2018 Annual Operating & Capital Budget · pays $16.58 per month for property taxes. $16.58 pays for one of these: • Two drinks and [perhaps] an appetizer • • Movie matinee for

2018

Annual Operating &

Capital Budget

2

City of Fort Oglethorpe, Georgia

Annual Operating &

Capital Budget

2018

Prepared by:

Finance Department

Submitted by:

Jenny Simpkins, City Manager

3

City of Fort Oglethorpe

At a Glance

Date of Incorporation January 1, 1949

Area 13.9 square miles

Form of Government Municipality

Total Proposed Fiscal Year 2018 Budget $15,060,668

CITY DEMOGRAPHICS* Population 9,839 Median Household Income $43,843 Number of Housing Units 4,278 Rate of Owner-Occupancy 59.0% Median Home Value $116,100 % Population with High School Diploma 84.3% % Population with Bachelor’s Degree 14.1% *U.S. Census Bureau Quick Facts

4

City Location

Fort Oglethorpe is a city located in northwest Georgia

predominantly in Catoosa County with some portions in

Walker County. The City of Fort Oglethorpe is the first exit into

Georgia from Tennessee traveling southbound on I-75.

Distance from Common Destinations:

Chickamauga National Military Park: 0 miles (inside city limits)

Lookout Mountain: 13 miles

Lake Winnepesaukah: 3 miles

Chattanooga, Tennessee: 9 miles

Chattanooga Metropolitan Airport: 12 miles

Blue Ridge, Georgia: 74 miles

Huntsville, Alabama: 113 miles

Hartsfield-Jackson International Airport: 118 miles

City Hall: 500 City Hall Drive, Fort Oglethorpe, GA 30742

706.866.2544

City Hall Hours of Operation:

Monday through Friday, 8:00 AM to 5:00 PM

5

The Value of City Services

A typical Fort Oglethorpe homeowner with a $100,000 home

pays $16.58 per month for property taxes.

$16.58 pays for one of these: • Two drinks and [perhaps] an

appetizer

• Movie matinee for two

• Fast food meal for two

• A game of Goony Golf for two at Winner’s Circle

• Half a tank of gas .. in a Toyota Prius

$16.58 pays for all of these: • 24-hour police and fire protection

• City parks and multi-use trails

• Progressive street and storm water maintenance

• Weekly curbside garbage service

• Unlimited brush and trash collection

• Street lighting for residential areas

• Well-balanced retail community

6

Mayor and City Council 2017

Councilman DEREK ROGERS, Council Lady RHONDA JAMES, Mayor EARL GRAY, Council Lady PAULA STINNETT,

Mayor Pro Tem CRAIG CRAWFORD, Councilman JIM CHILDS

7

SECTION I

Introduction

and

Overview

8

Budget Message

In accordance with Section 6.25 of the City of Fort Oglethorpe City Charter, we proudly present the following Fiscal Year (FY) 2018

Budget and Budget Message to all residents and City Council for review, examination, and consideration. We are a community

comprised of individuals, families, and businesses, and we encourage feedback and involvement from all throughout the budget

development process to align our City’s fiscal needs with prudent management and oversight and establish a collective vision for the

future of the City of Fort Oglethorpe.

The proposed FY 2018 Budget is balanced as estimated revenues plus planned use of fund balance are equal to proposed

appropriations for the general fund, each special revenue fund, and each debt service fund as required by Georgia State Law

O.C.G.A. § 36-81-3.

The proposed FY 2018 Budget is more than a financial plan. In addition, the proposed FY 2018 Budget is an operations guide, a

policy device, and a communications tool. As an operations guide, the document includes organizational charts; describes the

activities, services, and functions carried out by each organizational unit; states the goals and objectives of organizational units; and

provides objective measures of progress toward accomplishing the City’s mission as well as goals and objectives for each

department. As a policy device, the document includes a budget message articulating priorities and issues for the upcoming year;

and it outlines the process for preparing, reviewing, and adopting the budget for the coming fiscal year. The proposed FY 2018

Budget is a communications tool as it is provided in an easy to use format with a table of contents, charts and graphs, and other

important supplemental information describing the organization, its community, and the population.

OVERVIEW OF FY 2017 ACCOMPLISHMENTS

Over the course of 2017, Fort Oglethorpe experienced many positive changes as an organization and as a community. In February

2017, the Mayor and City Council made several key appointments including a new City Manager and a new Police Chief.

Additionally, new directors were ratified for the departments of Streets, Parks, and Recreation and Building, Planning, and Zoning.

Nearly 45% of the organization’s administrative leadership changed in 2017.

The change in leadership stopped with the organization’s administrative staff. The community, in strong support of the Mayor and

City Council, did not oppose the three candidates up for election in November 2017. For the first time in the city’s history, the sitting

elected leaders ran unopposed. Leadership provided by the Mayor and City Council resulted in many significant community

improvements in 2017.

9

Community Planning Efforts

• Initiated an update of the City’s Sign Ordinance

• Renewed Tree City USA status

• Advanced Lafayette Streetscape Improvement Project

• Partnered with Catoosa County and Ringgold to receive a 2017 Tourism Development Program grant from the State of

Georgia

Public Safety

• Purchased tasers for police officers

• Replaced 800 MHz radios for police officers and fire fighters

• Replaced five pursuit vehicles

• Replaced roofs on three fire stations

• Initiated a training program for community organizations and businesses regarding active shooter incidents

• Reorganized the Police Department to include a focus on training and standards, patrol, and criminal investigations

Transportation and Infrastructure

• Installed sanitary sewer along Red Bud using Community Development Block Grant funding

• Entered into Memorandum of Understanding with the City of Chattanooga for treatment of the city’s sewage

• Awarded construction contract to extend sanitary sewer infrastructure along Highway 41

• Received a technical assistance grant from the Georgia Environmental Finance Authority to study water pressure in the

distribution system

• Completed approximately one mile of local roadway milling and resurfacing

• Improved pedestrian crossings at three intersections

• Completed a stream bank restoration project on Howard Drive

Parks and Recreation

• Completed construction of a public gymnasium

• Hosted a Chattanooga Area Swim League (CASL) swim meet with 1,000 competitors over two days

• Hosted Rick Honeycutt World Series with over 60 teams

10

Economic Development

• Streamlined review process for permitting and inspections

• Updated permit fee schedule

• Helped usher in new businesses including Jack’s Restaurant and Discount Tires

Municipal Court

• Processed 3,996 new citations

• Disposed 3,850 cases

• Brought backlog of Failure to Appear bench warrants up to date

• Began review of court day procedures to decrease time citizens spend in court

• Implemented new security procedures for court

BUDGET BRIEF

The primary points of emphasis of the FY 2018 Budget include continued efforts to promote and sustain public safety and dedicate

resources to maintaining and expanding public infrastructure. The proposed budget includes a $3 per hour raise for part-time

firefighters, three new full-time firefighter positions, an upward adjustment in the starting salary for patrol officers, and changes in

employer/employee contributions for health insurance. Additionally, a five-year capital improvement plan is included in the proposed

FY 2018 Budget.

