CIP Funding Sources ............................................................................................................................... 245
Proposed Projects ..................................................................................................................................... 246

243

Overview
The City’s Five-Year Capital Improvements Program represents a substantial effort to identify
and schedule capital investments for a multi-year period complete with a project description
and justification, as well as recommended financing for each project. The CIP reflects projects
that have been identified as being essential to the organization.

Expenditures
CRA
Stormwater
Airport
Economic Dev.
General
Improvements
General
Vehicles
Transportation
Facilities R&R
Water &
Wastewater
Public Safety
Vehicles
Category
Community Redevelopment
Stormwater
Airport
Economic Development
General Improvements
General Vehicles
Public Safety Vehicles
Transportation
Facilities Renewal and Replacement
Water & Wastewater
TOTAL

244

Total
$3,886,500
3,345,100
9,305,596
1,002,000
2,016,561
1,174,000
2,025,000
6,904,940
985,000
41,724,400
$72,369,097

Funding
Bonds/Leasing
Grants
Local Options
Gas Tax
Property Tax
Reserves
User Charges
To Be
Determined

Category
Bonds/Leasing
Grants/Donations
Local Options Gas Tax
Property Tax
Reserves
User Charges
To Be Determined
TOTAL

Total
$22,349,000
10,920,089
1,750,000
12,500,015
2,279,493
19,300,500
3,720,000
$72,369,097

245

FY 2021-22 CIP Projects
Fund 104-Community Redevelopment
Downtown improvements are funded through property tax revenue which is expendable only
within the downtown area. For FY 2021-22 the primary focus is Sidewalk Improvements
($1,400,000), Water taxi infrastructure design ($50,000), and East Granada Utility
Undergrounding ($120,000).
Fund 107-Stormwater Drainage Improvements
FY 2021-22 projects include the continuation of the Stormwater Piping Replacement project
($500,000), Stormwater Construction ($250,000) and Vehicle Replacements ($95,100).
Fund 108-Airport Improvement
Reconstruct Taxiway B ($483,848) and Rehabilitation/Realign Taxiway D ($1,898,968) are
scheduled for FY 2021-22 and will be largely funded by FDOT and FAA grants.
Fund 301-General Improvement Fund
Projects included for FY 2021-22 includes Washington Street Sidewalks funded by CDBG funds
($114,611) and continuation of the HVAC-Chiller Replacement ($225,000).
Fund 302-General Vehicle and Equipment Replacement
The FY 2021-22 plan includes the replacement of five General Fund vehicles ($344,000)
including two Streets Maintenance vehicles, two Leisure Service vehicle, and one Building
Inspection vehicle.
Fund 305-Public Safety Vehicle and Equipment Replacement
The FY 2021-22 plan includes the replacement of six Patrol Vehicles, two Special Unit vehicles
and one motorcycle.
Fund 308-Transportation
Transportation projects include Neighborhood Traffic Calming ($50,000), Railroad Crossings
($100,000), Road Rehabilitation ($750,000), Street Light and Traffic Signal Maintenance
($99,000), Sidewalk Repairs & Replacements ($112,000), Doug Thomas Way Extension
($792,000) and Opticom Equipment ($60,000).
Fund 317-Facility Renewal and Replacement

246

For FY 2021-22, projects include Central Park II Gazebo Replacement ($60,000), Police
Department Access Control ($268,000), and Shell Parking Lot Refurbishment ($56,000).

Projects below the CIP threshold of $25,000 will be included as part of the annual
operating budget.
Fund 408-Water & Wastewater Vehicle and Equipment Replacement
The FY 2021-22 plan includes the replacement of one vehicle ($200,000).
Fund 409-Water and Wastewater System Improvements
Projects proposed for FY 2021-20 include City-wide Meter Replacement ($301,000), Filter
Structure Repurposing Design ($50,000), General Facility and System Upgrades ($980,000),
Lift Station Rehabilitation ($300,000), Meter Installation ($90,000), PEP Tank Replacement
($150,000), Relocation of SCADA Radios ($30,000), Sanitary Sewer Inflow Infiltration
($300,000), Water Reclamation Facility ($1,680,000), Water Storage Tank Repairs ($200,000),
Williamson Boulevard Pipe Replacement ($127,000), WTP Aeration Replacement & Clearwell
Rehab ($2,220,000), WTP Filter Media Replacement ($126,000), WTP Lime Softening Filter
Replacement ($200,000), WTP Thickener Wetwell ($34,500) and WWTP Screw Pump Roof
Modifications ($200,000).
Fund 434 & 435-Water & Wastewater Impact Fees
The FY 2021-22 plan includes Hudson Wellfield Expansion Design ($300,000) and Utility
Master Plan Update ($220,000).

Operating Expenditures

247

During the capital improvement process, additional staffing requirements and ongoing
operating expenses are identified for inclusion in the appropriate department’s operating
budget. No significant increases in operating revenue or expenditures are anticipated as a result
of capital projects. Below is a matrix, by fund, detailing the additional annual operating
expenditures anticipated if the identified capital projects were not funded.

Category
Community Redevelopment
Stormwater
Airport
Economic Development
General Improvements
General Vehicles
Transportation
Facilities Renewal and Replacement
Water & Wastewater
Solid Waste

248

Total
$250,000
350,000
198,000
45,000
250,000
0
256,000
53,000
442,000
12,000

APPENDIX
TABLE OF CONTENTS
Statistical Information ......................................................................................................................................250
Glossary ................................................................................................................................................................ 256
Cost Allocation Plan .......................................................................................................................................... 261
Investment Policy ...............................................................................................................................................262

249

CITY OF ORMOND BEACH, FLORIDA
MUNICIPAL FIREFIGHTERS' RETIREMENT TRUST
REVENUES BY SOURCE
LAST TEN FISCAL YEARS
SEPTEMBER 30, 2020
(In Thousands)
Revenues by Source
Fiscal
Year
Ended
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020

