City of Edmond, Oklahoma, Budget and Financial Plan, FY 2012-13

Balanced Perfection

budget and f inancial planc i t y of e d m on d , ok l a homa

F I S C A L Y E A R 2 0 1 2 - 2 0 1 3

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 12-13

TABLE OF CONTENTS INTRODUCTION: Budget Message ............................................................................................................................................... I - XVII BUDGET SUMMARIES: Budget Summary - All Funds ..................................................................................................................................... 1 Summary of Revenues By Source-General Fund ....................................................................................................... 2 Summary of Revenues By Source-PWA Funds ......................................................................................................... 3 Fund Graph-Combined Budgets-All Funds ................................................................................................................ 4 Fund Graph-Total Estimated Revenue-All Funds ...................................................................................................... 5 Fund Graph-Total Direct Cost by Function-All Funds............................................................................................... 6 Fund Graph-Total Other Uses Reserves ..................................................................................................................... 7 GENERAL FUND: Fund Description ........................................................................................................................................................ 8 Fund Budget Summary ............................................................................................................................................... 9 DEPARTMENT DETAIL: General Government ........................................................................................................................................ 10 - 11 City Council ....................................................................................................................................................... 12 - 13 Parks and Recreation ......................................................................................................................................... 14 - 15 Street Maintenance & Construction .................................................................................................................. 16 - 17 Court Services/Municipal Court ........................................................................................................................ 18 - 19 Senior Citizens Center ....................................................................................................................................... 20 - 21 Social Agencies ................................................................................................................................................. 22 - 23 Community Development & Preservation Agencies ......................................................................................... 24 - 25 Public Transportation - Citylink ........................................................................................................................ 26 - 27 Emergency Management ................................................................................................................................... 28 - 29

Cemetery ............................................................................................................................................................ 30 - 31 Community Image (Code Enforcement & Urban Forestry) ............................................................................. 32 - 33

Planning & Zoning ............................................................................................................................................ 34 - 35


TABLE OF CONTENTS Festival Marketplace.......................................................................................................................................... 36 - 37 Building Services ............................................................................................................................................... 38 - 39

Downtown Community Center .......................................................................................................................... 40 - 41 Historical Society .............................................................................................................................................. 42 - 43 Edmond Electric Economic Development Fund ............................................................................................... 44 - 45 Parks Special Events Fund ................................................................................................................................ 46 – 47 SPECIAL REVENUE FUNDS: Fund Descriptions .............................................................................................................................................. 48 - 52 Fund Budget Summaries and Detail: Senior Citizens Fund ...................................................................................................................................... 53 – 54 Community Development (Planning) Fund .................................................................................................... 55 – 56 Energy Efficiency Conservation Block Grant Fund ....................................................................................... 57 – 58

Asset Forfeiture Fund .................................................................................................................................... 59 - 60 Fire Public Safety Limited Tax Fund ............................................................................................................. 61 - 62 Police Public Safety Limited Tax Fund ......................................................................................................... 63 - 64 Hospital Sale Trust Fund ................................................................................................................................ 65 - 66 Real Property Fund ......................................................................................................................................... 67 - 68 Convention & Visitors Bureau Fund .............................................................................................................. 69 – 70 Ambulatory Services Fund ............................................................................................................................. 71 – 72 CAPITAL PROJECT FUNDS: Fund Budget Summaries and Detail: Capital Improvements Fund ............................................................................................................................ 73 - 74 Roadway Improvements Fund ......................................................................................................................... 75 - 76 1996 Capital Improvements Tax Fund ............................................................................................................ 77 - 78 Art In Public Places Fund ................................................................................................................................ 79 -80 Cemetery Care Fund ......................................................................................................................................... 81 -82


TABLE OF CONTENTS Parks Tax Fund ................................................................................................................................................. 83 -84 2000 Capital Improvements Tax Fund ............................................................................................................ 85 - 86 2012 Public Safety Center - Capital Improvements Tax Fund ........................................................................ 87 - 88 EPWA UTILITY FUNDS: Fund Description ................................................................................................................................................ 89-90 Funds Budget Summaries ......................................................................................................................................... 91 FUND DETAIL: Electric Utility .................................................................................................................................................... 92-93 Water Utility ...................................................................................................................................................... 94- 95 Solid Waste Utility ............................................................................................................................................ 96- 97 Wastewater Utility ............................................................................................................................................ 98 - 99 Arcadia Lake ................................................................................................................................................ 100 - 101 Drainage Utility ............................................................................................................................................ 102 - 103 EPWA Sewer Impact .................................................................................................................................... 104 - 105 EPWA Revenue Bonds................................................................................................................................. 106 - 107 OTHER ENTERPRISE FUNDS: KickingBird Golf Course Fund ..................................................................................................................... 108 - 109 YourGovShop Fund ...................................................................................................................................... 110 - 111 INTERNAL SERVICE FUNDS: Fund Descriptions ......................................................................................................................................... 112 - 113 Fund Budget Summaries and Detail: Liability/Tort Claims Fund (Risk Management) .......................................................................................... 114 - 115 Employee Group Insurance Fund ................................................................................................................. 116 - 117

Vehicle Maintenance Fund ........................................................................................................................... 118 - 119

Administrative Support Services Fund ......................................................................................................... 120 - 121


TABLE OF CONTENTS DEPARTMENT DETAIL: General Government .................................................................................................................................... 122 - 123 City Treasurer .............................................................................................................................................. 124 - 125

City Manager ................................................................................................................................................ 126 - 127 Public Safety Communications ..................................................................................................................... 128 - 129 Information Technologies ............................................................................................................................ 130 - 131 Financial Services ......................................................................................................................................... 132 - 133 Human Resources ......................................................................................................................................... 134 - 135 Administrative Services ................................................................................................................................ 136 - 137 Facility Maintenance .................................................................................................................................... 138 - 139 Legal Services .............................................................................................................................................. 140 – 141 Engineering .................................................................................................................................................. 142 – 143 Market and Public Relations ......................................................................................................................... 144 - 145 Public Works Administration ....................................................................................................................... 146 - 147 Operations Central Warehousing ................................................................................................................. 148 - 149 Utility Customer Service .............................................................................................................................. 150 - 151 Fleet Management Fund ............................................................................................................................... 152 - 153 Field Services Fund ...................................................................................................................................... 154 - 155 PERSONNEL ................................................................................................................................................ 156 – 159 CAPITAL OUTLAY .................................................................................................................................... 160 – 163

INTRODUCTION

Honorable Mayor and Members of the City Council:

The City of Edmond’s proposed annual budget and Five‐Year Financial Plan is presented in this detailed document. The City’s new fiscal (budget) year begins on July 1, 2012, and the fiscal years FY12‐13 through 2016‐17 are represented in the Five‐Year Financial Plan. Our City organization has prepared and utilized an authentic multi‐year plan for what will now be sixteen consecutive years, and the goal remains to develop a synergy between the internal strategic plans for 41 individual operating units and the Strategic Plan developed by the City Council.

Finance Director Ross VanderHamm continues to provide the critical professional direction and expertise for our internal budget preparation process, which actually begins in October of every year in the Finance Department. Kelly Neal, the Assistant Finance Director, also provides outstanding assistance and support. We also appreciate the involvement of our professional City staff throughout the organization.

We continue to work on creating an internal culture of Trustworthy Service through Continuous Improvement that will ultimately result in a constant awareness of this internal mission in all that we do. Our unchanging core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation serve to enhance our focus.

BIG PICTURE VIEW

The proposed budget for next year reflects $223,902,626 in estimated costs, an increase of 3.97% from the current budget. For a good recent perspective it is helpful to recall that the current budget is less than the City’s largest budget in the last five years (FY07‐08 Budget $235,525,510).

We believe that the City of Edmond will continue the recent trend of healthy but more moderate revenue growth in the coming years, as our New Economic Reality is really no longer new. Even though projected year‐end sales tax revenues should comfortably exceed our projections, our conservative approach to revenue forecasting remains prudent and realistic for our organization. Our projections for the FY12‐13 budget year and all five years of the Plan are specifically identified in the “General Fund: Revenues” section that begins on the next page.

Both the Public Safety sales taxes for Fire and Police operations and the Capital Improvement sales tax that were approved local voters in 2000 continue to provide critical financial assistance. The public

safety taxes include a ¼ cent for Fire and 1/8 cent for Police, and the capital improvements tax is an

extended ¾ cent tax that was originally approved in 1996. In addition, please remember that almost

two‐thirds of the General Fund revenue (66.8% of $43,204,570) is also a direct allocation to the provision of public safety services.

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Beginning April 1 of this year an additional ½ cent sales tax began to be collected, the result of last fall’s

voter approval of five‐year funding for a new Public Safety Center. The total city rate increased from 3.25% to 3.75% with the overall rate changing to 8.25%.

Fuel costs remain difficult to estimate because of the ongoing volatility of oil prices. Our staff believes that $115+ per barrel prices are a possibility in next year’s budget, and as a result a budgeted increase of 18% ($194,458) is included. Mid‐year adjustments are an option that will be used if needed.

Total payroll expenses will increase very slightly (1.37% or $786,130) in the FYFY12‐13 budget. We are returning to the normal twenty‐six pay periods instead of twenty‐seven in the current budget. The extra pay period occurs once every eleven years because of where the periods fall within the calendar. (Had both years been 26 payrolls there would have been a 5.26% increase)

2012 CITY COUNCIL STRATEGIC PLAN

The City Council recently held a second workshop concerning the update of this plan, and the document should be updated in the next couple of months.

GENERAL FUND: REVENUES

City sales tax remains the primary source of revenue for the General Fund. Our Edmond community is extremely dependent on this single revenue source, more so than many other cities in Oklahoma that have diversified their revenue stream with a limited amount of dedicated property tax (ad valorem) for capital projects as allowed by state law.

For many years this over‐reliance on local sales tax was not a major problem because of Edmond’s tremendous economic growth that was the envy of many cities in Oklahoma and the region. However, the reduction in local collections in recent years served to emphasize that a more appropriate long‐range strategy needs to be considered at some point.