The FY 2018 Budget totals $15,060,668 in revenues for all appropriated funds. Revenues are allocated within the general fund,

water and sewer fund, and other funds including confiscated assets, multiple grants (Police), hotel/motel tax, SPLOST, CDBG, and

municipal court.

The FY 2018 Budget allocates $13,768,668 in revenue for operations. The operating budget anticipates maintaining a reserve

sufficient to cover governmental operations for at least four months and upholds the city’s rollback millage rate of 6.632. General fund

revenues are allocated to dedicate limited resources to critical public safety improvements. The proposal includes reducing the city’s

portion of family and plus one health insurance from 85% to 80% in 2018. The city’s employee portion remains at 85%. Future

proposed budgets may include additional reductions in the city’s contribution to employee health insurance. In 2018, each

percentage reduction in city contribution to plus one and family coverage releases over $8,000 in resources to be allocated to city

service priorities. The total projected savings in health insurance in 2018 is $40,588.18.

11

The FY 2018 Budget allocates $1,292,000 in revenue for capital projects. Key elements of the capital budget include $149,285 for

paving, intersection, and sidewalk improvements and specific allocations for long-term enhancements such as the Lafayette Road

streetscape enhancement improvement project. Planned equipment purchases in 2018 include replacement of personal protective

equipment, breathing apparatus, and 800 MHz radios for the Fire and Police Departments as well as the purchase of new body

cameras for the Police Department. The total planned capital expenditures for equipment replacement is $193,570 in 2018. Vehicle

replacements for public safety vehicles total $161,975 in 2018.

Additional capital improvements planned for 2018 include:

• Fort Oglethorpe City Gymnasium: $75,000

• Installation of Storm Drains and Vehicle/Equipment Wash Bay at the Shop: $35,000

• Geographic Information System and Storm Water Projects: $100,000

• Sanitary Sewer Rehabilitation Projects: $31,455

• Replace Walkways at Ball Complex: $100,000

The 2018 capital budget also includes repayment of the series 2014 bond in the amount of $290,000.

12

2018 GENERAL FUND BUDGET SUMMARY

2016 Actual 2017 Budget 2018 Proposed Change Taxes $ 6,430,642 $ 6,422,275 $ 6,533,051 1.72 %

Licenses & Permits $ 158,244 $ 155,600 $ 169,130 8.70 %

Intergovernmental Revenues $ 306,208 $ 335,500 $ 208,300 -37.91 %

Charges for Services $ 100,955 $ 92,400 $ 96,100 4.00 %

Investment Income $ 52,013 $ 40,000 $ 76,000 90.00 %

Miscellaneous Revenue $ 187,812 $ 166,164 $ 188,720 13.57 %

Other Financing Sources $ 713,989 $ 764,000 $ 614,000 (19.63) %

Fund Balance $ - $ 224,466 $ 258,398 15.12 %

Total Department Revenues $ 7,949,863 $ 8,200,405 $ 8,143,699 (0.69) %

Mayor and City Council $ 210,280 $ 257,648 $ 245,226 (4.82) %

City Manager $ 158,746 $ 269,735 $ 147,304 (45.39) %

Finance $ 266,864 $ 288,019 $ 234,782 (18.48) %

Building, Planning, and Zoning $ 920,663 $ 737,175 $ 684,981 (7.08) %

Fire $ 1,147,162 $ 1,522,412 $ 1,627,566 6.91 %

Human Resources $ - $ - $ 49,004 ERROR %

Municipal Court $ 403,758 $ 449,397 $ 458,616 2.05 %

Police $ 2,134,185 $ 2,477,616 $ 2,643,854 6.71 %

Streets, Parks, and Recreation $ 1,809,526 $ 2,198,403 $ 2,052,366 (6.64) %

Total Departmental Expenditures $ 7,051,184 $ 8,200,405 $ 8,143,699 (0.69) %

13

STRATEGIC GOALS: INVEST AND INVIGORATE WHILE PREPARING FOR CONTINUED GROWTH

The FY 2018 Budget invests in the community’s pursuit of improved infrastructure, roads, sidewalks and parks, while creating new

ways to invigorate the beneficial assets and opportunities existing today, which in turn, affect the quality of life tomorrow. Each of the

City’s departments set goals and expectations for 2018 rooted in achievable programs. The City of Fort Oglethorpe continues to

grow. The 2020 census will demonstrate the fast paced growth with the population likely to exceed 10,000. The proposed initiatives

and budget requests from departments reflect the plans and capital enhancements designed to enliven, enrich, and improve the

community.

SUMMARY

The proposed FY 2018 Budget provides a means to invest in and invigorate our growing community. The document outlines a

carefully developed plan to deliver dependable and fiscally sound city services. We look forward to reviewing and discussing the FY