Employee
Contributions
251
250
241
252
216
235
212
203
228
246

Employer
Contributions
783
1,007
1,254
1,290
1,136
1,241
1,145
1,019
1,303
1,520

State
Contributions
301
351
349
383
358
338
306
295
306
259

Investment
Income
Other
(97)
3,027
2,505
2,473
(399)
2,036
3,046
3,046
921
2,423
-

Total
1,238
4,635
4,349
4,398
1,311
3,850
4,709
4,563
2,758
4,448

2020

Pension Contributions

$2,000,000
$1,600,000
$1,200,000
$800,000
$400,000
$0
2011

2012

2013

2014

2015

2016

2017

City

Employee

State

250

2018

2019

CITY OF ORMOND BEACH, FLORIDA
GENERAL EMPLOYEES PENSION
REVENUES BY SOURCE
LAST TEN FISCAL YEARS
SEPTEMBER 30, 2020
(In Thousands)
Revenues by Source
Fiscal Year
Ended
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020

Employee
Contributions
323
313
307
298
280
268
258
258
212
201

Employer
Contributions
1,650
1,998
2,473
2,308
1,958
1,842
1,677
1,677
1,433
1,280

Investment
Income
(174)
5,430
4,484
4,408
(584)
3,480
5,035
5,035
1,501
3,775

Total
1,799
7,741
7,264
7,014
1,654
5,590
6,970
6,970
3,146
5,256

Pension Contributions
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
2011

2012

2013

2014

2015

City

251

2016

Employee

2017

2018

2019

2020

CITY OF ORMOND BEACH, FLORIDA
MUNICIPAL POLICE OFFICERS' RETIREMENT TRUST
REVENUES BY SOURCE
LAST TEN FISCAL YEARS
SEPTEMBER 30, 2020
(In Thousands)
Revenues by Source
Fiscal
Year
Ended
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020

Employee
Contributions
240
243
251
258
260
272
302
318
338
406

Employer
Contributions
696
948
1,267
1,312
1,166
1,184
1,406
1,527
1,575
1,561

State
Contributions
285
298
288
351
315
334
343
379
407
411

Investment
Income
(141)
3,878
3,080
3,049
(472)
2,355
5,432
3,475
978
2,849

Total
1,080
5,367
4,886
4,970
1,269
4,145
7,483
5,699
3,298
5,227

2018

2020

Pension Contributions
$2,000,000
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
2011

2012

2013

2014

City

2015

2016

Employee

State

252

2017

2019

CITY OF ORMOND BEACH, FLORIDA
DEMOGRAPHIC AND ECONOMIC STATISTICS
LAST TEN FISCAL YEARS
SEPTEMBER 30, 2020

Fiscal
Year
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020

Population(1)
40,625
38,137
38,376
38,557
39,455
40,013
40,366
40,722
42,816
43,475
43,759

Per Capita
Personal Income
Personal
Income(2)
(In thousands)
1,276,559
1,246,050
1,284,637
1,336,424
1,376,980
1,447,230
1,541,860
1,591,660
1,427,314
1,503,322
1,523,645

31,423
32,673
33,475
34,661
34,900
36,169
38,197
39,086
33,336
34,579
34,819

Sources: (1)
( ) Bureau of Economic
p and Business Research, University of Florida y
Beach Metropolitan Statistical Area
(3) Volusia County, Florida
(4) Bureau of Labor Statistics
Source: City of Ormond Beach Finance Department

253

Unemployment
Rate(5)

Median Age(3)
46.6
45.4
45.8
46.1
46.3
46.6
46.6
47.0
51.0
51.5
50.8
y

10.50%
9.30%
7.40%
5.50%
5.00%
5.00%
5.20%
3.70%
3.20%
3.20%
5.90%

CITY OF ORMOND BEACH, FLORIDA
PRINCIPAL EMPLOYERS
CURRENT YEAR AND TEN YEARS AGO
SEPTEMBER 30, 2020

Fiscal Year 2020

Fiscal Year 2010

Number of
Employees

Employer

Percent of
Total
Employment

Volusia County School Board
Halifax Community Health
County of Volusia
Florida Hospital - All Divisions
Daytona State College
Embry Riddle Aeronautical University
Florida Health Care Plans
Frontier Communications
Department of Transportation

7,503
4,709
3,341
3,256
1,568
1,423
916
800
700

2.49
1.56
1.11
1.08
0.52
0.47
0.30
0.27
0.23

Bert Fish Medical Center
Total

700
24,916

0.23
8.26

Estimated total workforce

301,341

Employer

Number of
Employees

Board
Halifax Community Health
County of Volusia
Divisions
State of Florida
Walmart
Incorporated
Daytona State College
U.S Government
Embry Riddle Aeronautical
University
Total

8,273
4,232
3,519
3,717
2,423
2,139
2,415
1,589
1,434

3.26
1.67
1.39
1.46
0.95
0.84
0.95
0.63
0.56

1,198
30,939

0.47
12.18

Estimated total workforce

253,875

Note: No statistics are kept on primary employers within the City of Ormond Beach, Florida
Sources: County of Volusia, Department of Economic Development (Latest Available Data)
Labor Market Statistics, Florida Research and Economic Database