The first ten months of our current fiscal year certainly indicate that Edmond is now in the second year of an economic recovery. Sales tax collections are 6.3% above last year, and there is little doubt that the end of the year will reflect an increase comfortably above our 2% budget projection. It is still appropriate to remain conservative in future projections however, and as a result a 3% growth in sales tax revenue for next year is estimated. The four outer years of the Plan also identify conservative estimates of 3% for the second year, 3.5% for the third year, and 4% for years four and five.

Next year’s budget includes a two‐phased approach for employee compensation for general employees that is reviewed in detail in the “Personnel” tab. No specifics are available concerning the negotiations with the two unions (police and fire) that will be occurring through the collective bargaining process.

Increasing the percentage of the unreserved fund balance in the General Fund has been a priority for the past several years, and these efforts have been successful. A “minimum responsible level” of 10% is recommended by Crawford and Associates as part of their annual Performeter ratings of comparative measures of the City’s financial health, and for several years this balance was significantly below this

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benchmark. For the current budget we are projecting a 13.52% balance. Although the FY12‐13 budget reflects a decrease to 10.58%, we will remain slightly above our 10% Fund Balance Policy and just below that level in the outer years. The Fund Budget Summary on page 9 identifies this unreserved fund balance as both a percentage and the number of operating days it represents.

The projected 3% increase in sales tax collections for the FY12‐13 budget will result in an increase of approximately $1.6M in General fund revenue. Please remember that the Police and Fire funds will also proportionately share in this additional revenue through the automatic transfers required by ordinance.

The Reserve for Council Special Projects (City Council Contingency Fund) has been increased from $55,621 to $100,000 to allow for additional flexibility.

An allocation of $300,000 has been included in the second year of the Plan (General Government Budget) as an estimated amount for moving expenses (non‐Public Safety) associated with the internal realignment related with the new Public Safety Center project.

The financial markets continue to dictate very limited income from City investments, and next year this amount is projected to total only $60,000 for the General Fund.

GENERAL FUND: EXPENDITURES

The automatic transfer of two‐thirds of most GF revenues to the Police and Fire Public Safety Limited Tax Funds was stipulated in the 2000 Public Safety Sales Tax. The 36.8% allocation to the Police Department will be $15,899,282 in the next budget, and the 30% allocation to the Fire Department will be $12,961,371.

OUTSIDE AGENCIES

Social Agencies and Community Enrichment

The current budget revised the previous process that had been used for many years to determine the allocations to outside agencies, and under the new categories of Social Agencies and Community Enrichment the various entities are identified in more meaningful and comparable groups (pages 22‐25).

The total maximum combined allocation available to both categories for the following year is 3.2% of the estimated sales tax collections from the current year. The Social Agencies allocations are capped at 1.44%, and the cap for Community Enrichment is 1.76%.

The sixteen entities in the Social Agencies and Community Enrichment budgets are identified on pages 22‐25.

Community Enrichment/Development

This budget now includes allocations for two programs, as beginning in the current year EMSA has been separated into a Special Revenue Fund (Ambulatory Services Fund) and CITYLINK has been separated into its own GF division. The two programs receiving City support in this budget include:

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‐‐Airport (Guthrie/Edmond Regional Airport –GEOPORT): $152,864

‐‐Edmond Historic Preservation Trust: $30,000

Guthrie/Edmond Regional Airport

The cities of Edmond and Guthrie began a partnership eight years ago for the joint operation of the airport in Guthrie, and in 2009 the original five‐year agreement was renewed for another five years. Operating and capital expenses are now equally shared between both communities.

The proposed budget for the airport is based on a preliminary budget that was developed by Matt Mueller (CM in Guthrie) and me. We are always working with two different time frames, as the two cities have different fiscal years (July 1 is the start of our budget year and Guthrie’s starts October 1). Next year’s proposed budget includes a maximum amount of $152,864 for each community as identified above, resulting in a total airport budget of $305,728. The amount for each city is divided into $99,100 for operating expenses and $53,764 for capital expenditures.

The FYFY12‐13 airport budget represents a modest increase from the current year (5.4%). As a point of comparison however, it is important to note that the total airport budget has been significantly reduced in recent years. The current budget of $290,000 is much less than last year’s budget of $458,000, and that budget was much less than the one from the year before of $870,000. The reduced numbers reflect both the deferral of some capital projects and the economic realities of both communities.

Since the inception of the partnership one of the primary goals has been to increase the number of hangars at the airport, to provide additional opportunities for area pilots to base their aircraft at the facility which would result in additional utilization. Last fall the Edmond Economic Development Authority (EEDA) made a positive statement about the potential of the airport by approving a $185,000 loan for the extension of water and sewer infrastructure to an area designated for new private corporate hangars, helping to accelerate this new construction. As a result we are hopeful that several new corporate hangars will be added over the next several years.

CITYLINK Public Transportation Program

Next year’s budget will be the fourth year the City has operated our own public transportation service, CITYLINK (page 27). Through the first three years we have been very pleased with the results of our enhanced service, which includes six local routes, two express routes to and from OKC and an on‐demand paratransit service. Ridership has continually increased, and the program is now used by an impressive 15,110 more people (March ‘09 compared to March ‘12) than under our previous arrangement as part of the regional service ‐ a 269% increase.

The proposed FY12‐13 budget is $1,429,066, a 9.07% increase from this year – primarily due to adding $100,000 for capital improvements. (Without this capital expense, the operating increase would be only 1.43%). This budget amount is leveraged by an estimated $576,290 in both supplemental grant revenues ($385,290) and continued UCO funding ($200,437) for the “Broncho Bus” which operates in and around the campus area. The resulting net cost of service is projected to be $852,776, an actual decrease from

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FY11‐12 – assuming we receive all the anticipated grant revenues. Furthermore, it is important to keep in mind that our costs are less than what our expenditures were projected to be if we had remained a part of the regional service.

The Edmond Public Transportation Committee has again recommended capital funding ($100,000) for additional ADA infrastructure improvements along the routes, and this allocation is identified in the Capital Improvements Fund in the General Fund (Capital Outlay section at the end of the document, page 161).

Our staff is continuously pursuing any and all grant opportunities and private partnership opportunities to provide additional financial assistance that will reduce the City’s costs in operating this popular program.

Staff is also moving forward with using alternative fuels for CITYLINK vehicles as part of our Sustainability Program. Several vehicles are being converted to both CNG (compressed natural gas) and propane in the initial effort.

Electric Economic Development Fund

This fund (pages 44‐45) was initially established nine years ago to earmark funds from the electric utility that were designated for an initial set of economic development enhancements for qualifying projects that would facilitate the growth and expansion of existing and new businesses in Edmond. All the funding to date has been provided by Edmond Electric, and these annual allocations of $100,000 were ended five years ago. The City Council authorized an additional $100,00 for next year’s budget, with $50,000 being provided by both EE and the City Council Reserve for Special Projects (council contingency), with the intent of hopefully resuming regular annual allocations to this fund for general economic development purposes.

Public Safety Limited Tax Funds

Police Department

The Plan projects slightly positive fund balances in the Police Department budget (pages 63‐64) – even for the outer years. However, if the Committed Reserve ‐ budgeted at $600,000 ($500k for Tech Reserve and $100k for Disaster Relief) is spent, the outer two years will show a deficit, and it is important to remember that the City will not have deficit spending in any fiscal year. The funding for this budget has improved to the point that we hope to return to the full number of authorized sworn officer positions next year. The second Edmond Police Academy class recently graduated, and these eight new officers will have a significant impact on existing officer vacancies. Another academy class will be conducted this fall, and those graduates will allow us to fill the remaining vacancies.

The ICMA workload and staffing study was completed last year, and one of the findings was that the Police Department is adequately staffed when all authorized positions are filled. Please also remember that thirty‐nine new full‐time positions have been added since the initiation of the 2000 Public Safety Sales Tax.

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In October of 2011 voters approved a five‐year half‐cent sales tax to fund a new Public Safety Center, which will include both a new main police facility and also a new facility for the Public Safety Communications Department. A separate capital fund is found on pages 87‐88. A design firm was recently awarded a contract for the facility, and the design work is expected to take around nine months. The actual construction time frame is expected to be around eighteen months, resulting in an anticipated completion in the late fall of 2014.

Fire Department

All five years of the Plan reflect positive ending balances for the Fire Department (pages 61‐62). Thirty‐eight new full‐time positions have been added since the inception of the 2000 Public Safety Sales Tax. No new positions will be added next year for the third consecutive year.

The FY12‐13 budget includes an allocation of $75,000 for a comprehensive workload and staffing analysis, similar to what was performed in the Police Department. As with the PD study, the cost of this study will be provided from the General Government budget and not the Fire Department budget.

The Plan continues annual funding of the $1,200,000 Reserve for Committed Reserves for all five years, and included in this allocation is $1,000,000 for Contingency/Disaster Relief and $200,000 for Technology.

Administrative Support Services Fund

The support services for the City departments who directly deliver services to our citizens are provided by these sixteen internal departments (pages 120‐155). These operations are funded from internal charges to the direct service departments known as “cost allocations”. For several years we have used the same external consultant to consider and recommend these charges, through discussions with both the internal and external departments. Cost allocations are an important component of our budget preparation process, and there is a continual focus on expanding the opportunities for input and feedback from all of our departments.

The total amount of these charges to our external departments has been significantly reduced over the past four years, by approximately $5.5M. Such reductions have been made possible through continued cost‐cutting and more accurate cost estimations.

The funding for these sixteen support departments (actual cost allocations) are budgeted as “Transfers In”, and the expenditures to the direct service departments as “Transfers Out”, resulting in a true direct cost, by function.

EDMOND PUBLIC WORKS AUTHORITY

Right‐of‐way Use Fees

All City utilities except Solid Waste and Drainage are assessed an annual charge for the use of City rights‐of‐way (ROW), to determine a cost of doing business that is more comparable to private utilities. For

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the past six years this fee has remained at the 5% rate recommended by an outside study in the 99‐00 budget.

The total amount of these fees will be $4,870,462 in next year’s budget. The accuracy of the percentage that is charged should be periodically evaluated to make sure it remains appropriate.