2018 Budget proposal over the coming weeks and appreciate your thoughtful input throughout the process.

Sincerely,

Jenny Simpkins

City Manager

14

SECTION II

2018 Budget Summary

15

BUDGET SUMMARY

REVENUES

2018

General Fund $ 7,530,699

Special Revenue Funds 1,432,000

Fiduciary Fund 543,000

Water Sewer Fund 5,554,969

TOTAL $ 15,060,668

APPROPRIATIONS

Mayor and City Council $ 245,226

City Manager 147,304

Building, Planning, and Zoning 684,981

Finance 234,781

Fire 1,627,566

Human Resources 49,004

Municipal Court 458,616

Police 2,643,854

Streets, Parks, and Recreation 2,052,367

Special Revenue Fund Expenses 1,362,000

Water Sewer Fund Expenses 5,554,969

TOTAL $ 15,060,668

16

SUMMARY OF REVENUES AND EXPENDITURES GOVERNMENTAL FUNDS

2018 BUDGET

REVENUES

2016 Budget 2017 Budget 2018 Budget

Reserve Funds

Fund Balance 347,227 224,466 258,398

General Fund

Taxes 6,289,496 6,422,275 6,533,051

Licenses and Permits 148,700 155,600 169,130

Intergovernmental Grants 390,000 335,500 208,300

Charges for Services 98,075 92,400 96,100

Investment Income 24,000 40,000 76,000

Surplus Sales 1,000 1,000 1,000

Miscellaneous 182,264 166,164 188,720

Transfer In 600,000 698,000 543,000

Subtotal 7,733,535 7,910,939 7,815,301

Special Revenue

Confiscated Assets 50,000 50,000 50,000

COPS 10,000 10,000 10,000

Hotel Motel Tax 73,000 65,000 70,000

Subtotal 133,000 125,000 140,000

CDBG Fund 600,000 501,000 0

SPLOST Fund

ARC Grant 0 0 25,000

LMIG – Paving 0 0 87,000

Catoosa County SPLOST V 1,160,000 1,152,800 1,180,000

Walker County SPLOST 0 0 0

Subtotal 1,160,000 1,152,800 1,292,000

TOTAL REVENUE 9,973,762 9,914,205 9,505,699

17

EXPENDITURES

GENERAL FUND 2016 Budget 2017 Budget 2018 Budget

Mayor and City Council

Governing Body 171,262 130,154 131,397

Mayor 43,271 21,660 21,455

Elections 2,000 19,500 0

Law 95,637 86,334 92,374

Subtotal 390,000 335,500 208,300

Executive

City Manager 192,402 255,835 133,404

General Administration Fees 13,800 13,900 13,900

Subtotal 206,202 269,735 147,304

Building, Planning, and Zoning

General Government Buildings 751,003 387,107 323,200

Storm water/ GIS 109,405 108,085 56,337

Protective Inspection Admin 141,581 197,932 305,444

Subtotal 1,001,989 693,124 684,981

Finance 286,375 288,019 234,781

Fire

Administration 175,025 256,037 256,495

Fire Fighting 884,623 950,315 1,173,409

Fire Prevention 112,957 115,160 120,202

Fire Stations and Buildings 67,500 200,900 77,460

Subtotal 1,240,105 1,522,412 1,627,566

Human Resources 0 0 49,004

Municipal Court 481,435 449,397 458,616

Police

Police Administration 344,069 355,353 253,288

Police Training 0 0 111,032

Criminal Investigation 462,881 452,291 447,484

Patrol 1,601,183 1,669,972 1,832,050

Subtotal 2,408,133 2,477,616 2,643,854

18

GENERAL FUND CONT… 2016 Budget 2017 Budget 2018 Budget

Public Works

Administration 155,159 151,417 155,968

Highways and Street Admin 29,131 65,222 76,684

Streets and Roads 231,291 235,524 158,692

Sidewalks 4,000 4,000 1,500

Street Cleaning 118,663 95,468 59,251

Other Maintenance 225,365 231,706 196,905

Storm Drainage 10,000 10,000 2,500

Street Lighting 81,000 83,500 79,500

Traffic Engineering 126,743 131,305 104,465

Solid Waste Collection 604,743 602,228 592,588

Solid Waste Disposal 35,000 35,000 45,000

Fleet Maintenance and Shop 110,363 108,056 93,182

Mosquito Control 20,745 20,734 19,200

Senior Citizens Center 13,250 13,267 11,500

Subtotal 1,765,454 1,787,427 1,596,935

Parks and Recreation

Supervision 94,612 74,645 62,377

Playgrounds 7,000 7,000 2,500

Swimming Pools 105,554 103,383 107,750

Sports Facilities 71,950 71,950 76,180

Park Areas 122,783 153,999 90,406

Subtotal 401,899 410,977 339,213

Contingencies 50,000 44,050 116,219

TOTAL GENERAL FUND 8,153,762 8,200,405 8,143,699

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OTHER FUNDS 2016 Budget 2017 Budget 2018 Budget

SPECIAL REVENUE EXPEND.

Confiscated Assets 50,000 50,000 50,000

COPS 10,000 10,000 10,000

TOTAL SPECIAL REVENUE 60,000 60,000 60,000

SPLOST FUNDS

Police Vehicles 95,868 95,868 71,000

Fire Vehicles 58,975 58,975 90,975

Vehicles 191,719 203,653 0

2014 Bond Principle 430,000 387,000 290,000

LMIG 0 0 124,285

ARC Grant 0 0 25,000

Capital Improvements 191,719 203,652 497,170

Equipment 191,719 203,652 193,570

TOTAL CAPITAL PROJECTS 1,160,000 1,152,800 1,292,000

CDBG FUNDS 600,000 501,000 0

TOTAL GOVERNMENTAL FUNDS

9,973,762 9,914,205 9,505,699

20

SUMMARY OF REVENUES AND EXPENSES PROPRIETARY FUNDS

REVENUES

WATER SEWER FUND 2016 Budget 2017 Budget 2018 Budget

Operating Revenues 4,912,901 5,209,992 5,554,969

TOTAL REVENUE 4,912,901 5,209,992 5,554,969

EXPENSES

WATER SEWER FUND 2016 Budget 2017 Budget 2018 Budget

Water Sewer Administration 1,206,076 1,361,645 1,377,276

Sewer Operations 2,597,035 2,660,183 2,904,435

Sewer Lift Station Maintenance 82,774 75,927 78,424

Water Operations 929,357 928,394 967,739

Contingencies 1,100 86,790 123,658

Fleet Maintenance and Shop 96,559 97,053 103,437

TOTAL EXPENSES 4,912,901 5,209,992 5,554,969

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SECTION III

Departmental

Information

22

City Manager’s Office

Mission and Organizational Chart

The mission of the organization is to provide exceptional, cost competitive government services that are collaborative, transparent,

responsive, and innovative. The City of Fort Oglethorpe sets the standard as an active, growing community where all people can

enjoy safe neighborhoods, essential economic opportunities, and a variety of recreational opportunities. We are committed to

partnering with others in our community who share a dedication to making life better for our residents. We believe in honesty,

fairness, and respect for all. We believe that our government must be customer-focused, fiscally responsible, and deliver services

that are among the best in the nation.