254

Percent of
Total
Employment

CITY OF ORMOND BEACH, FLORIDA
OPERATING INDICATORS BY FUNCTION/PROGRAM
LAST TEN FISCAL YEARS
SEPTEMBER 30, 2020

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

Police
Number of traffic citations issued

7,626

8,906

9,281

6,803

7,551

8,237

7,509

9,814

7,475

Number of offense reports

5,923

6,713

6,568

8,834

7,326

7,501

7,064

7,025

6,956

7,925
6,791

Number of calls for service

75,266

54,949

65,390

83,083

83,098

87,867

93,102

84,485

82,713

64,325

3,065

2,790

3,045

5,600

2,120

2,025

2,120

2,090

1,750

1,820

4,119

4,411

4,796

6,800

5,300

5,424

5,227

4,577

4,872

4,157

5

50

64

86

98

75

47

61

102

154

Kindergarten-Grade 5 students

298

2,940

2,892

2,931

2,899

2,899

2,857

2,857

2,836

2,913

Grades 6-8 students

126

1,054

1,006

1,048

1,022

1,022

1,108

1,108

1,100

1,076

Fixed based operator

13

13

12

11

10

10

10

10

12

11

Flight School

3

3

2

2

5

2

3

2

3

3

Based aircraft

140

142

175

163

140

180

177

169

171

169

112,677

100,877

100,173

116,165

109,000

108,689

118,929

124,769

130,770

133,183

12.00 MGD

12.00 MGD

12.00 MGD 12.00 MGD

12.00 MGD

12.00 MGD 12.00 MGD 12.00 MGD 12.00 MGD 12.00 MGD

5.93 MGD

5.93 MGD

5.93 MGD

5.93 MGD

5.73 MGD

5.29 MGD

5.27 MGD

5.38 MGD

5.54 MGD

23,638

23,465

22,793

21,905

21,905

21,661

21,444

21,248

21,162

21,138

17,214

17,501

17,284

17,066

16,868

16,672

16,457

16,333

16,262

16,246

16,704

16,667

17,017

16,302

16,105

17,321

17,126

16,998

16,905

16,893

Fire
Emergency fire responses
Emergency rescue responses
(ALS/BLS)
Education classroom
presentations
Education (not included in reporting
entity)

Airport

Total 12 hour, operations
Water treatment plants
Jefferson Street Plant:
Design capacity
Current production rate
Number of water utility
connections
Solid waste system
Number of solid waste disposal
customers
Number of active participating
recycling program (units)

5.93 MGD

Water pollution control plants
Orchard Street Plant:
Design capacity
Current treatment rate
Number of collection system
connections
Number of effluent reuse
connections

8.00 MGD

8.00 MGD

8.00 MGD

8.00 MGD

8.00 MGD

8.00 MGD

8.00 MGD

8.00 MGD

6.00 MGD

6.00 MGD

4.19 MGD

4.19 MGD

4.19 MGD

4.19 MGD

4.19 MGD

4.94 MGD

4.57 MGD

4.67 MGD

4.63 MGD

4.50 MGD

18,117

17,440

16,882

16,874

16,424

16,227

16,029

15,891

15,823

15,811

3,080

3,073

3,053

2,603

2,345

2,495

2,472

2,459

2,447

2,437

Note: Number of positions are full time equivalents
Source: City of Ormond Beach Finance Department

255

GLOSSARY
Accounting Basis- Method used to determine when revenues and expenses (with

associated assets and liabilities) are recognized in the accounts of a firm, and reported in
its financial statements. In accrual basis accounting, for example, revenues are
recognized when earned and expenses are recognized when incurred, whether or not any
cash is received or paid. In cash basis accounting, however, revenues and expenses are
recognized only when cash is received or paid, irrespective of the timing of actual sales or
purchases.

Accrual- A basis of accounting in which revenues are recognized when they are
measurable and earned and expenditures are recorded when incurred.
Appropriation- Authorization by the City Commission that allows expenditures to be
made on behalf of the City against governmental resources.

Audit- An examination of internal controls and financial statements.
Balance Sheet- A statement which presents the financial position of an entity as of a
specified date.

Budget- A financial plan or proposed revenues and expenditures for a specified period
of time (usually one year).

Budgetary Accounting- Used by governments where a formal budget is adopted

through an extensive approval process as an expression of public policy. The budget is a
statement of financial intent indicating how the government plans to raise revenue and
expend its resources.

Budget Calendar- The schedule of key dates or milestones, which the City follows in
the preparation and adoption of the budgets.

Budget Deficit- A budget in which expenditures exceed the projected funds available.
CAFR- (comprehensive annual financial report) a standard accounting requirement

followed by local and state governments to show how tax money is spent. The report
serves several purposes which also help explain various aspects of government activity
for taxpayers.

Capital Expenditures- Expenditures for items which exceed $25,000 in value and
have a useful life of 1 year or more.

Capital Projects- Have long range returns, useful life spans, are relatively expensive,

and have physical presence such as buildings, roads, sewage systems, water systems, etc.

256

CIP- (capital improvement project) New or continued and approved capital projects for
the maintenance or improvement of city assets.

Committed- Fund balance classification that can only be used for a specific purpose
pursuant to constraints imposed by formal action of the government’s highest level of
decision making authority.

Debt Service- The City’s obligation to pay principal and interest according to a
predetermined schedule.

Debt Service Fund- The funds created to account for the accumulation of resources
for, and the payment of, general long-term debt principal and interest.
Department- A major organizational unit that indicates management responsibility for

a group of related operations.

DEP- (Florida Department of Environmental Protection) Florida agency devoted to
environmental management and stewardship. Florida's environmental priorities include
achieving regulatory certainty, consistency and protection, and achieving the highest
water quality.
Depreciation- The periodic expiration of an asset’s useful life. Depreciation is a

requirement in proprietary-type funds, such as enterprise and internal service funds. It is
not used in any other fund. Depreciation is a non-cash expense and while it is recorded
in the annual financial statements, it is not budgeted.

Encumbrances- Commitments against an appropriation.
EPA- (Environmental Protection Agency) an independent federal agency, created in
1970, that sets and enforces rules and standards that protect the environment and
control pollution.

Enterprise Fund- The funds established to account for operations that are financed

and operated in a manner similar to private business enterprises, where the intent of the
governing body is that the costs (expenses, including depreciation) of providing goods or
services to the general public on a continuing basis be financed or recovered primarily
through user charges.

Estimated Revenues- Projections of funds to be received during the fiscal year.
FAA- (Federal Aviation Administration) is a component of the U.S. Department of

Transportation that sets standards for the air-worthiness of all civilian aircraft, inspects
and licenses them and regulates civilian and military air traffic control centers.