Electric Fund

For over a hundred years Edmond Electric, our City‐owned electric utility, has been a consistent and reliable provider of outstanding electric service to most of the residents of Edmond (pages 92‐93) while providing lower rates than OG&E. Our electric utility has provided a continual support of general government operations in the General Fund, to the benefit of both our community and our City organization. Please note that this support has been provided without neglecting the necessary maintenance and infrastructure expansion of the electric system. The total amount of this GF support in the FY12‐13 budget will be $6,312,028, which results from $2,761,558 in a direct transfer and $3,550,470 in right‐of‐way use fees. This assistance has allowed us to avoid increasing the general sales tax rate in the General Fund for many years. This contribution has been provided without neglecting the necessary maintenance and system expansion needs that are necessary to sustain the high reliability of our electric system.

Budgeting for our electric utility is a complex process, as many factors must be considered, such as wholesale power costs, retail rates, growth, and maintenance needs. Next year’s budget actually includes a net revenue decrease of 2.86% from this year’s actuals, due to a reduction in the 2013 projections for Commercial account revenues of $2.1M from last year’s estimates. The previous projections reflected an overly ambitious growth in residential sales. Total operating expenses will decrease by 4.38%, basically resulting from the return to a normal number of payroll periods in the year and reduced capital outlay expenses.

An aggressive marketing strategy for Edmond Electric continues to be part of our focus, emphasizing the major benefits that a locally‐owned, reliable, lower‐cost electric utility provides to our community, including also the important financial support of the General Fund.

One area that we are working on to improve our overall performance as an electric provider is to seek ways to balance our usage of electricity. The City of Edmond is embarking on two major building projects with our Recreation Aquatic Center and the Public Safety Center. In both of these projects, geothermal support of the climate control systems is being designed into the projects. It not only provides savings due to reduced energy consumption, these systems also help balance the demand for energy thus reducing the need to purchase power during summer peaks. We intend to aggressively market the concept of geothermal to all new developments to help reduce or balance our peak power demands, to the general benefit of our electric system.

The majority of funding for the Edmond Economic Development Authority (EEDA) will continue to be provided through Edmond Electric, and this amount will increase by 6.82% next year from $440,000 to $470,000. And as part of an increased emphasis on a more aggressive economic development initiative,

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a $50,000 transfer to the Economic Development Fund will also be made for the first time in several years.

Water Fund

The operation of the City’s drinking water system is provided through this budget (pages 94‐95). This system includes over 400 miles of distribution lines, 56 water wells, and the Arcadia Lake treatment plant.

Annual incremental rate increases through 2014 were approved last year, the result of a water/wastewater study that was funded by both the water and wastewater utilities. The primary reason for the increases is to address major capital needs that include both infrastructure improvements (including replacement of water lines more than forty years old) and the development of new water sources.

A contract was recently awarded for the development of a Water and Wastewater Master Plan that will develop planning level direction for both of these systems to the “build out” of our community, and also provide updated design models, identify capital improvement needs and provide an updated capacity fee study. This plan should take about a year to complete, and will help the City avoid the problems associated with future development occurring with inadequate infrastructure.

An updated yield study for Arcadia Lake was recently completed and is currently being reviewed by staff in terms of additional water supply capacity. Work is underway on water conservation measures intended to meet the targets identified in the plan. The water well rehabilitation program continues in accord with the 50‐year plan’s direction regarding ground water supply.

Water conservation remains a priority, and as one recent example a demonstration xeriscape garden has been installed at Bickham‐Rudkin Park. This department is also working on a program to provide rain barrels to collect citizens to water which can be used as a supplemental source to reduce increasing water system demands. The City also continues to annually implement a voluntary recommended outdoor watering schedule for residents and businesses that is in effect from June 1 through September 30.

Water revenue is projected to increase by 16% in the FY12‐13 budget primarily because of the third‐year rate increase. Expenditures are projected to decrease by 11.925%, due to a reduction in capital projects.

The fund will continue to provide support for general City services through ROW use fees and operating transfers of $1,072,931.

Wastewater Fund

This budget (pages 98‐99) provides for the operation of the Coffee Creek Wastewater Treatment Plant, the maintenance of over 400 miles of lines, lift stations, and other wastewater facilities.

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Major capital improvements will need to be made to the plant and conveyance system in the next several years, and the cost of these expenditures is anticipated to be in the range of $20M. For the past couple of years staff has been reviewing and comparing the costs/benefits of two options for these improvements. One option would involve a public/public partnership with Oklahoma City concerning the expansion of their Chisholm Creek plant at Western and Coffee Creek Road, and the other option would involve making the necessary improvements to our own system. The staff review was recently completed, and the recommendation is to move forward with internal system improvements.

No funding is included for any of these improvements in the five‐year Plan, as the project is anticipated to be financed through a revenue bond, with part of the current annual rate increases being used to service the debt.

The master plan will also review and develop timelines for the Spring Creek and Chisholm Creek lift station replacement projects ($35M).

A revenue increase of 22.9% is projected for next year as the result of the third‐year rate increase. Expenditures are projected to decrease by 51.08%, the result of fewer capital projects. ROW use fees and operating transfers in an amount of $536,465 will be provided to help fund general City services.

Solid Waste Fund

Collection and disposal services for over 28,000 residential customers and over 1,900 commercial customers are provided for through this fund (pages 96‐97), and user fees are the only source of revenue for this operation.

The possibility of a City‐operated composting program was moved forward with a feasibility study last year. This year’s budget provided for an Implementation Plan that will soon be completed. Staff will then review the costs involved for the City’s projected initial entry into a composting program, which could involve the construction and operation of a drop‐off site on City property next to our Coffee Creek Wastewater Plant west of Arcadia Lake. Such a site would provide our citizens an opportunity to both receive compost and drop off compost materials. The FY12‐13 budget includes $185,000 for the purchase of a used horizontal grinder that will be needed to initiate a City program. It is anticipated the program will be funded through a rate increase that has not yet been discussed or identified. One possibility for additional capital funding would involve a low‐interest loan from the State Revolving Loan Fund that would be serviced through the rate increase.

Although the solid waste utility is not charged a ROW use fee, it will still help support the General Fund through an allocation of $327,252 as an operating transfer.

Drainage Fund

A monthly service fee charged to all utility customers ($3 for residential customers) is the revenue source for this fund, which provides for the remediation of both actual and potential storm water damage and the storm water quality program (pages 102‐103) Inadequate revenue remains an ongoing

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concern for this fund. For example, the three‐person drainage crew is funded through the General Fund in the Field Services Division.

The significant ending balance is misleading, because it results from continually having to defer major capital improvements until adequate funds become available in a particular budget year. A nominal revenue increase of .88% is projected next year, due to the annual growth in the number of utility customers.

Expenditures are expected to increase substantially (29.9%). This increase results from finally being able to move forward with the much‐needed Willowood Drainage project in the area of 2nd and Coltrane after receiving a federal grant for $2.4M. The City’s share of the project will be approximately $800,000.

The design of both the Cedar Ridge and Morning Star/ Crossbow drainage projects are substantially complete, and the easement acquisition phase has begun. These projects are needed to help remediate residential flooding.

The Coffee Creek Drainage Basin Study has taken longer to prepare than anticipated, but the draft report from the consultant should be completed by the end of the current fiscal year.

Arcadia Fund

This budget (pages 100‐101) provides for the recreational opportunities available at Arcadia Lake. The basic goal is for fees for service to provide the necessary revenue to cover the operating expense for this activity. We have seen steady growth over the last few years in park revenues, but last year’s extreme summer heat caused a reduction in visitors at a time when we see our peak usage. The five year Plan shows a balanced budget until the final year. We are working on improvements to our campgrounds to expand the quality and provide additional utility connections which will bring in more revenue in future years. In the next few years we also plan to open a new park (Carl Reherman Park) which will increase our capacity to serve more people. We have been conservative in our revenue growth projections until we determine the full fiscal impact of these improvements. Our area population growth should also contribute to growth of Arcadia Lake as a major recreational attraction.

Golf Course Fund

It has been the City’s goal that the Kickingbird Golf Course would pay its own way as an enterprise fund. The Plan projects a limited subsidy for the current year and next year, specifically to create an equipment replacement account. We are moving our equipment replacement into our fleet lease program and the subsidy is assisting in establishing the initial funding for the lease program.

Our golf course staff remains committed to operating the course in a businesslike manner in a competitive environment, while also growing the sport by providing important recreational services with youth golf programs, family night events and tournaments that accommodate people of all ages and skill levels.

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Park Tax Fund

The continuing 1/8 cent sales tax for parks provides the revenue for this fund (pages 83‐84), which has mainly been used to finance capital improvements. The tax was initially approved by voters in 1992 and expanded to include all City parks in 2000. This fund has provided the resources to make regular replacements and improvements to our playground equipment in all our city parks. The limited support for the golf course identified above will be provided through this fund.

The Capital Outlay section at the end of the document identifies the projects to be accomplished, including funding for Carl Reherman Park at Arcadia Lake, resurfacing of the tennis courts at Kickingbird Tennis Center, and matching funds for a community contribution by the Rotary Club for the construction of a new playground in Edmond 66 Park in connection with the new softball complex. This fund will probably also be the source for future trail development in the community. The five years of the Plan identify a total of $1.45M in trail allocations, divided between the five years as identified in the Capital Outlay section. Large reserve balances are projected in the future years. We are currently starting the development of a new parks master plan for Edmond. These future reserves will be available to address park needs when identified in the completed master plan.

Parks Special Events Fund

This fund (46‐47) was created two years ago to account for the revenues and expenses of the special events sponsored by the Parks Department. Examples of such events include the North Pole Holiday, Cardboard Boat Regatta, and the Celebration of Children. These events are designed to provide quality recreational value while paying their own way as much as possible through either nominal participation fees or event sponsors. Revenue from pavilion rentals is included in this fund to provide needed revenue when fees and sponsorships are not able to cover the full cost of these special events. This fund is balanced for all five years of the Plan.