23

Departmental Goals and Performance Measurements

1 To ensure responsible financial management of income, assets, and expenses in a deliberate, well thought out, and fiscally prudent manner aligned with City Council's vision and the needs of the community.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Maintain or improve the City's bond rating A - plus A - plus A - plus A - plus Debt service as a percentage of operating expenditures (Governmental Funds) 0 0 0 0 Debt service as a percentage of operating expenses (Proprietary Funds) 22.9 21.6 21.0 20.0 Revenues per capita* 1616 1492 1492 1492 Expenditures per capita 1268 1257 1257 1257

*US Census Bureau data from American FactFinder used for population estimates for 2015 and 2016. A 3% growth rate was used for 2017 and 2018 projected population.

2 To enhance transparency and communication by increased usage of messaging via the City's website, PEG channel, and other outlets.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Number of news releases NA NA 3 6 Number of webpage content updates NA NA 10 15 Number of homepage web hits NA NA 40,000 45,000 Number of hours of new programming aired on PEG channel NA NA 10 15 Number of water and sewer bills with information messaging NA NA 2 12 Number of public work sessions 0 0 2 4

3 To ensure timely and accurate production of meeting notices, agendas, and records.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Number of agenda items processed 102 84 85 85 City Council regularly scheduled meetings 18 18 18 18 Number of external open records requests processed NA NA 6 6

4 To validate and resolve all resident requests for city services in a satisfactory and timely manner.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Number of resident-generated service requests received** NA NA 10 50

Percentage of resident-generated service requests completed within service level agreement NA NA 90 90

24

**Data recorded for 4th quarter 2017 only.

5 To increase our operating efficiency and effectiveness by encouraging innovation among staff, building partnerships, and implementing creative solutions to community issues.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Number of processes documented and improved NA NA 10 20

Number of new partnerships with community stakeholders NA NA 2 4

Number of joint programs and projects implemented NA NA 2 4

Accomplishments in FY 2017

1 Improved purchasing process by creating an online vendor registration tool, posting bids and proposals online, and soliciting goods and services via annual contracts.

2 Strengthened the senior management team by making several key appointments.

3 Completed an update of job descriptions throughout the organization.

4 Enhanced the budget process by adding goals, performance measures, accomplishments, and initiatives for each department.

5 Established a five-year capital improvement plan for routine maintenance, vehicle and equipment replacement, and other capital priorities.

6 Participated in 2019 SPLOST discussions with Catoosa County and the City of Ringgold.

7 Created performance evaluations and a pay for performance program.

8 Reviewed and updated sign ordinance and personnel ordinance.

9 Participated in Tourism Development Program (State of GA) with Catoosa County and Ringgold.

Short-Term Departmental Issues and Initiatives for FY 2018

1 Lead effort to document and update operating processes and procedures organization-wide.

2 Implement annual performance evaluations and pay for performance program.

3 Plan for and promote 2019 SPLOST referendum.

4 Develop a community outreach plan to include Citizen's Academy, Police Academy, and other effective programs to engage residents.

5 Begin a comprehensive review and update of City code.

6 Complete the Tourism Development Program (State of GA) with Catoosa County and Ringgold.

7 Support state certification process for Police Department. 8 Receive the 2018 Distinguished Budget Presentation Award from the Government Finance Officers' Association. 9 Support implementation of the Lafayette streetscape plan.

25

Long-Term Departmental Issues and Initiative for FY 2019 and Beyond

1 Maintain strong financial management practices through positive operational performance, favorable debt position, and manageable retiree liabilities.

2 Implement five-year capital improvement program with preventive maintenance and vehicle/equipment replacement schedules.

3 Continue to focus on workforce development.

4 Implement a community outreach plan.

5 Continue to support implementation of Lafayette streetscape plan.

6 Continue to receive GFOA's Distinguished Budget Presentation Award annually.

City Manager's Office - Appropriations Summary

Appropriations 2016 Actual 2017 Projected 2018 Budget

Personal Services $ 97,104 $ 156,748 $ 116,276

Operations $ 96,569 $ 177,461 $ 75,266

Total $ 193,673 $ 334,209 $ 191,542

City Manager's Office - Appropriations Summary by Fund


General Fund $ 111,093 $ 220,835 $ 93,404

Water Sewer Fund $ 48,552 $ 78,374 $ 58,138

Hotel Motel Tax Fund $ 34,028 $ 35,000 $ 40,000

Total $ 193,673 $ 334,209 $ 191,542

City Manager's Office - Staffing Summary

2016 2017 2018 Adopted

Authorized Positions 1 1 1

26

Building, Planning, and Zoning


The mission of the Building, Planning, and Zoning Department is to protect the public’s safety and welfare as it relates to

development by ensuring all construction, reconstruction, alterations, repairs, moving, and demolitions conform to all of the

requirements of the 10 state mandatory codes and local ordinances. Additionally, the department provides planning support,

coordination, and advisory services to city officials, boards, and committees on issues involving open space and land preservation,

land use planning, and zoning.

27

Departmental Goals and Performance Measurements 1 To process building permits within two business days to ensure a responsive level of customer service.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Building permits issued 541 759 444* 750 Percent of building permits issued within two business days NA NA NA 100 *Year to date as of August 2017

2 To conduct building inspections within two business days to ensure safe construction.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Building inspections conducted NA NA Building inspections conducted within two business days of request NA NA NA 100

3 To ensure compliance with codes, ordinances, and regulations.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Percentage of code violation warnings resolved without citation NA NA NA 95 Number of citations issued NA NA

4 To maintain MS4 storm water permit.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Percentage of City storm water infrastructure accurately mapped NA NA 10 100 Percentage of City storm water infrastructure inspected NA NA 20 20 Public education initiatives NA 2 2 4

5 To maintain City facilities in good working order. Work orders completed NA NA NA 50

Percentage of work orders completed within service level agreement NA NA NA 100

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Accomplishments in FY 2017 1 Streamlined review process for permitting and inspections among multiple departments 2 Standardized applications for permits 3 Completed fee schedule analysis 4 Recommended rate adjustments to bring City fees in line with other local government agencies in this area 5 Released Request for Qualifications for engineering services


1 Build relationships 2 Develop staff for fully-certified department 3 Complete assessment of city's storm water infrastructure and plan to correct deficiencies 4 Maintain GIS database with new developments 5 Continue to streamline permitting and inspections processes through online applications and payments


1 Work with community stakeholders to develop unified plan for future development within the city 2 Continue to provide exceptional customer service to businesses and developers 3 Evaluate storm water user fee

4 Partner with Department of Community Affairs, Downtown Development Association, and other agencies to maximize resources

5 Continue working to resolve flooding issues

Building, Planning & Zoning - Appropriations Summary



Operations $ 666,426 $ 422,815 $ 317,783

Total $ 1,005,410 $ 826,395 $ 720,959

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Building, Planning & Zoning - Appropriations Summary by Fund


General Fund $ 920,663 $ 737,175 $ 684,981

Water Sewer Fund $ 84,747 $ 89,220 $ 35,978

Total $ 1,005,410 $ 826,395 $ 720,959

Building, Planning & Zoning - Staffing Summary

Authorized Positions 2016 2017 2018 Adopted

Full Time 4 4 5

Part Time 1 1 1

30

Finance


The mission of the Finance Department is to provide direct financial operations and internal controls for the City of Fort Oglethorpe

within applicable laws and professional standards. The Finance Department collects, processes, advises, informs, monitors,

analyzes, coordinates, and reports financial information and management data to ensure effective and economical use of public

resources.