257

FDOT- (Florida Department of Transportation) a decentralized agency charged with

the establishment, maintenance, and regulation of public transportation in the state of
Florida.

Franchise Fees- Fees levied on a corporation in return for granting privilege,

sanctioning a monopoly, or permitting the use of public property, usually subject to
regulation.

Fund Balance- The amount by which assets exceed liabilities.
GIS- (geographic information system) allows the city’s users to produce maps from the

existing GIS with integrated information from the data base of the primary minicomputer application.

Impact Fees- A connection's contribution toward its equitable share of the cost of

capital improvements required to serve new customers.

Interfund Transfers- Amounts transferred from one fund to another.
Intergovernmental Revenues- Revenues received from another government.
Internal Service Funds- The funds established for the financing of goods or services
provided by one department to other departments within the City on a cost
reimbursement basis. Examples are the Data Processing Fund and the Insurance Fund.

LAN- (local area network) a computer network covering a small local area, such as a

home or office.

Levy- Imposed taxes, special assessments, or service charges.
MGD- (million gallons per day) a measurement standard for city owned water
treatment pumps.

Modified Accrual Method- Method under which revenues are recognized in the

period they become available and measurable, and expenditures are recognized in the
period the associated liability is incurred. Most government accounting follows this
method.

NPDES- (national pollution discharge elimination system) a national program under

Section 402 of the Clean Water Act for regulation of discharges of pollutants from point
sources to waters of the United States. Discharges are illegal unless authorized by an
NPDES permit.

OBPAC- (Ormond Beach Performing Arts Center) consists of an auditorium, rehearsal
room, studio and music rooms for city sponsored groups, professional theater and
musical productions.

258

Operating Expenditures- Ongoing expenditures that are not wages, benefits or
capital in nature.

Ordinance- A formal legislative enactment by the governing board of a municipality.
Personal Property- Livestock, commercial equipment and furnishings, attachments to
mobile homes, railroad cars, and similar possessions that are taxable under State law.

Real Property- Land and the buildings and other structures attached to it that are
taxable under state law.

Reserved- Indicates that a portion of fund balance is restricted for a specific purpose.
Roll back tax rate- The tax rate that generates the same amount of revenue as the
prior year exclusive of gains from new construction.

SOH- (save our homes) an amendment to the Florida Constitution that mandates that
the assessed value of your Homestead property can increase by no more that 3% above
last years assessed value ( or the consumer price index, whichever is less).

Special Revenue Fund- Account for the proceeds of specific revenue sources that are
legally restricted to expenditures for specified purposes.

State Revenue Sharing- Allocations to municipalities from a trust fund primarily
supported by State cigarette and motor fuel taxes.

Taxable Value- Assessed value of property minus any exceptions, which may be

applicable.

Tax Base- The total property valuations on which each taxing agency levies its tax
rates.

Tentative Millage- The tax rate adopted at the first public hearing of a taxing agency.
Under State law, the agency may reduce, but not increase, the tentative millage during
the second budget hearing.

Truth in Millage- State law establishing mandatory procedures, including advertising
requirements and the holding of public hearings, for adoption of budgets and tax rates.

Unassigned- Fund balance classification that has not been assigned to other fund
balance classifications.

Utility Tax- Municipal charges levied by the City in each and every purchase of a
public service within the corporate limits of the City. Public service is electricity, gas,
fuel oil, water, and telephone service.

259

WAN- (wide area network) a large, integrated computer network with multiple access
points and users. An example would be the World Wide Web.

260

Cost Allocation Plan FY 2021-22
Allocation of General Fund Costs to Other Funds through interfund transfer

General Fund
Administration Budget
(Commission, City Manager,
Legal, Support Services)
Allocation based on
% of agenda items

Amount to be allocated
Allocation of costs to:
Stormwater
Airport
General Capital Improvements
Transportation
Water/Wastewater Operating
Solid Waste

$

4.0%
0.5%
1.0%
8.0%
15.0%
1.0%

General Fund
Finance and
Human Resources Budget
Allocation based on
# of employees

2,261,831

90,473
11,309
22,618
180,946
339,275
22,618

General Fund
Information Technology
Munis/Energov

$ 1,472,479

2.2%
0.3%
0.0%
0.0%
17.8%
0.6%

Allocation of Engineering Costs to Other Funds through department charge

32,722
4,090
261,774
8,180

General Fund
General Fund
General Fund
Fire
Planning
Police
Department
Department
Department
Budget
Budget
Budget
Allocated based on Allocated based on
Allocated based on
estimated time spent
estimated cost
estimated cost
on flow testing &
of development
to secure assets
hydrant maintenance review plus Avolve
0.5%
2.0%
15.0%

$

1,359,595

0.0%
0.0%
0.0%
0.0%
35.0%
0.6%

Planning
Streets
Parks
Building
Leisure Services
Airport

$

21,760
21,760
21,760
21,760
21,760
10,880
119,682

13.81%
7.43%
17.27%
61.48%
0.00%

133,751
71,995
167,231
595,362
968,340
1,088,022

Allocation of costs to:
Downtown Redevelopment
Stormwater
Transportation
Water/Wastewater R&R
Solid Waste

11,366,600

$

NA
NA
NA
NA
49,636
NA

6,245,373

NA
NA
NA
NA
124,907
NA

$

754,253

NA
NA
NA
NA
113,138
NA

Allocation of Water/Wastewater Utility Billing Costs to Other Funds through interfund transfer
Water/Wastewater
Utility Billing Costs
(Excluding Meter Reading Costs)
Allocation based on
Fund Revenues to
Total Revenue

1,088,022

2.00%
2.00%
2.00%
2.00%
2.00%
1.00%

9,927,203

475,858
7,553

General Fund
Engineering Budget
Allocation based on
average CIP budget
Amount to be allocated

$

Amount to be allocated
Allocation of costs to:
Stormwater
Solid Waste

$

7.50%
27.91%

Cost Allocation for Utility Billing Services
Budget 401-0304
Less: Meter Reading Personnel Costs
Less: Vehicle Costs
Less: Equipment Repairs
Less: Uniforms/Clothing
Total to Allocate

1,394,894.00
(370,000.00)
(26,044.00)
(8,700.00)
(1,500.00)
988,650.00

Stormwater Revenue
Solid Waste Revenue
Water/WW Revenue

2,530,000.00
9,420,000.00
21,800,000.00
33,750,000.00

Transfer from Stormwater to Water/Wastewater
Transfer from Solid Waste to Water/Wastewater

261

74,112.13
275,943.20

988,650

74,112
275,943

7.50%
27.91%
64.59%

Total
General
Fund
Costs
Allocated
to Other
Funds

123,195
15,399
22,618
180,946
1,364,588
30,799

Investment Policy
City of Ormond Beach, Florida

Approved By City Council
April 16, 2013

262

Table of Contents
Page
I.