Ambulatory Services Fund

This fund (pages 71‐72) provides for ambulance service for our community through the City’s subsidy to EMSA (Emergency Medical Services Authority). A special fund was created two years ago, since as of November, 2009 Edmond’s annual subsidy has been financed by a monthly $3.00 charge on residential utility bills, instead of an allocation from the General Fund. The charge covers out‐of‐pocket expenses for the TotalCare ambulance service through EMSA. All residential customers are automatically enrolled in the program, and they can opt‐out of the program every year during the month of October. However, residents who do so will then be responsible for these ambulance expenses, and such charges for an ambulance run currently start at around $1,200.

The conversion to a utility bill charge in ’09 provided two major benefits, including both reduced charges for the TotalCare program to our residents, and also a significant reduction in the financial pressure on our General Fund.

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For the FY12‐13 budget the EMSA subsidy request (Appendix A) increases by a nominal 1.4%, from $996,445 to $1,010,425. The increase results from using the 2010 census as the basis of allocation instead of the 2000 census.

The City’s initial determination of the $3.00 monthly charge was designed to be an amount that would provide adequate funding for several years, and we are hopeful that this amount will not need to be increased for another three years.

Capital Improvements Fund—General Fund

This fund provides limited capital funding in only the next budget year for a few specific needs (pages 73‐74). In next year’s budget the identified projects includes $100,000 for the continuation of ADA improvements pertaining to the CITYLINK program, and $75,000 in funding for a pilot project to be determined after the Bicycle Master Plan is completed next fall . The last four years of the plan identify an annual $60,000 allocation for school signal improvement and $90,000 for ADA compliance around the community. Also included is a $300,000 allocation ($150,000 in each of the first two years of the Plan) for a Master Plan for Downtown Development, in recognition of the City Council’s recent workshop discussions. The City Council also authorized an additional $200,000 allocation to fund phase two of the Kickingbird Golf Course Driving Range Improvements from the General Fund instead of the Park Tax Fund. These projects are separately identified in the Capital Outlay section at the end of the document.

1996 Capital Improvements Fund

Only two projects remain to be completed through this fund (pages 77‐78). The Bryant Bridge replacement north of 15th Street has been re‐designed to allow for one lane of traffic to remain open each way during construction. This project should be completed in the next budget year.

The 33rd Street widening project from Coltrane to I‐35 has been moved back in the state (ODOT) funding cycle for several years because of reduced traffic volume and accidents. The goal remains to utilize 80% state construction funding, and this project is now scheduled for the ODOT cycle which begins in October of 2014.

2000 Capital Improvements Sales Tax Fund

The primary financing for capital improvements in our community continues to be provided by this fund (pages 85‐86). Edmond voters initially approved this 3/4 cent in 1996, and it was extended indefinitely by voters in 2000. Many major projects are being initiated next year and completed in year two of the Plan. This includes the Edmond Recreation Aquatic Center which will be financed with major funding support from the Edmond Public Schools and the YMCA of Greater Oklahoma City as partners in this development. Significant roadway improvements on Covell from Mitch Park to Thomas Drive and Kelly between Danforth and Covell will be completed next year. Initial development of the new adult softball complex in Edmond 66 Park will also take shape next year. All these projects were initially identified in

xii

the long‐range planning done prior to the adoption of the sales tax in 2000. The projects in 2000 have virtually been completed as anything that remains on the list has funding identified in the five‐year plan.

We are working on a multi‐year program to develop an intelligent traffic system. This involves improved traffic control equipment at our intersections which include continuous communication with a central computer system. This centralized control can be monitored and adjusted in real time to meet specific traffic issues to improve traffic flow. Additionally, $2m is annually set aside for street rehabilitation, resurfacing and reconstruction.

Major funding is set aside in the budget for the development activity at Covell and I‐35. The city is working with development partners to build a Conference Center/Hotel and an indoor youth sports complex. Each of these projects has been considered because of their potential to attract visitor traffic to our community. The need for a Conference Center/Hotel has been identified and considered for many years. The project under consideration would provide for city investment in the land, infrastructure installation and investment into the Conference Center/Hotel project. The sports complex would involve city purchase of land utilized to construct the facility. The maximum city investment will be $11M, with $9M projected to be repaid over time. Many details will need to be worked through before its final consideration by the City Council.

This fund has the capacity to take on additional debt. During the budget year it is anticipated that a bond financing of over $13M would be issued to fund improvements within the 2000 Capital Improvement Sales Tax Fund.

It is important to emphasize again that long‐term revenue in this fund for major capital projects continues to be a cause for concern. Another source of revenue should be seriously considered for new capital projects in the near future.

2012 Public Safety Center ‐ Capital Improvement Tax Fund

This new fund (pages 87‐88) was created to account for revenues and expenditures associated with the design and construction of the new Public Safety Center. The City began collecting the five‐year half‐cent sales tax that will fund this project in April of this year.

Art in Public Places Fund

The public financing of public art in our community is provided through this fund (pages 65‐66). Private contributions are matched dollar‐for‐dollar as part of this initiative, and every year several pieces of art are placed around Edmond through this public/private partnership. A $100,000 allocation has again been recommended by the Visual Arts Commission (Appendix C). This amount is included in the budget, and these funds will only be spent as matching funds are donated.

Another component of this fund is the private donations to public art made through the Utility Bill Check‐Off Program. This program collects from utility customers who want to participate, and all five years of the Plan include annual $3,000 allocations.

xiii

This fund also includes an up to 1% City contribution to public art for municipal construction projects over $250,000 as authorized by ordinance.

Hospital Sale Trust Fund

This fund accounts for the proceeds of the City’s 1982 sale of the hospital facility now known as OU Medical Center Edmond (pages 65‐66). A portion of the accrued interest has been transferred to the Real Property Fund since it was created in 2003. Voter approval is required to spend any of the principal, and last fall voters approved a loan of the principal amount ($7,098,616) to provide interim initial financing for the new Public Safety Center. The entire principal amount will be repaid from the proceeds of the half‐cent five‐year sales tax that was also approved to fund the project.

In addition, the City Council recently authorized the transfer of the balance of the accrued interest to the Real Property Fund, to be used to acquire property as identified below.

Real Property Fund

Created nine years ago, this fund provides for the purchase of property for City use as needed (pages 67‐68). Interest from the Hospital Trust Fund is the only source of revenue.

The City recently acquired property on the northwest corner of Covell and I‐35 for a purchase price of $2.2M, as part of the City’s investment in an economic development project that will include the construction of a hotel/conference center.

Debt Service (Sinking) Fund

State law provides that payments for any legal judgments or general obligation (G.O.) bonds will be paid through an ad valorem (property tax) allocation. Four years ago the last outstanding legal judgment against the City was completed. Since the City does not have any G.O. debt, there have been no monies allocated to this fund.

CDBG Fund

This fund provides for the operation of the City’s Community Development Block Grant program (pages 51‐52). The FY12‐13 budget will be the third consecutive year that does not include a subsidy from the General Fund. (A subsidy was included for several years in recognition of reduced federal funding, so that the City could continue to provide the same level of these services.) Entitlement communities (over 50,000 population) receive an annual federal CDBG funding allocation.

The various activities that are included in this fund are identified in the Departmental Summary on page 51.

Edmond Convention and Visitors Bureau

This fund was created when this operation became part of the City organization nine years ago (pages 69‐70). The sole source of funding is the transfer of the 4% motel (bed) tax.

xiv

The current year reflected an unbudgeted decline in these tax receipts for the first time in many years, resulting in a deficit in this year’s budget of $18,161.

As a result there will be no carryover of funds to the FY12‐13 budget, and the deficit amount will be repaid in full in the next fiscal year.

Employee Pension Program

All City employees except sworn police and fire personnel and the City Manager are covered by this self‐funded program. Although no longer identified as a separate fund, the projected contributions are still included in the individual fund budgets. The City’s outside auditor recommended this change several years ago, in acknowledging that the defined benefit pension program is a “trust relationship” and as such is not available to provide services.

Both the City and individual employees contributed the same 5.25% of salaries to the program for many years. The City’s contribution rate began to change eight years ago as a result of reduced investment earnings, but the employee rate has always remained at the same 5.25%. An outside actuary is hired by the Employee Pension Board to annually evaluate the City percentage that is needed to maintain full funding. This City rate will decrease in the next budget for the fourth consecutive year, from the current 8.34% to 7.76%, due to improved returns on Pension Fund investments. Since future economic situations affecting this program cannot be determined, all five years of the Plan will incorporate this adjusted rate.

For the past four years progress has been made in reducing the City’s annual contribution back to the same 5.25% that individual employees contribute. However, it is prudent to acknowledge and understand that, if increases occur in contribution rates in future years, it may also be appropriate to consider some increase in the employee contribution rate as well.

HUMAN RESOURCES

The proposed personnel budget is identified in the attached information from Human Resources Director Anita Breen in the Personnel section at the end of this document. We have been responsible in adding very few new full‐time positions to our City organization in the recent years associated with the economic downturn, as only three such positions have been added in the last three years. However, we also recognize that Edmond continues to grow, as does the demand for City services, and that some increase in our workforce is appropriate and will need to occur as appropriate. The FY2012‐13 budget reflects a total number of 693 full‐time employees.

Health Insurance

The most important benefit for all full‐time City employees continues to be the self‐funded health insurance program (pages 116‐117). For many years the City has provided the full cost of individual coverage for employees and also 75% of the cost for dependent coverage (optional). Like all employers, we continue to struggle in anticipating the financial impact and timing of the new federal healthcare legislation.

xv

In year two of the Plan we may be proposing a City‐operated employee health care clinic that would provide a more accessible, centralized, and less expensive alternative for initial minor medical treatment and consultation. Such clinics have proven to be very popular in some cities, and this potential alternative will be thoroughly explored during the next ten months.

Conclusion

This proposed budget and five‐year Financial Plan has been prepared in recognition of both our internal mission and our seven core values. We continue to be proud of the professionalism, transparency and openness reflected in our budget preparation process. We hope that our citizens continue to believe that we are good stewards of their tax dollars.

Our staff has adjusted well to the new Economic Reality, and we are comfortable in planning for continued growth that will occur at a more modest pace.