Departmental Goals and Performance Measurements 1. To provide accurate and timely financial information to the Mayor, City Council and City Manager, thereby enhancing decision making and

promoting long-term integrity.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Monthly Financial Reports 12 Months 12 Months 12 Months 12 Months

Percent variance of all operating fund actual revenues versus adopted budget 2.80% 3.2% 2.0% 2.0%

Receive Government Financial Officers Association Distinguished Budget Presentation Award

No No No Yes

31

2. To prepare for a successful and timely year-end audit.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Capital assets maintained 436 445 446 462

Financial processes updated and reviewed 5 5 5 5

Training on financial reporting systems - Caselle No Yes No Yes

3. To receive the best quality and price for goods and services.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Formal bids processed 0 0 3 6

4. To efficiently process purchasing requests of user departments in a timely manner

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Invoices processed 4881 4429 4800 4850

Percentage invoices processed within payment terms 100% 100% 100% 100%

5. To manage investments and monitor performance of City assets.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Basis points variance Increase Increase Increase Increase

6. To process payroll, payroll taxes and benefits.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Number of employees 140 140 142 146

7. To collect water/sewer payments

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Bad debt (% of sales) 2.5% 2.7% 2.6% 2.5%

32


1. Provided timely and courteous customer service to water/sewer customers and all citizens

2. Provided accurate and timely financial statements to Mayor, Council and City Manager

3. Received an audit free of any findings

4. Implemented internal controls over the cash handling and inventory of the concessions at the City's pool

5. Implemented a bid process for supplies and other products to be purchased in the future


1. To purchase and install a document imaging system

2. Create new financial policies and update current policies

3. Government Finance Officers Association Distinguished Budget Presentation Award

4. Purchase a new Fuel Monitoring System


1. To incorporate Express Bill Pay with Caselle - this will provide on-line bills for customers to view and pay.

(this system automatically updates customer accounts)

33

Finance - Appropriations Summary


Personal Services $ 448,804 $ 476,022 $ 368,474 Operations $ 42,462 $ 50,008 $ 50,545

Total $ 491,266 $ 526,030 $ 419,019

Finance - Appropriations Summary by Fund


General Fund $ 266,864 $ 288,019 $ 234,782 Water Sewer Fund $ 224,402 $ 238,011 $ 184,237

Total $ 491,266 $ 526,030 $ 419,019

Finance - Staffing Summary


Full Time 6 6 5 Part Time 1 1 0

34

Fire and Rescue


The mission of the Fort Oglethorpe Fire and Rescue as a component of the City of Fort Oglethorpe and Catoosa County Emergency System, is to provide primary protection, suppression and emergency medical services within the service district. In the event of an emergency, our focus is to respond expeditiously to save lives and minimize property and environmental damage.

We are committed to excellence and safety, and we will continually strive to improve our responsiveness, efficiency, and community orientation that will project the image of being the best-managed fire and rescue department in the City of Fort Oglethorpe, Catoosa County, and North Georgia.

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Departmental Goals and Performance Measures


1. Completed specifications for new Ladder truck, Engine and Command vehicle 2. Replaced roofs on three fire stations 3. Refurbished Fire Safety House 4. Delivered fire and life safety education programs to citizens including training in life-saving CPR/AED 5. Provided car seat inspections and installation instructions 6. Prepared for upcoming ISO inspection by completing annual hose and hydrant testing 7. Completed annual Engine and Ladder certification

1 Optimize the service delivery capabilities of the department to better serve the residents of Fort Oglethorpe by providing integrated fire, medical, and community risk reduction response.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Percentage of calls responded to within average time of 7 minutes from dispatch to on scene

66 65 69 70

First alarm manpower response to structure fiers in first alarm district including auto aid assist

14 15 10 15

Firefighter injuries on alarms 0 2 1 0

2 To anticipate and mitigate the effects of emergency situations

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Structure fires 12 22 20 25 Other fire incidents 55 88 74 90 Medical rescue/Lift assist incidents 732 712 799 750 Total incidents (fire, medical, and others) 1602 1650 721 1,765

3 To enhance our community risk reduction efforts through enforcement and outreach.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Annual and new business inspections 678 921 946 950 Plan reviews completed 82 162 89 175 Community training opportunities offered 46 34 18 40 Public relations and fire prevention details completed 453 519 334 550 Car seat checks completed 19 29 19 35

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8. Introduced updated Pre-Fire Plan form which is used to obtain information and diagrams of each business that are utilized in case of an emergency to alert firefighters of any potential hazards


1. Hire three additional full-time firefighters (one of which would be a replacement of a position we were unable to rehire in May, 2014) 2. Increase part time personnel hourly rate to a competitive rate for the area 3. Add additional position at Station No. 1 to run four-man crew 24/7 to run rescue/ladder on calls 4. Construct a training center to be used by City and County 5. Replace Truck 1 1970 tractor drawn aerial ladder (owned by Post) 6. Replace Hose 1 1983 Pirsch pumper/engine (owned by Post) 7. Replace Command vehicles (rotation of older vehicles, two of which are owned by Post and one is old retired police vehicle) 8. Replace and upgrade 20 sets Personal Protective Equipment as required by National Fire Protection Association 9. Replace out of date 800 MHZ radios 10. Purchase 20 self-contained breathing apparatus to replace aging equipment and continue replacement on annual schedule 11. Purchase two IRIS units 12. Purchase five firefighter pagers