PURPOSE

3

II.

SCOPE

3

III.

INVESTMENT OBJECTIVES

3

IV.

DELEGATION OF AUTHORITY

4

V.

STANDARDS OF PRUDENCE

4

VI.

ETHICS AND CONFLICTS OF INTEREST

5

VII.

INTERNAL CONTROLS AND INVESTMENT PROCEDUR

5

VIII.

CONTINUING EDUCATION

5

IX.

AUTHORIZED INVESTMENT INSTITUTIONS AND DEALERS

5

X.

MATURITY AND LIQUIDITY REQUIREMENTS

6

XI.

COMPETITIVE SELECTION OF INVESTMENT INSTRUMENTS

6

XII.

AUTHORIZED INVESTMENTS AND PORTFOLIO COMPOSTION

7

XIII.

DERIVATIVES AND REVERSE REPURCHASE AGREEMENTS

15

XIV. PERFORMANCE MEASUREMENTS

16

XV.

16

REPORTING

XVI. THIRD-PARTY CUSTODIAL AGREEMENTS

17

XVII. INVESTMENT POLICY ADOPTION

17

ATTACHMENT A: Glossary of Cash and Investment Management Terms
ATTACHMENT B: Investment Pool/Fund Questionnaire

Page 2
263

Investment Policy
of the
City of Ormond Beach, Florida

I.

PURPOSE
The purpose of this Investment Policy (hereinafter “Policy”) is to set forth the investment objectives and
parameters for the management of the funds of the City of Ormond Beach, Florida, (hereinafter the
“City”). This Policy is designed to ensure the prudent management of public funds, the availability of
operating and capital funds when needed, and an investment return competitive with comparable funds
and financial market indices.

II.

SCOPE
In accordance with Section 218.415, Florida Statues, this Policy applies to all cash and investments held
or controlled by the City and shall be identified as “general operating funds” of the City with the
exception of the City’s Pension Funds and funds related to the issuance of debt where there are other
existing policies or indentures in effect for such funds. Additionally, any future revenues, which have
statutory investment requirements conflicting with this Policy and funds held by state agencies (e.g.,
Department of Revenue), are not subject to the provisions of this Policy.

III.

INVESTMENT OBJECTIVES
Safety of Principal
The foremost objective of this investment program is the safety of the principal of those funds within the
portfolios. Investment transactions shall seek to keep capital losses at a minimum, whether they are from
securities defaults or erosion of market value. To attain this objective, diversification is required in order
that potential losses on individual securities do not exceed the income generated from the remainder of
the portfolio.
Maintenance of Liquidity
The portfolios shall be managed in such a manner that funds are available to meet reasonably anticipated
cash flow requirements in an orderly manner. Periodical cash flow analyses will be completed in order to
ensure that the portfolios are positioned to provide sufficient liquidity.
Return on Investment
The portfolio shall be designed with the objective of attaining a market rate of return throughout
budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs.
Return on investment is of least importance compared to the safety and liquidity objectives described
above. However, return is attempted through active management where the adviser utilizes a total return
strategy (which includes both realized and unrealized gains and losses in the portfolio). This total return
strategy seeks to increase the value of the portfolio through reinvestment of income and capital gains. The

Page 3
264

core of investments is limited to relatively low risk securities in anticipation of earning a fair return
relative to the risk being assumed. Despite this, an Investment Manager(s) may trade to recognize a loss
from time to time to achieve a perceived relative value based on its potential to enhance the total return of
the portfolio.

IV.

DELEGATION OF AUTHORITY
In accordance with the City’s Charter, the responsibility for providing oversight and direction in regard to
the management of the investment program resides with the City’s Manager. Responsibility for the
administration of the investment program is hereby delegated by the City Manager to the Finance
Director, who shall maintain an Investment Procedures and Internal Controls Manual based on this
Policy. The Finance Director shall be responsible for monitoring internal controls, administrative
controls and to regulate the activities of the City’s staff involved with the investment program. The City
may employ an Investment Advisor(s) to assist in managing some of the City’s portfolios. Such
Investment Advisor(s) must be registered under the Investment Advisors Act of 1940.

V.

STANDARDS OF PRUDENCE
The standard of prudence to be used by investment officials shall be the “Prudent Person” standard and
shall be applied in the context of managing the overall investment program. Investment officers acting in
accordance with written procedures and this investment Policy and exercising due diligence shall be
relieved of personal responsibility for an individual security’s credit risk or market price changes,
provided deviations from expectation are reported to the City Council in a timely fashion and the liquidity
and the sale of securities are carried out in accordance with the terms of this Policy. The “Prudent
Person” rule states the following:
Investments shall be made with judgment and care, under circumstances then prevailing,
which persons of prudence, discretion and intelligence exercise in the management of their
own affairs, not for speculation, but for investment, considering the probable safety of
their capital as well as the probable income to be derived from the investment.
While the standard of prudence to be used by investment officials who are officers or employees is the
“Prudent Person” standard, any person or firm hired or retained to invest, monitor, or advise concerning
these assets shall be held to the higher standard of “Prudent Expert”. The standard shall be that in
investing and reinvesting moneys and in acquiring, retaining, managing, and disposing of investments of
these funds, the contractor shall exercise: the judgment, care, skill, prudence, and diligence under the
circumstances then prevailing, which persons of prudence, discretion, and intelligence, acting in a like
capacity and familiar with such matters would use in the conduct of an enterprise of like character and
with like aims by diversifying the investments of the funds, so as to minimize the risk, considering the
probable income as well as the probable safety of their capital.