We remain very aware that our City of Edmond organization exists to provide services. It is my pleasure to work with a great group of talented and professional people who embrace this basic function as a team, while continuing to exceed citizen expectations.

Respectfully submitted,

Larry Stevens

City Manager

xvi

BUDGET SUMMARIES

THE CITY OF EDMOND, OKLAHOMABUDGET SUMMARY - ALL FUNDS

FISCAL YEAR 12-13

SPECIAL CAPITAL ENTERPRISE FUNDS INTERNALGENERAL REVENUE PROJECT UTILITY OTHER SERVICE COMBINED

FUND FUNDS FUNDS FUNDS FUNDS FUNDS FUNDS

ESTIMATED RESOURCES

REVENUES:Taxes 33,719,336 5,281,984 19,440,395 - - - 58,441,715 Inter-governmental 1,485,349 508,340 - - - - 1,993,689 Licenses & Permits 1,174,787 - - 1,224,315 - 19,512 2,418,614 Fines & Forfeitures 2,178,336 - - - - - 2,178,336 Charges for Services 5,847,513 961,455 17,514 110,639,913 2,031,400 9,976,427 129,474,222 Interest 64,000 104,100 568,600 742,425 4,285 138,500 1,621,910 Miscellaneous Revenue 242,649 178,795 111,725 265,696 30,695 114,442 944,002

Subtotal - Revenues 44,711,969 7,034,674 20,138,234 112,872,349 2,066,380 10,248,881 197,072,487 OTHER RESOURCES:Debt/Loan Proceeds - - 13,750,000 - 50,000 - 13,800,000 Restricted Prior Year Reserves 2,130,671 8,988,856 30,280,492 12,388,777 - 11,690,547 65,479,342 Committed Prior Year Reserves 55,621 3,036,818 25,352 3,117,791 Unrestricted Prior Year Reserves 6,337,134 - - 44,499,829 633,200 2,310,961 53,781,124

TOTAL ESTIMATED RESOURCES 53,235,394 19,060,348 64,194,079 169,760,955 2,749,580 24,250,389 333,250,744

ESTIMATED USES

DIRECT COSTS BY FUNCTION:General Government/ Central Services 1,965,993 - 302,797 - - 28,049,375 30,318,165 Public Safety 1,406,521 31,560,401 12,000,000 - - 3,576,089 48,543,011 Park & Recreation 2,798,904 - 2,157,019 750,634 1,762,110 - 7,468,667 Streets & Highways 649,272 - 8,702,139 - - 3,369,293 12,720,704 Health & Welfare 1,517,066 472,906 - - - - 1,989,972 Utility Services - - - 90,178,936 - 6,476,935 96,655,871 Other Activities 1,339,521 379,138 - - 64,293 - 1,782,952 Economic Infrastructure Development - - 8,800,000 470,000 - - 9,270,000 DEBT SERVICE COST: Principal and Interest - - 6,967,031 8,036,322 11,932 - 15,015,285 Issuance Costs - - 138,000 - - - 138,000 TOTAL ESTIMATED COSTS 9,677,277 , , 32,412,445 , , 39,066,986 , , 99,435,892 , , 1,838,335 , , 41,471,692 , , 223,902,626 , ,

TRANSFERS IN:Sales Tax 28,238,214 - - - - - 28,238,214 Other Transfers 3,496,375 31,438,653 616,500 28,731,883 100,000 - 64,383,411 Debt Service Transfers - - - 6,417,449 - - 6,417,449 Internal Service Charges & Allocations - - - - 15,682 31,981,340 31,997,022 TOTAL TRANSFERS IN: 31,734,589 31,438,653 616,500 35,149,332 115,682 31,981,340 131,036,096

TRANSFERS OUT:Sales Tax (28,238,214) - - (28,238,214) - - (56,476,429) Other Transfers (30,357,322) (18,161) (2,341,500) (3,428,214) - - (36,145,197) Debt Service Charges - - - (6,259,250) (158,199) - (6,417,449) Fleet Assessment Charges (199,989) (994,887) (3,419) (1,229,234) (33,477) (700,461) (3,161,467) Vehicle Maintenance Charges (262,460) (445,788) (2,500) (803,703) (1,300) (454,180) (1,969,931) Insurance Cost Allocation (211,472) (1,561,492) (8,089) (268,279) (22,627) (381,726) (2,453,685) Administrative Indirect Cost Allocation (4,170,981) (3,551,000) (113,584) (5,873,817) (194,560) (1,742,583) (15,646,525) Field Services Cost Allocation (4,350,720) - - (4,414,694) - - (8,765,414) TOTAL TRANSFERS OUT: (67,791,158) (6,571,328) (2,469,092) (50,515,405) (410,163) (3,278,950) (131,036,096)

TOTAL NET TRANSFERS (36,056,569) 24,867,325 (1,852,592) (15,366,073) (294,481) 28,702,390 -

OTHER USES:Assigned (Reserve for Council Special Projects) 100,000 - - - - - 100,000 Committed for Other Purposes - 1,200,000 30,747 1,230,747 Restricted (Reserve for Other Restricted Purposes) 2,301,844 98,328 14,280,589 12,742,081 2,030 11,439,724 40,864,596 Restricted (Reserve for Specific Fund Purposes) - 10,216,900 8,963,165 - - - 19,180,065 Unassigned (Res for Emergencies & Shortfalls*) 5,099,704 - - 42,216,909 614,734 41,363 47,972,711 TOTAL OTHER USES 7,501,548 11,515,228 23,274,501 54,958,990 616,764 11,481,087 109,348,117

TOTAL ESTIMATED USES 53,235,394 19,060,348 64,194,079 169,760,955 2,749,580 24,250,389 333,250,744

* LEVEL OF EMERGENCY RESERVES:Percentage of Total Revenue 10.58% 28.38%Number of Days of Revenue 39 104

1

GENERAL FUNDRESOURCES SUMMARY BY SOURCES

REVENUE SOURCESPrior Year

ActualCurrent Year

BudgetCurrent Year Actual (Est.)

BUDGET YEAR Projected Budget

Projected Budget

Projected Budget

Projected Budget

FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17TAXESSales Tax 26,211,010 26,624,157 27,415,742 28,238,214 29,085,361 30,103,348 31,307,482 32,559,782 Use Tax 2,706,737 2,508,599 2,778,228 2,806,010 2,834,070 2,862,411 2,891,035 2,919,946 Hotel/Motel Tax 344,968 411,485 378,587 378,000 383,000 386,830 390,698 394,605 Franchise Tax 2,301,455 2,271,745 2,058,743 2,258,967 2,345,996 2,433,025 2,520,054 2,607,083 Liquor Tax 39,850 36,052 38,666 38,144 39,443 40,742 42,041 43,340

Sub-Total 31,604,020 31,852,038 32,669,966 33,719,336 34,687,870 35,826,356 37,151,311 38,524,755 LICENSES & PERMITSCity Clerk 21,421 16,109 24,175 24,468 25,536 26,601 27,667 28,733 Building Department 1,025,320 1,036,974 1,204,281 1,110,898 1,195,912 1,271,763 1,347,613 1,425,723 Oil & Gas Fees 35,365 39,215 34,729 39,421 40,776 41,047 41,453 42,808

Sub-Total 1,082,105 1,092,298 1,263,185 1,174,787 1,262,224 1,339,411 1,416,733 1,497,264 FINES & FORFEITURESCourt Fines 2,435,902 2,423,070 2,119,709 2,178,336 2,204,520 2,243,035 2,281,549 2,332,394

Sub-Total 2,435,902 2,423,070 2,119,709 2,178,336 2,204,520 2,243,035 2,281,549 2,332,394 INTERGOVERNMENTALGrant Revenues 693,702 138,722 191,869 84,290 - - - - Alcoholic Beverage & Cigarette Tax 727,434 710,614 745,823 751,787 773,778 795,770 817,761 839,752 Vehicle & Gas Tax 641,471 628,583 645,388 649,272 665,508 681,742 697,977 714,213

Sub-Total 2,062,607 1,477,919 1,583,080 1,485,349 1,439,286 1,477,512 1,515,738 1,553,965 CHARGES FOR SERVICESRight of Way Fees 4,684,916 4,701,696 4,701,696 4,870,462 5,055,337 5,207,296 5,350,473 5,490,616 Recreational Program Fees 58,711 73,784 54,039 60,068 61,312 63,178 63,800 65,667 Swimming Pool Fees 456,967 428,613 423,636 449,730 477,078 504,507 535,174 569,336 Cemetery Fees 190,049 105,342 128,806 121,607 125,002 128,398 131,793 135,188 Emergency 911 Fees 46,909 48,966 43,144 48,487 48,829 49,171 49,513 49,855 Animal Welfare Fees 44,606 49,192 41,981 47,355 48,063 49,479 50,423 51,131 Curb Cut Fees 7,200 7,218 8,290 7,724 7,984 8,245 8,505 8,766 Filing Fees 39,673 37,331 42,591 40,042 42,441 44,839 47,238 49,636 Transportation Fees 179,327 185,327 185,327 191,000 191,000 191,000 191,000 191,000 Miscellaneous Charges 91,644 8,886 6,108 4,988 5,101 5,929 6,548 6,871

Sub-Total 5,800,001 5,646,355 5,635,618 5,841,463 6,062,147 6,252,042 6,434,467 6,618,066 INTERESTEarnings on Deposit 73,564 60,000 87,149 60,000 60,600 61,509 63,047 64,938

Sub-Total 73,564 60,000 87,149 60,000 60,600 61,509 63,047 64,938 MISCELLANEOUS REVENUESMiscellaneous Revenues 176,938 229,440 232,299 230,649 233,767 235,868 238,295 241,002

Sub-Total 176,938 229,440 232,299 230,649 233,767 235,868 238,295 241,002

SUBTOTAL-REVENUES 43,235,138 42,781,120 43,591,006 44,689,919 45,950,414 47,435,733 49,101,140 50,832,384 1 29,852,866

TRANSFERS INE.P.W.A. 3,068,824 3,228,954 3,228,954 3,378,214 3,610,405 3,895,464 4,210,209 4,549,894 Neighborhood Stablization Fund - 27,574 27,574 - - - - - Hospital Trust Fund - - - - - - - - Convention Visitors Bureau Fund - - - 18,161 - - - - Capital Improvement Fund - - - - - - - - ADA Compliance Fund - - - - - - - -

Sub-Total Transfers In 3,068,824 3,256,528 3,256,528 3,396,375 3,610,405 3,895,464 4,210,209 4,549,894

OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves:

Street & Alley 1,165,784 985,250 985,250 839,649 839,649 839,649 839,649 839,649 Juvenile Court 590,883 641,317 641,317 658,645 724,768 804,746 898,576 1,006,261 Capital Infrustruture Improvement - - - - - - - - Transportation Comm. Development 13,891 11,140 11,140 12,490 13,840 15,190 16,540 17,890 Council Special Projects 57,570 57,570 57,570 55,621 100,000 100,000 100,000 100,000

Unassigned (Unrestricted) Prior Year Reserves 5,518,652 5,703,016 5,703,016 6,337,134 5,299,704 Sub-Total Other Resources 7,346,780 7,398,293 7,398,293 7,903,539 6,977,962 1,759,585 1,854,766 1,963,800

TOTAL ESTIMATED RESOURCES 53,650,742 53,435,941 54,245,828 55,989,833 56,538,781 53,090,782 55,166,115 57,346,078

2

PUBLIC WORKSRESOURCES SUMMARY BY SOURCES

REVENUE SOURCESPrior Year

ActualCurrent Year

BudgetCurrent Year Actual (Est.)