Long-Term Departmental Issues and Initiatives for FY 2019 and beyond

1. Add three additional full-time firefighters per year to eventually obtain full time staffing levels which is a total of 27 firefighters 2. Continue rotation replacement of Personal Protective Equipment 3. Continue rotation replacement of self-contained breathing apparatus 4. Continue replacement of portable radios to be completed by year 2019 5. Continue rotation replacement of firefighter pagers 6. Replace the three 1996 Spartan Engines on a replacement rotation (two of which are owned by Post) 7. Replace Command vehicles (rotation of older vehicles, two of which are owned by Post and one is old retired police vehicle) 8. Replace Ladder 1 (1997 Smeal which is owned by the County) 9. Purchase heavy rescue tools used in stabilization and lifting of motor vehicles 10. Replace stationary air compressor to fill self-contained breathing apparatus (current unit was purchased by Post in 1990) 11. Improve the level of service by increasing the number of staffing and continued improvement of training and equipment 12. Hire full time fire safety educator to promote fire safety education in our area 13. Change current fire inspector position from part time position to full time position 14. Hire Administrative Assistant for Fire Prevention Division

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Fire - Appropriations Summary


Personal Services $ 946,304 $ 1,071,921 $ 1,384,937 Operations $ 200,858 $ 450,491 $ 242,629

Total $ 1,147,162 $ 1,522,412 $ 1,627,566

Fire - Appropriations Summary by Fund


General Fund $ 1,147,162 $ 1,522,412 $ 1,627,566 Total $ 1,147,162 $ 1,522,412 $ 1,627,566

Fire - Staffing Summary


Full Time 6 6 9 Part Time 52 50 55

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Human Resources/ City Clerk


It is the mission of the Human Resources Department to provide effective human resource management by developing and

implementing policies, programs, and services that contribute to the attainment of employee goals by: recruitment of qualified

individuals, retention of valuable employees, training, development and education to promote individual success and increase overall

value to the City of Fort Oglethorpe. Provide a safe and healthful working environment. Provide inspiration and encouragement for a

high level of employee morale through recognition, effective communication, and constant feedback, and provide resources for

administering benefits, policies, and procedures.

It is the mission of the City Clerk’s Office to provide accessibility to information for all persons, create and protect the transparency of

government, and provide an impartial, independent, and accurate voice regarding the business of government. The City Clerk is

accountable to the Mayor and Council as a representative of the legislative branch of the government. The City Clerk’s Office serves

as a liaison and bridges the gap between the city council, city staff, and the public. It is the mission of the City Clerk’s Office to

establish trust and confidence in city government and to provide effective and efficient public service for all citizens.

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1 To provide Human Resources programs that attract, develop, retain, and engage a skilled and diverse workforce

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Percentage of job descriptions updated NA NA 30 100 Complete classification study No No No Yes Develop performance evaluations No No No Yes Jobs advertised NA NA 5 8 Percentage of open positions filled with qualified candidates NA NA NA 100

2 To provide information under the open records act, maintain city records, and interact with citizens, staff, and City Council.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Certified minutes documented from council meetings NA NA 19 19 Agenda items processed NA NA NA 50 Open records requests processed NA NA NA 25


1. Updated job descriptions for Police Department.

2. Maintained up-to-date employee files.

3. Prepared and advertised City Council meeting agendas.

4. Completed Open Records Requests on-time.

5. Updated the City of Fort Oglethorpe Code Book with 2016 codes.

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1. Update Employee Personnel Ordinance.

2. Update employee job descriptions.

3. Develop pay scale plan for implementation in 2019.

4. Develop employee performance evaluations for implementation in 2019.

5. Conduct random drug screens.

6. Improve employee communications.

7. Aid employees with training requests.

8. Provide code supplements to appropriate personnel.

9. Continue to secure and preserve city records including ordinances, resolutions, contracts, intergovernmental agreements, etc.

10. Open more avenues of communications for citizens.

11. Digitize city records.

Long-Term Departmental Issues and Initiatives for FY 2019 and Beyond

1. Continue to maintain personnel information and personnel files.

2. Implement and maintain employee performance evaluations.

3. Maintain open communications among departments.

4. Continue to implement random drug screens at least once per year.

5. Build the employee training program.

6. Search for alternative record storage options.

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Human Resources - Appropriations Summary


Personal Services $ - $ - $ 90,608

Operations $ - $ - $ 3,700

Total $ - $ - $ 94,308

Human Resources - Appropriations Summary by Fund


General Fund $ - $ - $ 49,004

Water Sewer Fund $ - $ - $ 45,304

Total $ - $ - $ 94,308

Human Resources - Staffing Summary

2016 2017 2018 Adopted


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Municipal Court


The mission of the Municipal Court Department is to provide transparent, timely, and equal service to all who encounter the court

while maintaining a high level of efficiency and accountability.

Department Goals and Performance Measures

1 To ensure efficient and effective use of departmental resources to better serve the public.

2015 Actual 2016 Actual 2017 Actual 2018 Projected Number of court sessions per year 34 34 35 35 Average number of cases on court docket per session 159 190 148 150 Number of full-time employees 3 3 3 3 New citations processed 4,617 4,605 3,996 4,000 Average number of citations processed per employee 1,539 1,535 1,332 1,333

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2 To decrease the amount of outstanding and open cases and improve collection efforts to fines and fees owed.

2015 Actual 2016 Actual 2017 Actual 2018 Projected Cases disposed per year NA NA 19 19 % cases closed in less than 60 days NA NA NA 50 Citations paid without court appearance NA NA NA 25 Failure to Appear/Bench warrants issued

% Failure to Appear/Bench warrants resulting in closed cases

3 To provide training for compliance with all State laws and regulations relating to court operations.

2015 Actual 2016 Actual 2017 Actual 2018 Projected

Number of training hours for Judge 12 12 12 16

Number of training hours for Clerk 12 36 20 40

Number of training hours for Deputy Clerks 0 16 40 40


1. Implemented new security procedures for court

2. Brought backlog of Failure to Appear bench warrants up to date

3. Began review of court day procedures in an attempt to decrease time citizens spend in court

4. Increased training for Court personnel

5. Implemented new cash handling procedures

6. GCIC certification for all clerks

Short-Term Departmental Issues and Initiatives for FY 2018 1. Purchase new court software to better meet current and future needs

2. Begin online payments to improve court processes and increase payment of fines

3. Continue to evaluate ways to increase Court security and security for the Court Clerk’s office

4. Review all cases open over two years in an effort to decrease the number of outstanding charges

Long-Term Departmental Issues and Initiatives for FY 2019 and Beyond 1. Remodel Court areas to better serve the needs of citizens and staff

2. Decrease paper use by using electronic data storage and updated technology

3. Review community service options by looking at more diverse options to allow for increased benefit to the local community

and defendants.