VI.

ETHICS AND CONFLICTS OF INTEREST
Employees involved in the investment process shall refrain from personal business activity that could
conflict with proper execution of the investment program, or which could impair their ability to make
impartial investment decisions. Also, employees involved in the investment process shall disclose to the
City Manager any material financial interests in financial institutions that conduct business with the City,

Page 4
265

and they shall further disclose any material personal financial/investment positions that could be related
to the performance of the City’s investment program.

VII.

INTERNAL CONTROLS AND INVESTMENT PROCEDURES
The Finance Director shall establish a system of internal controls and operational procedures that are in
writing and made a part of the City’s operational procedures. The internal controls should be designed to
prevent losses of funds, which might arise from fraud, employee error, and misrepresentation by third
parties, or imprudent actions by employees. The written procedures should include reference to
safekeeping, repurchase agreements, separation of transaction authority from accounting and record
keeping, wire transfer agreements, banking service contracts, collateral/depository agreements, and
“delivery vs. payment” procedures. No person may engage in an investment transaction except as
authorized under the terms of this Policy. These procedures are intended to reduce the relatively low risk
that material losses may occur and not be detected within a timely period by employees in the normal
course of performing their assigned functions.
Independent auditors as a normal part of the annual financial audit to the City shall conduct a review of
the system of internal controls to ensure compliance with policies and procedures.

VIII.

CONTINUING EDUCATION
The Finance Director, management designee and/or appropriate staff shall annually complete 8 hours of
continuing education in subjects or courses of study related to investment practices and products.

IX.

AUTHORIZED INVESTMENT INSTITUTIONS AND DEALERS
Authorized City staff and Investment Advisor(s) shall only purchase securities from financial institutions,
which are Qualified Institutions by the City or institutions designated as “Primary Securities Dealers” by
the Federal Reserve Bank of New York. Authorized City staff and Investment Advisor(s) shall only enter
into repurchase agreements with financial institutions that are Qualified Institutions and Primary
Securities Dealers as designated by the Federal Reserve Bank of New York.
The City’s Investment Advisor(s) shall utilize and maintain its own list of approved primary and nonprimary securities dealers.
The Finance Director and/or the management designee shall maintain a list of financial institutions and
broker/dealers that are approved for investment purposes and only firms meeting the following
requirements will be eligible to serve as Qualified Institutions:
1) regional dealers that qualify under Securities and Exchange Commission Rule 15C3-1
(uniform net capital rule);
2) Capital of no less than $10,000,000;
3) registered as a dealer under the Securities Exchange Act of 1934;
4) member of the National Association of Dealers (NASD);
5) registered to sell securities in Florida; and
6) the firm and assigned broker have been engaged in the business of effecting transactions
in U.S. government and agency obligations for at least five (5) consecutive years.

Page 5
266

All brokers, dealers and other financial institutions deemed to be Qualified Institutions shall be provided
with current copies of the City’s Investment Policy. A current audited financial statement is required to
be on file for each financial institution and broker/dealer with which the City transacts business.

X.

MATURITY AND LIQUIDITY REQUIREMENTS
To the extent possible, an attempt will be made to match investment maturities with known cash needs
and anticipated cash flow requirements. .
Investments shall have a term appropriate to the need for funds and in accordance with debt covenants,
but in no event shall exceed five (5) years.

XI.

COMPETITIVE SELECTION OF INVESTMENT INSTRUMENTS
After the Finance Director or management designee and the Investment Advisor(s) has determined the
approximate maturity date based on cash flow needs and market conditions and has analyzed and selected
one or more optimal types of investments, a minimum of three (3) Qualified Institutions and/or Primary
Dealers must be contacted and asked to provide bids/offers on securities in questions. Bids will be held in
confidence until the bid deemed to best meet the investment objectives is determined and selected.
However, if obtaining bids/offers are not feasible and appropriate, securities may be purchased utilizing
the comparison to current market price method on an exception basis. Acceptable current market price
providers include, but are not limited to:
A.

Telerate Information System

B.

Bloomberg Information Systems

C.

Wall Street Journal or a comparable nationally recognized financial publication providing daily
market pricing

D.

Daily market pricing provided by the City’s custodian or their correspondent institutions

The Finance Director and the Investment Advisor(s) shall utilize the competitive bid process to select the
securities to be purchased or sold. Selection by comparison to a current market price, as indicated above,
shall only be utilized when, in judgment of the Finance Director and the Investment Advisor(s),
competitive bidding would inhibit the selection process.
Examples of when this method may be used include:
A.

When time constraints due to unusual circumstances preclude the use of the competitive bidding
process

B.

When no active market exists for the issue being traded due to the age or depth of the issue

C.

When a security is unique to a single dealer, for example, a private placement

D.

When the transaction involves new issues or issues in the “when issued” market

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267

Overnight sweep investments or repurchase agreements will not be bid, but may be placed with the City’s
depository bank relating to the demand account for which the sweep investments or repurchase agreement
was purchased.
XII.