Projected Budget

Projected Budget

Projected Budget

FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17INTER-GOVERNMENTALElectricity 3,633 - - - - - - - Water - - - - - - - - Solid Waste - - - - - - - - Wastewater 221,682 - - - - - - - Drainage Utility - - - - - - - - Arcadia Lake - - - - - - - -

Sub-Total 225,315 - - - - - - - LICENSES & PERMITSElectricity - - - - - - - - Water 913,802 728,441 917,310 832,864 872,356 911,849 951,340 990,832 Solid Waste - - - - - - - - Wastewater 587,306 361,192 527,535 391,451 402,949 414,447 420,225 437,443 Drainage Utility - - - - - - - - Arcadia Lake - - - - - - - -

Sub-Total 1,501,108 1,089,633 1,444,845 1,224,315 1,275,305 1,326,296 1,371,565 1,428,275 CHARGES FOR SERVICESElectricity 65,242,741 69,115,485 73,097,290 71,009,407 72,903,654 74,875,689 76,873,068 78,893,301 Water 19,549,656 18,153,996 21,249,957 21,174,743 22,717,057 23,067,860 23,671,564 24,247,843 Solid Waste 7,414,246 7,536,225 7,591,276 7,546,406 7,604,781 7,664,912 7,721,530 7,845,441 Wastewater 6,565,410 6,764,439 7,342,718 8,425,084 9,286,028 10,202,367 10,464,835 10,671,170 Drainage Utility 1,626,473 1,637,566 1,647,978 1,652,301 1,666,185 1,678,923 1,704,501 1,725,037 Arcadia User Fees 815,300 832,372 799,363 831,972 839,135 849,184 865,598 889,969

Sub-Total 101,213,826 104,040,083 111,728,582 110,639,913 115,016,840 118,338,935 121,301,096 124,272,761 INTERESTElectricity 123,466 150,000 80,322 85,000 100,000 110,000 125,000 150,000 Water 234,543 225,000 184,506 200,000 210,000 210,000 215,000 215,000 Solid Waste 22,263 15,000 20,789 15,000 15,000 15,000 15,000 15,000 Wastewater 156,697 150,000 126,568 125,000 130,000 140,000 150,000 150,000 Drainage Utility 48,814 40,000 42,384 40,000 40,000 40,000 43,000 45,000 Arcadia Lake 3,954 3,500 2,899 2,500 2,500 2,500 2,500 2,500

Sub-Total 589,736 583,500 457,468 467,500 497,500 517,500 550,500 577,500 MISCELLANEOUS REVENUESMISCELLANEOUS REVENUESElectricity 228,275 11,000 471,165 11,000 11,000 11,000 11,000 11,000 Water 200,184 209,252 164,733 206,258 208,769 211,281 213,791 216,302 Solid Waste - - - - - - - - Wastewater 9,659 - - - - - - - Drainage Utility 3,500 - - - - - - - Arcadia Lake 53,330 48,201 48,514 48,438 49,091 49,877 51,088 52,549

Sub-Total 494,948 268,453 684,412 265,696 268,860 272,158 275,879 279,851

SUBTOTAL-REVENUES 104,024,933 105,981,669 114,315,307 112,597,424 117,058,505 120,454,889 123,499,040 126,558,387

OTHER RESOURCES:DEBT/LOAN PROCEEDSElectricity - - - - - - - - Water - - - - - - - - Solid Waste - - - - - - - - Wastewater - - - - - - - - Drainage Utility - - - - - - - - Arcadia Lake - - - - - - - -

Sub-Total - - - - - - - - RESTRICTED PRIOR YEAR RESERVESElectricity - - - - - - - - Water - - - - - - - - Solid Waste - - - - - - - - Wastewater - - - - - - - - Drainage Utility - - - - - - - - Arcadia Lake - - - - - - - - Sub-Total - - - - - - - - UNRESTRICTED PRIOR YEAR RESERVESElectricity 13,655,047 10,036,250 10,036,250 5,768,932 5,309,565 6,116,094 7,666,613 9,978,160 Water 19,734,312 20,169,275 20,169,275 22,492,521 22,666,503 25,764,789 27,821,927 30,047,447 Solid Waste 2,218,167 2,566,851 2,566,851 2,543,481 2,159,229 1,965,022 1,730,876 1,408,277 Wastewater 14,393,360 14,878,346 14,878,346 8,576,666 8,208,010 9,842,989 12,101,769 14,365,737 Drainage Utility 4,014,072 4,782,395 4,782,395 4,852,908 3,656,208 2,714,904 2,115,152 1,242,972 Arcadia Lake 292,761 303,582 303,582 265,321 217,395 152,124 90,729 34,018

Sub-Total 54,307,720 52,736,699 52,736,699 44,499,829 42,216,909 46,555,922 51,527,067 57,076,612


3

Combine

d Bu

dgets

All Fund

s FY 2012‐13

Prio

r Yea

r R

eser

ves

$1

36,1

78,2

57

Tota

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enue

$

197,

072,

487

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omm

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&

Res

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ted

Res

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61,3

75,4

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ost

$

223,

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626

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50,7

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eser

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ortf

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)

$47,

972,

711

Tota

l Use

s$3

33,2

50,7

44

4

Taxes (Sales & Use),

$58,44

1,71

5 ,

29.65%

Charges for

Services,

$129

,474

,222

, 65

.70%

Interest, $1,913,100

, 1%

Miscellane

ous

Revenu

e, $944,002 ,

0.48%

Total Estim

ated

Reven

ue fo

r All Fund

s for

FY20

12‐13 $1

97,072

,487

5

Inter‐governmental,

$1,993,689

, 1.01%

Licenses & Permits,

$2,418,614

, 1.23%

Fine

s & Forfeitu

res,

$2,178,336

, 1.11%

Utility Services,

$96,65

5,87

7 , 43.17

%

Other Activities,

$1,782

,952

, 0.80

%Econ

omic Infrastructure

Develop

men

t,

$9,270

,000

, 4.14

%

Principal and

Interest,

$15,15

3,28

5 , 6.77%

Total D

irect O

perating

Costs fo

r All Fund

s

$223

,902,626

FY20

12‐13

Gen

eral Govt/ Cen

tral

Services, $3

0,31

8,16

5 ,

13.54%

Public Safety,

$48,54

3,01

1 , 21.68

%

Park & Recreation,

$7,468

,667

, 3.34

%

Streets & Highw

ays,

$12,72

0,70

4 , 5.68%

Health

& W

elfare,

$1,989

,972

, 0.89

%

Assigne

d (Reserve

for Co

uncil

Special Projects), $100,000

, 0.09%

Committed for Other

Purposes, $1,230,747

, 1.13%

Una

ssigne

d (Reserve

for Em

ergencies &

Shortfalls),

$47,972,711, 44%

Total R

eserves

FY2012

‐13 $109,348,117

Restricted

(Reserve

for Other Restricted

Purposes),

$40,864,596, 37%

Restricted

(Reserve

for Specific Fund

Pu

rposes),

$19,180,065 , 18%

GENERAL FUND

General Fund - Sub-Directory

General Fund – Departmental Summary & Budget 8 - 9 General Government - Departmental Summary & Budget 10 - 11 City Council – Departmental Summary & Budget 12 - 13 Parks and Recreation – Departmental Summary & Budget 14 - 15 Street Maint. & Construction – Departmental Summary & Budget 16 - 17 Municipal Court – Departmental Summary & Budget 18 - 19 Senior Center (Parks) - Departmental Summary & Budget 20 - 21 Social Agency – Departmental Summary & Budget 22 - 23 Community Dev. & Development – Departmental Summary & Budget 24 - 25 Public Transportation-Citylink – Departmental Summary & Budget 26 - 27 Emergency Management – Departmental Summary & Budget 28 - 29 Cemetery – Departmental Summary & Budget 30 - 31 Community Image – Departmental Summary & Budget 32 - 33 Planning & Zoning – Departmental Summary & Budget 34 - 35 Festival Market Place – Departmental Summary & Budget 36 - 37 Building Services – Departmental Summary & Budget 38 - 39 Downtown Community Center – Departmental Summary & Budget 40 - 41 Historical Society – Departmental Summary & Budget 42 - 43 Edmond Electric Economic Dev – Departmental Summary & Budget 44 - 45 Parks Special Events Fund – Departmental Summary & Budget 46 - 47

General Fund 2012-2013

Departmental Summary

D E P A R T M E N T A L D E S C R I P T I O N The General Fund is the principal fund of the City which accounts for all transactions not accounted for in the other funds. It accounts for the costs of operating many of the City’s general basic services, such as street maintenance, parks and recreation, and general government. Financing is primarily provided by City sales tax, franchise taxes and EPWA transfers, fines, licenses, and permits, charges for services and interest earnings.