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Municipal Court - Appropriations Summary



Operations $ 226,173 $ 275,046 $ 271,575

Total $ 403,758 $ 449,397 $ 458,616

Municipal Court - Appropriations Summary by Fund


General Fund $ 403,758 $ 449,397 $ 458,616

Total $ 403,758 $ 449,397 $ 458,616

Municipal Court - Staffing Summary

2016 2017 2018 Adopted


Judge 1 1 1

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Police


The mission of the Police Department is to maximize the quality of life for the citizens of Fort Oglethorpe by providing well-trained law

enforcement professionals, working cooperatively with our community, and delivering excellent service for those we protect.

Department Goals and Performance Measures

1 Decrease the number of traffic related injuries and traffic accidents overall.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Traffic accidents with injury 252 307 265 230 Traffic Accidents 629 660 653 620

2 Increase the number of yearly officer training hours

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Total Officer training hours 1761 1117 2066 4650 Average training hours per Officer 56 36 66 150

3 Decrease our violent and property crime incidents.

2015 Actual

2016 Actual

2017 Actual

2018 Projected

Property crimes 725 638 732 600

Violent crimes 66 67 55 50

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1. Initiated steps to improve relationships with neighboring agencies.

2. Began steps toward acquiring grants in 2018 through the Governor’s Office of Highway Safety by initiating a department and

County-wide distracted driving project.

3. Began complete evaluation of the Department to assess current condition as compared to statewide standards.

4. Instituted and completed a 100% audit of the property and evidence room.

5. Increased criminal intelligence in the department.

6. Began process of increasing training levels department-wide.

7. Increased officer safety by acquiring new taser devices for all officers.

8. Increased officer safety by acquiring and distributing the opioid antagonist Narcan to all officers.

9. Increased officer safety and began a three-year replacement program for portable radios. Acquired 10 portable radios.


1. Provide officers with necessary equipment in vehicles so as to remain in the field to conduct their duties. 2. Establish an achievable education-related performance plan which provides a roadmap for officer’s salary increase and

assists with recruitment and retention. 3. Review, update, and train police and procedure as they relate to our 12 critical tasks. 4. Lower our crime rates in areas of property and violent crimes. 5. Provide for improved functional use of our facilities.


1. Lower our crime rates in areas of property and violent crimes. 2. Provide for improved functional use of our facilities.

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Police - Appropriations Summary


Personal Services $ 1,908,650 $ 2,198,809 $ 2,356,500

Operations $ 225,535 $ 278,807 $ 287,354

Total $ 2,134,185 $ 2,477,616 $ 2,643,854

Police - Appropriations Summary by Fund


General Fund $ 2,134,185 $ 2,477,616 $ 2,643,854

Total $ 2,134,185 $ 2,477,616 $ 2,643,854

Police - Staffing Summary


Full Time 33 33 34

Part Time 1

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Streets, Parks, and Recreation


The mission of the Streets, Parks, and Recreation Department is to responsibly manage transportation and public works services in a

safe, efficient, innovate, and environmentally responsible manner. The Parks and Recreation Division is dedicated to providing and

preserving the highest quality of parks and program services for our citizens with the available resources. The Streets Division is

dedicated to maintaining local roadways in great condition while minimizing storm water runoff issues resulting from our local

roadways. The Streets Division is also responsible for providing top notch yard waste and bulk item collection services to residents

each week. The Department of Streets, Parks, and Recreation also includes the City’s shop operations. The shop is a premier

vehicle maintenance facility that provides exceptional customer service to internal departments on heavy and light equipment and

vehicle repair and preventive maintenance.

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1 To complete all work orders for street repairs and calls of problems within the rights of way efficiently and effectively.

2015 Actual

2016 Actual

2017 Actual 2018 Projected

Total work orders completed by Streets Division 212 158 142 250 % work orders completed within service level agreements NA NA NA 90%

Total state and federal funding received to improve local roadways

NA NA NA $ 250,000

2 To ensure citizens have access to quality recreation facilities and programs.

2015 Actual

2016 Actual


Total recreation programs for youth offered at gymnasium NA NA NA 5 Total operating hours of the gymnasium NA NA NA 1,580 Total pool entries NA NA NA 3,500 Number of special events hosted at city pool NA NA 2 2 Total participants in city youth baseball program % residents rating recreation facilities as good or exceptional NA NA NA 100%

3 To provide superior services in the vehicle maintenance shop.

2015 Actual

2016 Actual


Work orders completed NA NA NA 150

% work orders completed within service level agreements NA NA NA 90%

% city staff rating overall shop services as good or exceptional NA NA NA 100%


1. Received safety grant funding from the State of Georgia totaling $61,700.00.

2. Hosted CASL City Swim Meet with 1,000 swimmers competing in a two-day event.

3. Hosted Rick Honeycutt World Series with over 60 teams in a four-day event.

4. Bid and completed construction of the gymnasium.

5. Provided cross training to staff and reorganized department to better serve needs of citizens.

6. Entered into a contract with a new vendor to more cost effectively dispose of bulk items including mattresses collected

curbside.

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Short-Term Departmental Issues and Initiatives for FY 2018 1. Seek additional funding for local roadway improvement projects. 2. Continue to make progress on the Lafayette Road streetscape project. 3. Establish and implement a regular street cleaning schedule. 4. Measure customer satisfaction with streets, parks, recreation, and the vehicle maintenance shop.


1. Renovate the playground at Gilbert Stephenson Park. 2. Replace fencing around ball complex and construct a new concession’s stand. 3. Complete Lafayette Road streetscape project. 4. Renovate tennis courts at Gilbert Stephenson Park.

Streets, Parks & Recreation - Appropriations Summary


Personal Services $ 934,266 $ 1,119,434 $ 1,063,340

Operations $ 875,260 $ 1,078,969 $ 989,026

Total $ 1,809,526 $ 2,198,403 $ 2,052,366

Streets, Parks & Recreation - Appropriations Summary by Fund


General Fund $ 1,714,996 $ 2,097,646 $ 1,945,457

Water Sewer Fund $ 94,530 $ 100,757 $ 106,909

Total $ 1,809,526 $ 2,198,403 $ 2,052,366

Streets, Parks & Recreation - Staffing Summary


Full Time 18 18 16

Part Time 1 1 2

Seasonal 11 11 13

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Water and Sewer


The mission of the Water and Sewer Department is to efficiently and effectively operate the water distribution system and wastewater

collection system to provide for safe drinking water and the sanitary collection and disposal of wastewater. The department plans,

evaluates, and implements programs to provide safe and sanitary conditions to the citizens of Fort Oglethorpe and our service area

in Catoosa County. Additionally, the department is responsible for compliance with local, state, and federal regulatory requirements.