AUTHORIZED INVESTMENTS AND PORTFOLIO COMPOSITION
Investments should be made subject to the cash flow needs and such cash flows are subject to revisions as
market conditions and the City’s needs change. However, when the invested funds are needed in whole or
in part for the purpose originally intended or for more optimal investments, the Finance Director or
management designee may direct the Investment Advisor(s) to sell the investment at the then-prevailing
market price and place the proceeds into the proper account at the City’s custodian.
The following are the investment requirements and allocation limits on security types, issuers, and
maturities as established by the City. The Finance Director or management designee shall have the option
to further restrict investment percentages from time to time based on market conditions, risk and
diversification investment strategies. The percentage allocations requirements for investment types and
issuers are calculated based on the original cost of each investment. Investments not listed in this Policy
are prohibited.
In the event of a ratings downgrade of a security, the Investment Advisor(s) shall notify the Finance
Director within five business days of such a decline in the required rating. The Investment Advisor(s) and
the Finance Director will review the individual facts and circumstances of the situation and determine an
appropriate course of action.
The allocation limits and security types do not apply to the investment of debt proceeds.
investments shall be governed by the debt covenant included in the debt instrument.

Page 7
268

These

Security Type
United States Government Securities
United States Government Agencies (full
faith and credit of the United States
Government)
Federal Instrumentalities (United States
Government Sponsored Enterprises (“GSE”)
which are non-full faith and credit).*
Mortgage-Backed Securities (MBS) *
Non-Negotiable Interest Bearing Time
Certificates of Deposit
Repurchase Agreements
Commercial Paper
Corporate Notes

Bankers’ Acceptances
State and/or Local Government Taxable
and/or Tax-Exempt Debt
Registered Investment Companies (Money
Market Mutual Funds)
Intergovernmental Investment Pool
Florida PRIME

Minimum Rating
Requirement
N/A
N/A

Maturity
Limits
5 Years
5 Years

Maximum
Allocation Limit
100%
50%

Maximum
Issuer Limit
N/A
25%

N/A

5 Years

80%

40%

N/A
N/A

5 Years
1 Years

20%
50%

15%
25%

N/A
P-1/A-1
single “A”
category by any
two NRSROs
P-1/A-1
Single “A”
category by two
NRSROs
AAAm

60 Days
270 Days
5 Years

50%
25%
25%

25%
15%
5%

180 Days
5 Years

35%
20%

20%
20%

N/A

50%

25%

N/A
N/A

25%
25%

N/A
N/A

AAA
AAAm

*The combined total of available funds invested in Federal Instrumentalities and Mortgage- Backed Securities cannot be
more than 80%.

A.

United States Government Securities
1.

Purchase Authorization
Authorized Staff may invest in negotiable direct obligations, or obligations the principal
and interest of which are unconditionally guaranteed by the United States Government.
Such securities will include, but not be limited to the following:
Cash Management Bills
Treasury Securities – State and Local Government Series (SLGS)
Treasury Bills
Treasury Notes
Treasury Bonds
Treasury Strips

2.

Portfolio Composition
A maximum of 100% of available funds may be invested in the United States
Government Securities.

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3.

Maturity Limitations
The length to maturity of any direct investment in the United States Government
Securities is five (5) years from the date of purchase.

B.

United States Government Agencies (full faith and credit of the United States Government)
1.

Purchase Authorization
Authorized Staff may invest in bonds, debentures or notes issued or guaranteed by the
United States Government agencies, provided such obligations are backed by the full
faith and credit of the United States Government. Such securities will include, but not be
limited to the following:
Government National Mortgage Association (GNMA)
United States Export – Import Bank
Direct obligations or fully guaranteed certificates of beneficial ownership
Farmer Home Administration
Certificates of beneficial ownership
Federal Financing Bank
Discount notes, notes and bonds
Federal Housing Administration Debentures
General Services Administration
New Communities Debentures
United States Government guaranteed debentures
United States Public Housing Notes and Bonds
United States Government guaranteed public housing notes and bonds
United States Department of Housing and Urban Development
Project notes and local authority bonds

2.

Portfolio Composition
A maximum of 50% of available funds may be invested in United States Government
agencies.

3.

Limits on Individual Issuers
A maximum of 25% of available funds may be invested in individual United States
Government agencies.

4.

Maturity Limitations
The length to maturity for an investment in any United States Government agency
security is five (5) years from the date of purchase.

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C.

Federal Instrumentalities (United States Government Sponsored Enterprises (“GSE”) which are
non-full faith and credit).
1.

Purchase Authorization
Authorized Staff may invest in bonds, debentures or notes issued or guaranteed by Untied
States Government Sponsored Enterprises (Federal Instrumentalities which are non-full
faith and credit agencies) limited to the following:
Federal Farm Credit Bank (FFCB)
Federal Home Loan Bank or its District banks (FHLB)
Federal National Mortgage Association (FNMA)
Federal Home Loan Mortgage Corporation (Freddie-Macs) including Federal
Home Loan Mortgage Corporation participation certificates

2.

Portfolio Composition
A maximum of 80% of available funds may be invested in Federal Instrumentalities. The
combined total of available funds invested in Federal Instrumentalities and MortgageBacked Securities cannot be more than 80%.

3.

Limits on Individual Issuers
A maximum of 40% of available funds may be invested in any one issuer.

4.

Maturity Limitations
The length to maturity for an investment in any Federal Instrumentality is five (5) years
from the date of purchase.

D.

Mortgage-Backed Securities (MBS)
1.

Purchase Authorization
Authorized Staff may invest in mortgage-backed securities (MBS) which are based on
mortgages that are guaranteed by a government agency or GSE for payment of principal
and a guarantee of timely payment.

2.

Portfolio Composition
A maximum of 20% of available funds may be invested in MBS. The combined total of
available funds invested in Federal Instrumentalities and Mortgage Backed Securities
cannot be more than 80%.

3.

Limits of Individual Issuers
A maximum of 15% of available funds may be invested with any one issuer.

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4.

Maturity Limitations
A maximum length to maturity for an investment in any MBS is five (5) years from the
date of purchase.
The maturity of mortgage securities shall be considered the date corresponding to its
average life. This date reflects the point at which an investor will have received back half
of the original principal (face) amount. The average life may be different from the stated
legal maturity included in a security’s description.

E.

Non-Negotiable Interest Bearing Time Certificates of Deposit
1.