8

FUND BUDGET SUMMARY

General Fund FY 12-13

Prior Year Actual

Current Year Budget

Current Year Actual (Est.)


Projected Budget

Projected Budget

Projected Budget

FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17

ESTIMATED RESOURCES:

REVENUES:Taxes 31,604,020 31,852,038 32,669,966 33,719,336 34,687,870 35,826,356 37,151,311 38,524,755 Inter-governmental 2,062,607 1,477,919 1,583,080 1,485,349 1,439,286 1,477,512 1,515,738 1,553,965 Licenses & Permits 1,082,105 1,092,298 1,263,185 1,174,787 1,262,224 1,339,411 1,416,733 1,497,264 Fines & Forfeitures 2,435,902 2,423,070 2,119,709 2,178,336 2,204,520 2,243,035 2,281,549 2,332,394 Charges for Services 5,808,593 5,658,855 5,643,864 5,847,513 6,068,197 6,258,092 6,440,517 6,624,116 Interest 79,920 66,000 90,349 64,000 64,600 65,509 67,047 68,938 Miscellaneous Revenue 179,856 240,740 240,799 242,649 248,767 251,368 254,295 257,002

Subtotal - Revenues 43,253,003 42,810,920 43,610,952 44,711,969 45,975,464 47,461,283 49,127,190 50,858,434 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves 1,770,558 2,256,507 2,256,507 2,130,671 2,301,844 2,386,871 2,485,752 2,598,486 Assigned Prior Year Reserves (Council Projects) 668,172 57,570 57,570 55,621 100,000 100,000 100,000 100,000 Unrestricted Prior Year Reserves 5,518,652 6,497,642 6,497,642 6,337,134 5,099,704 3,910,028 3,593,409 3,889,809


ESTIMATED USES

DIRECT COSTS BY FUNCTION:General Government 38,642 38,272 28,095 235,300 460,300 10,300 10,300 10,300 City Council 90,267 130,189 109,684 150,595 111,095 171,645 111,645 151,695 Park & Recreation 1,825,199 2,002,331 1,958,686 2,047,323 2,060,720 2,095,212 2,133,378 2,155,390 Street Maintenance & Construction 980,433 924,958 790,989 649,272 665,508 681,742 697,977 714,213 Municipal Court 774,217 1,039,502 1,021,875 874,013 867,253 862,350 864,133 867,397 Senior Citizens Center 317,565 365,974 343,749 365,634 366,742 375,392 383,092 387,325 Outside Agencies 598,813 728,620 621,475 710,364 710,364 710,364 710,364 710,364 City Link 1,063,961 1,141,923 1,171,189 1,119,066 1,143,667 1,168,259 1,192,851 1,217,441 Emergency Management 246,584 364,851 284,220 318,429 316,533 318,594 319,836 321,891 Cemetery 154,256 167,865 160,822 170,415 172,982 175,581 178,147 181,323 Community Image 746,961 850,832 798,704 956,242 940,359 960,437 978,474 1,007,372 Planning & Zoning 498,506 565,051 545,192 579,713 593,272 600,536 610,469 617,670 Festival Marketplace 42,306 57,530 33,740 30,447 30,697 29,897 30,347 30,347 Building Services Department 1,031,771 1,112,680 1,087,686 1,088,092 1,099,829 1,120,814 1,141,293 1,160,566 Downtown Community Center 100,312 164,538 122,108 126,372 128,340 130,517 132,741 133,956 Historical SocietyHistorical Society 235 287235,287 248 500248,500 237 100237,100 256 000256,000 256 000256,000 256 000256,000 256 000256,000 256 000256,000

TOTAL ESTIMATED COSTS 8,745,079 9,903,615 9,315,314 9,677,277 9,923,661 9,667,640 9,751,047 9,923,250

TRANSFERS:Transfers In 29,215,078 29,880,685 30,672,270 31,734,589 32,695,766 33,998,812 35,517,691 37,109,676 Transfers Out (See detail below) (62,868,665) (64,204,077) (65,256,203) (67,791,158) (69,852,217) (72,010,194) (74,484,699) (77,205,288)

NET TRANSFERS IN (OUT) (33,653,587) (34,323,392) (34,583,933) (36,056,569) (37,156,451) (38,011,382) (38,967,008) (40,095,612)

OTHER USES:Restricted (Reserve for Other Restricted Purposes) 2,256,507 2,135,585 2,130,671 2,301,844 2,386,871 2,485,752 2,598,486 2,725,075 Committed for Other Purposes - - - - - - - - Assigned (Reserve for Council Special Projects) 57,570 56,621 55,621 100,000 100,000 100,000 100,000 100,000

Unassigned (Res for Emergencies & Shortfalls*) 6,497,642 5,203,428 6,337,134 5,099,704 3,910,028 3,593,409 3,889,809 4,602,791

TOTAL OTHER USES 8,811,720 7,395,633 8,523,425 7,501,548 6,396,900 6,179,160 6,588,295 7,427,866

TOTAL ESTIMATED USES 51,210,385 51,622,640 52,422,672 53,235,394 53,477,012 53,858,183 55,306,350 57,446,729

* LEVEL OF EMERGENCY RESERVES:Percentage of Total Revenue 14.03% 11.30% 13.52% 10.58% 7.89% 7.00% 7.29% 8.31%Number of Days of Revenue 51 41 49 39 29 26 27 30 Percentage of Total Expenses 9.07% 7.02% 8.50% 6.58% 4.90% 4.40% 4.62% 5.28%Number of Days of Revenue 33 26 31 24 18 16 17 19

DETAIL OF TRANSFERS OUT:Sales Tax 26,146,255 26,624,157 27,415,742 28,238,214 29,085,361 30,103,348 31,307,482 32,559,782 Other Transfers 28,650,737 28,680,944 29,044,446 30,357,322 30,756,271 31,732,043 32,821,701 33,956,799 Fleet Transfer for additional fleet 29,820 4,200 4,200 64,327 - - - - Fleet Assessment Charges 121,773 131,088 131,088 135,662 145,997 150,409 154,016 157,806 Vehicle Maintenance Charges 83,839 216,029 113,068 262,460 161,590 162,252 162,946 163,676 Insurance Cost Allocation 200,059 138,612 138,612 198,672 195,377 201,364 205,280 211,220

Allocation Credit - (10,768) (10,768) 12,800 - - - - Administrative Support Cost Allocation 4,454,332 4,970,081 4,970,081 4,858,974 4,818,122 4,864,103 4,921,963 5,016,682

Allocation Credit (673,614) (861,063) (861,063) (687,993) - - - - Field Services Cost Allocation 3,855,464 4,496,036 4,496,036 4,702,040 4,689,500 4,796,675 4,911,311 5,139,323

Allocation Credit - (185,239) (185,239) (351,320) - - - - 62,868,665 64,204,077 65,256,203 67,791,158 69,852,217 72,010,194 74,484,699 77,205,288

9

General Government 2012-2013

Departmental summary

D E P A R T M E N T A L D E S C R I P T I O N This department details the transfers that come out of the General Fund which are listed on the following page. In previous years, this included the costs that are now a part of the Central Communications budget.

10

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Gen

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FY 1

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FY 1

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FY 1

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Per

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(Sal

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**26

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26

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City Council 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Edmond City Council’s vision is that Edmond will be a diverse and innovative hometown committed to excellence through leadership, balanced growth, and cooperation. These high standards will only be accomplished in full partnership with the community. The mission of the Edmond City Council is to lead by setting policy for City direction, by balancing growth, and by serving as stewards of assets for today’s, as well as tomorrow’s, community & citizens.

2 0 1 2 C I T Y C O U N C I L S T R A T E G I C P L A N The City Council is currently in the process of updating their Strategic Plan.

12

13

DEP

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BU

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24

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25

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,

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5

Park Department 2012-2013

Departmental Summary ary

D E P A R T M E N T A L D E S C R I P T I O N: D E P A R T M E N T A L D E S C R I P T I O N:

The Parks and Recreation Department strives to meet the community’s recreational needs and enjoyment of public park facilities and recreational choices to keep pace with ever changing recreational preferences and trends. Funding for maintenance operations and recreational programs and events comes from general tax revenues and the Park Tax Fund. New projects construction/renovations are funded thru Park Tax Fund and Edmonds Capital Improvement Project Fund (CIP). Community trails, increasing interactive programming and development of community parks are our current focus.

The Parks and Recreation Department strives to meet the community’s recreational needs and enjoyment of public park facilities and recreational choices to keep pace with ever changing recreational preferences and trends. Funding for maintenance operations and recreational programs and events comes from general tax revenues and the Park Tax Fund. New projects construction/renovations are funded thru Park Tax Fund and Edmonds Capital Improvement Project Fund (CIP). Community trails, increasing interactive programming and development of community parks are our current focus.

G O A L S G O A L S

1. 1. Assure the quality of public parks that meet Citizens’ expectations. Assure the quality of public parks that meet Citizens’ expectations. 2. Provide for additional recreational opportunities. 3. Increase entertainment offered at Hafer Park and MAC Amphitheater stages. 4. Produce a comprehensive up-to-date Parks & Recreation Master Plan. 5. Explore partnerships in recreational programs and camp opportunities.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4 Year 5

20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 *Staffing level includes Park Admin-Park Maintenance-Cemetery-Recreation-Pelican Bay-Parks Tax (Mitch Park Maintenance crew). The MAC building custodian is counted as .5 FT in Parks and .5FT in Senior Center.

14

15

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Par

ks &

Rec

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FU

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: G

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UN

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12-

13

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FY 1

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FY 1

1-12

FY 1

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FY 1

2-13

FY 1

3-14

FY 1

4-15

FY 1

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FY 1

6-17

Pers

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Ser

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s

1,11

4,99

1

1,

216,

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1,19

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,

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Street Maintenance & Construction 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N This department included all maintenance activities with Street Maintenance until the creation of the Field Services operation which started in FY 06-07 Budget. The remaining funds involve the expenditures of resources which are dedicated through the gasoline tax from the state. These will be used for major maintenance projects. Unused gasoline tax funds remain in the General Fund as “Other Restricted Purposes”.