Water Distribution: Increase the efficiency of the operation and maintenance of the distribution system by modernizing meter reading, continue to aggressively locate and repair water leaks in an effort to reduce water loss, continued training in sample collection and system upgrades to reduce loss from main failures.


Total Water Calls 1800 1619 1036 1700

Water Service Calls 927 1372 752 1300

Water Leak Calls 39 22 14 15

Meter Change / Meter Installations 337 181 170 500

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Wastewater Collections: Improve operational efficiency and reduce operational cost by the reduction of inflow and infiltration of rainwater into the collection system, reduce blockage by an increase in preventative maintenance of the collection system and improve operations of wastewater pumping stations to prevent system failures.


Total Sewer Calls 413 467 290 450

Sewer Service Calls 55 161 165 170

City Main Blockages 5 8 9 8

Private Sewer Blockages 26 34 35 35


1. Completed Red Bud Sanitary Sewer CDBG Grant.

2. Completed stream bank stabilization at 116 Howard Drive.

3. Received GEFA Phase 2c Technical Assistance Grant to study water pressure in the distribution system.

4. Completed Inflow and Infiltration study of three sanitary sewer interceptors.

5. Executed engineering authorizations to replace Beaver Road and Westside Country No. 2 Sewer Pump Stations.

6. Began Highway 41 sewer project.

7. Continued water meter upgrades with Automatic Meter Reading Radio Read Meters.


1. Implement the requirements mandated by the Chattanooga IJA including CMOM and Flow Monitoring Plan.

2. Implement system-wide sewer flow monitoring.

3. Implement updated Fats, Oils, and Grease Ordinance.

4. Complete Highway 41 sanitary sewer project.

5. Begin project to complete defects identified in SSES Work Plan.

6. Complete internal inspection of city water tank and rehabilitate the exterior of the tank.


1. Implement requirements mandated by the Chattanooga IJA.

2. Continue to correct defects identified in SSES Work Plan.

3. Upgrade water distribution system.

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Water and Sewer - Appropriations Summary


Personal Services $ 1,038,679 $ 1,126,688 $ 1,182,588

Operations $ 3,501,153 $ 4,083,304 $ 4,372,381

Total $ 4,539,832 $ 5,209,992 $ 5,554,969

Water and Sewer - Appropriations Summary by Fund


Water Sewer Fund $ 4,539,832 $ 5,209,992 $ 5,554,969

Total $ 4,539,832 $ 5,209,992 $ 5,554,969

Water and Sewer - Staffing Summary


Full Time 9 9 10

Part Time 0 0 1

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SECTION IV

Capital Budget

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2018 2019 2020 2021 2022

Grant Matches

LMIG (Streets) 118,000$ 250,000$ 250,000$ 250,000$ 250,000$

ARC Grant (Streets) 25,000$ -$ -$ -$ -$

TE Project (Streets) 50,000$ -$ -$ -$ -$

Equipment

Replace PPE (Fire) 27,000$ 27,000$ 27,000$ -$ -$

Replace Breathing Apparatus (Fire) 33,000$ -$ -$ -$ -$

Replace Radios (Fire) 54,000$ 54,000$ -$ -$ -$

Rescue Tools & Equipment (Fire) -$ 5,000$ 5,000$ 5,000$ -$

Body Cameras (Police) 15,500$ -$ -$ -$ -$

Replace Radios (Police) 46,070$ 18,428$ -$ -$ -$

Replace Fuel Management System 18,000$ -$ -$ -$ -$

Document Imaging System -$ -$ 18,000$ -$ -$

Replace Mini-Excavator w Trailer (Water) -$ -$ -$ 80,000$ -$

Skid Steer Loader with Milling Attachment (Streets) -$ -$ -$ -$ 100,000$

Purchase 2 heavy duty jacks, A-frame, hoist (Shop) -$ -$ -$ -$ -$

Purchase new zero turn commercial mower (Streets) -$ -$ -$ -$ -$

Capital Improvements

Renovate Playground at Gilbert Stephenson (Rec) -$ 200,000$ 300,000$ -$ -$

On-Line Bill Pay 0 -$ -$ -$ -$

Gymnasium 75,000$ -$ -$ -$ -$

Install Storm Drains and Vehicle/Equipment Wash Bay 35,000$ -$ -$ -$ -$

GIS/ Stormwater Improvements 100,000$ 125,000$ 125,000$ 125,000$ 125,000$

Sanitary Sewer Rehabilitation Projects 28,955$ 7,072$ 47,000$ 144,000$ 9,000$

Distribution System Upgrade Edgewood/Pinewood S/D -$ -$ -$ -$ 425,000$

Valve Installation and Emergency Water Connection -$ -$ -$ 100,000$ 100,000$

Renovate baseball field no. 4 and construct new

concession/storage facility on field no. 2 100,000$ -$ -$ -$

Replace fencing around ballfields -$ -$ 75,000$ -$ -$

Replace walkways through the ball complex 100,000$ -$ -$ -$ -$

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2018 2019 2020 2021 2022

Vehicles

Replace Pick-Up Trucks and Prisoner Van (Streets) -$ 30,000$ 30,000$ 30,000$ -$

Sewer Camera System Upgrade and Van -$ -$ -$ 175,000$ -$

Police Cars

Replace Patrol Vehicles 71,000$ 71,000$ 71,000$ 71,000$ 71,000$

Replace Admin and CID Vehicles -$ 18,000$ -$ 18,000$ -$

Fire Vehicles

Payment 58,975$ -$ -$ -$ -$

Replace Command Vehicles (Fire) 32,000$ 32,000$ 32,000$ 32,000$ -$

Replace tractor drawn aerial ladder truck -$ -$ -$ -$ -$

Replace 4 engines -$ -$ -$ -$ -$

Series 2014 Bond P&I Payment 292,500$ 242,500$ 200,000$ 150,000$ 100,000$

TOTAL AVAILABLE 1,180,000$ 1,180,000$ 1,180,000$ 1,180,000$ 1,180,000$

Documents

2018 Annual Operating & Capital Budget · pays $16.58 per month for property taxes. $16.58 pays for one of these: • Two drinks and [perhaps] an appetizer • • Movie matinee for