Purchase Authorization
Authorized Staff may invest in non-negotiable interest bearing time certificates of deposit
or savings accounts in banks organized under the laws of this state and/or in national
banks organized under the laws of the United States and doing business and situated in
this state, provided that any such deposits are secured by the Florida Security for Public
Deposits Act, Chapter 280, Florida Statutes.

2.

Portfolio Composition
A maximum of 50% of available funds may be invested in non-negotiable interest
bearing time certificates of deposit or savings accounts.

3.

Limits on Individual Issuers
A maximum of 25% of available funds may be deposited with any one issuer.

4.

Maturity Limitations
The maximum maturity on any certificate shall be no greater than one (1) year from the
date of purchase.

F.

Repurchase Agreements
1.

Purchase Authorization
a.

Authorized Staff may invest in repurchase agreements comprised of only those
investments based on the requirements set forth by the City’s Master Repurchase
Agreement. All firms with whom the City enters into repurchase agreements will
have in place an executed Master Repurchase Agreement with the City.

b.

A third party custodian shall hold collateral for all repurchase agreements with a
term longer than one (1) business day.

c.

Securities authorized for collateral are negotiable direct obligations of the United
States Government and Federal Instrumentalities with maturities under five (5)
years and must have a mark-to-market value at a minimum of 102 percent during
the term of the repurchase agreement.

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Immaterial short-term deviations from 102 percent requirement are permissible
only upon the approval of the Authorized Staff.
2.

Portfolio Composition
A maximum of 50% of available funds may be invested in repurchase agreements with
the exception of one (1) business day agreements and overnight sweep agreements.

3.

Limits on Individual Issuers
A maximum of 25% of available funds may be invested with any one institution with the
exception of one (1) business day agreements and overnight sweep agreements.

4.

Maturity Limitations
The maximum length to maturity of any repurchase agreement is 60 days from the date of
purchase.

G.

Commercial Paper
1.

Purchase Authorization
Authorized Staff may invest in commercial paper of any United States company that is
rated, at the time of purchase, “Prime-1” by Moody’s and “A-1” by Standard & Poor’s
(prime commercial paper). If backed by a letter of credit (LOC), the long-term debt of
the LOC provider must be rated at least single “A” category by any two Nationally
Recognized Statistical Rating Organizations (“NRSROs”).

2.

Portfolio Composition
A maximum of 25% of available funds may be directly invested in prime commercial
paper.

3.

Limits on Individual Issuers
A maximum of 15% of available funds may be invested with any one issuer.

4.

Maturity Limitations
The maximum length to maturity for prime commercial paper shall be 270 days from the
date of purchase.

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H.

Corporate Notes
1.

Purchase Authorization
Authorized Staff may invest in corporate notes issued by corporations organized and
operating within the United States or by depository institutions licensed by the United
States that have a long term debt rating, at the time of purchase, at a minimum single “A”
category by any two NRSROs.

2.

Portfolio Composition
A maximum of 25% of available funds may be directly invested in corporate notes.

3.

Limits on Individual Issuers
A maximum of 5% of available funds may be invested with any one issuer.

4.

Maturity Limitations
The maximum length to maturity for corporate notes shall be five (5) years from the date
of purchase.

I.

Bankers’ Acceptances
1.

Purchase Authorization
Authorized Staff may invest in bankers’ acceptances which are issued by a domestic bank
which has at the time of purchase, an unsecured, uninsured and unguaranteed obligation
rating of at least “Prime-1” by Moody’s or “A-1” by Standard & Poor’s.

2.

Portfolio Composition
A maximum of 35% of available funds may be directly invested in bankers’ acceptances.

3.

Limits on Individual Issuers
A maximum of 20% of available funds may be invested with any one issuer.

4.

Maturity Limitations
The maximum length to maturity for bankers’ acceptances shall be 180 days from the
date of purchase.

J.

State and/or Local Government Taxable and/or Tax-Exempt Debt
1.

Purchase Authorization
Authorized Staff may invest in state and/or local government taxable and/or tax-exempt
debt, general obligation and/or revenue bonds, rated at the time of purchases, at a
minimum single “A” category by any two NRSROs, or rated at least “MIG-2” by
Moody’s or “SP-2” by Standard & Poor’s for short-term debt.

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2.

Portfolio Composition
A maximum of 20% of available funds may be invested in taxable and tax-exempt debts.

3.

Limits on Individual Issuers
A maximum of 20% of available funds may be invested with any one issuer.

4.

Maturity Limitations
A maximum length to maturity for an investment in any state or local government debt
security is five (5) years from the date of purchase.

K.

Registered Investment Companies (Money Market Mutual Funds)
1.

Purchase Authorization
Authorized Staff may invest in shares in open-end and no-load money market funds
provided such funds are registered under the Federal Investment Company Act of 1940
and operate in accordance with 17 C.F.R. § 270.2a-7, which stipulates that money market
funds must have an average weighted maturity of 60 days or less. In addition, the share
value of the money market funds must be equal to $1.00.

2.

Portfolio Composition
A maximum of 50% of available funds may be invested in money market funds.

3.

Limits of Individual Issuers
A maximum of 25% of available funds may be invested with any one money market
fund.

4.

Rating Requirements
The money market funds shall be rated “AAAm” by Standard & Poor’s or the equivalent
by another NRSRO.

5.

Due Diligence Requirements
A thorough review of any money market fund is required prior to investing, and on a
continual basis. There shall be a questionnaire developed by the Finance Director that
will contain a list of questions that covers the major aspects of any investment pool/fund.

L.

Intergovernmental Investment Pool
1.

Purchase Authorization
Authorized Staff may invest in intergovernmental investment pools that are authorized
pursuant to the Florida Interlocal Cooperation Act, as provided in s. 163.01, F.S.

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2.

Portfolio Composition
A maximum of 25% of available funds may be invested in intergovernmental investment
pools.

3.

Rating Requirements
The Intergovernmental Investment Pool shall be rated “AAA” by Standard & Poor’s or
the equivalent by another NRSRO.

4.

Due Diligence Requirements
A thorough review of any investment pool/fund is required prior