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17

Court Services 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Municipal Court is the judicial branch of city government. The fundamental purpose of the Municipal Court is to provide an impartial forum for citizens to be heard in a professional and courteous environment in matters related to violations of city ordinances by upholding the U.S. Constitution, the Statutes of the State of Oklahoma, and the Ordinances of the City of Edmond.

The Municipal Court is the judicial branch of city government. The fundamental purpose of the Municipal Court is to provide an impartial forum for citizens to be heard in a professional and courteous environment in matters related to violations of city ordinances by upholding the U.S. Constitution, the Statutes of the State of Oklahoma, and the Ordinances of the City of Edmond. The Municipal Court is responsible for the collection of fines, fees, and State costs; filing citations/complaints; docket scheduling; issuing, tracking and clearing warrants; maintaining court records of collections, convictions, and statistical data.

The Municipal Court is responsible for the collection of fines, fees, and State costs; filing citations/complaints; docket scheduling; issuing, tracking and clearing warrants; maintaining court records of collections, convictions, and statistical data. The Court Services Department has three divisions of municipal courts of limited jurisdiction and not of record (cases heard by Oklahoma Municipal Courts 'not of record' are limited to violations of municipal ordinances) - (1) Municipal Criminal Court; (2) Municipal Traffic/Complaint Court; (3) Municipal Juvenile Court.

The Court Services Department has three divisions of municipal courts of limited jurisdiction and not of record (cases heard by Oklahoma Municipal Courts 'not of record' are limited to violations of municipal ordinances) - (1) Municipal Criminal Court; (2) Municipal Traffic/Complaint Court; (3) Municipal Juvenile Court.

Mission Statement: “Committed to providing a POSITIVE SERVICE by acting Mission Statement: “Committed to providing a POSITIVE SERVICE by acting as a LINK between the CUSTOMERS and COURT PROCESSES.” as a LINK between the CUSTOMERS and COURT PROCESSES.”

G O A L S G O A L S 1. 1. To work in conjunction with the IT team toward the successful configuration and

conversion of data from the current 1984 mainframe system to the new web-based system/JustWare Solution Suite, followed by implementation.

To work in conjunction with the IT team toward the successful configuration and conversion of data from the current 1984 mainframe system to the new web-based system/JustWare Solution Suite, followed by implementation.

2. To continue to track the strengths and effectiveness of the Juvenile Court programs with efforts to strengthen and support positive and productive activity type programs through incorporating prevention and intervention strategies.

3. To enhance the Court’s web page’s informational contents for usefulness to meet the user’s expectations and to insure a good user experience.

S T A F F I N G (FT-PT-S)

Current Level Year 1 Year 2 Year 3 Year 4 Year 5

8-3-0 8-3-0 8-3-0 8-3-0 8-3-0 8-3-0

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Senior Center or Center 2012-2013 2012-2013

Departmental Summary Departmental Summary

D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The mission of the Edmond Senior Center is: The mission of the Edmond Senior Center is:

“To improve the quality of life for senior adults in the Edmond community by providing comprehensive programming including recreational, nutritional, social, educational and

referral.”

“To improve the quality of life for senior adults in the Edmond community by providing comprehensive programming including recreational, nutritional, social, educational and

referral.”

Our continuing focus will be to strive for the highest quality leisure programs and activities for senior adults 55 years old and better, through diligent attention to our customers' needs, interests and concerns.

Our continuing focus will be to strive for the highest quality leisure programs and activities for senior adults 55 years old and better, through diligent attention to our customers' needs, interests and concerns.

G O A L S G O A L S 1. 1. Generate quality leisure programs to attract older adults. Generate quality leisure programs to attract older adults. 2. Promote public awareness of center activities to attract community resources & support. 3. Promote wellness awareness through exercise, diet, and education. 4. Promote safety awareness through educational programs. .


4.5 - 1 – 0 4.5 -1 – 0 4.5 - 1 – 0 4.5 - 1 – 0 4.5 - 1 – 0 4.5 - 1 – 0 *.5 FT custodian split between Senior Center budget and Parks & Recreation budget.

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Community Agency Review Commission mission 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N

The Community Agency Review Commission performs an annual review of local community agencies to determine eligibility and necessity for funding. After the annual review the Commission issues a formal recommendation to the Edmond City Council, for funding of the agencies. A community agency is directly engaged in charitable, educational, health, social services, community enrichment or related activities, which provide a direct and distinct benefit to the City of Edmond and its residents. The community agency primarily serves those residing in the City of Edmond.

The Community Agency Review Commission performs an annual review of local community agencies to determine eligibility and necessity for funding. After the annual review the Commission issues a formal recommendation to the Edmond City Council, for funding of the agencies. A community agency is directly engaged in charitable, educational, health, social services, community enrichment or related activities, which provide a direct and distinct benefit to the City of Edmond and its residents. The community agency primarily serves those residing in the City of Edmond.

G O A L S G O A L S 1. 1. Provide oversight of the supplemental funding request process pertaining to agencies

requesting funding within the City of Edmond that serve a charitable, education, health, or social service that meet the requirements set forth in the criteria and receive approval from the City Council.

Provide oversight of the supplemental funding request process pertaining to agencies requesting funding within the City of Edmond that serve a charitable, education, health, or social service that meet the requirements set forth in the criteria and receive approval from the City Council.

2. Oversee contracts between the City of Edmond and the funded agencies, reviewing progress there under, determining accountability, and forwarding the Community Agency Review Commission recommendations to Council no later than forty-five days prior to the date of the formal adoption of the City Budget, as to agencies monetary requests, program formats and related matters.

C R I T E R I A F O R F U N D I N G 1. Applying organizations shall conduct a recognized program of contracted service in or for

the community, and must show evidence to the City of Edmond that it is effectively meeting a social need, and providing a direct and distinct benefit to the City of Edmond and its residents.

2. Applying organizations shall have a plan of organization which gives evidence of a properly chosen Board of Directors which meets at least quarterly, and which in actual fact assumes responsibility to the public for efficient management of the agency it represents.

3. Applying organizations must provide the City of Edmond with annual financial statements and annual statistical reports of services rendered. Agency shall have its finances audited annual by an auditing concern acceptable to the City of Edmond.

4. Applying organizations must provide to the City of Edmond a statement of budgetary needs and provide any other operational information upon request by the City of Edmond.

5. Applying organizations must complete and submit for approval the contract services application form. Submission of an application does not assure the social agency of financial assistance from the City of Edmond.

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00 re

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12/1

3.

23

Community Development & Preservation Agencies

2012-2013 Departmental Summary

D E P A R T M E N T A L D E S C R I P T I O N

The following department is the area for expensing contracts that are between the City and other agencies. Airport Services with the Edmond Guthrie Regional Airport, Land Conservancy activities with the Edmond Land Conservancy and support of historic preservation projects with the Edmond Historic Preservation Trust.

24

25

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Public Transportation - Citylink 2012-2013



The mission of Edmond’s public transportation service, Citylink, is to provide quality, reliable, affordable, customer-friendly transportation service to the residents of Edmond for access to employment, shopping, medical, education and social destinations.

The mission of Edmond’s public transportation service, Citylink, is to provide quality, reliable, affordable, customer-friendly transportation service to the residents of Edmond for access to employment, shopping, medical, education and social destinations. Citylink is operated by McDonald Transit and Associates through a 5-year agreement with the Edmond Public Works Authority. Citylink utilizes 11 transit buses to operate 4 local fixed-routes and a city-wide, door-to-door paratransit service, Monday through Saturday. It also provides 12 daily round trips between Edmond and Oklahoma City, Monday through Friday. All Citylink services are fare-free, including Expresslink and paratransit. All Citylink buses are equipped with bike racks and 2 wheel-chair tie-down and lifts.

Citylink is operated by McDonald Transit and Associates through a 5-year agreement with the Edmond Public Works Authority. Citylink utilizes 11 transit buses to operate 4 local fixed-routes and a city-wide, door-to-door paratransit service, Monday through Saturday. It also provides 12 daily round trips between Edmond and Oklahoma City, Monday through Friday. All Citylink services are fare-free, including Expresslink and paratransit. All Citylink buses are equipped with bike racks and 2 wheel-chair tie-down and lifts. Since Citylink started in July 2009, ridership has increased 269%, compared to the previous service. Since Citylink started in July 2009, ridership has increased 269%, compared to the previous service. Three buses are fueled with CNG. Five more conversions are slated to take place in the summer of 2012 to LPG. These conversions are paid for with Recovery Act funds from the Department of Energy.

Three buses are fueled with CNG. Five more conversions are slated to take place in the summer of 2012 to LPG. These conversions are paid for with Recovery Act funds from the Department of Energy.

G O A L S G O A L S

1. 1. Create a 3 to 5-Year Citylink Operations and Financial Plan. Create a 3 to 5-Year Citylink Operations and Financial Plan. 2. Continue marketing and communications with citizens, EPTC, UCO Disabilities Office

and private-partners. 3. Continue to seek funding for operations, capital needs and the Edmond Multimodal

Transit Center. 4. Complete the conversion of 6 of the 8 buses to CNG or LPG.


.35-0-0 .35-0-0 .35-0-0 .35-0-0 .35-0-0 .35-0-0 *.35 split is shared with Planning/Zoning and CDBG Funds.

26

27

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Emergency Management anagement 2012-2013 2012-2013



Committed to protecting our citizens from the effects of disasters through mitigation, preparedness, response and recovery actions. Committed to protecting our citizens from the effects of disasters through mitigation, preparedness, response and recovery actions.

G O A L S G O A L S 1. 1. Increase training levels for Emergency Management staff personnel. Increase training levels for Emergency Management staff personnel. 2. Ensure the City of Edmond Emergency Operation Plan (EOP) is current and

accurate. (2nd quarter) 3. Continue to expand and enhance the Public Education Program, with special

emphasis on the Community Emergency Response Teams (CERT). 4. Upgrade the existing Outdoor Warning Device (OWD) system and expand the

system to fill in remaining gaps. 5. Expand the NOAA Programmable “All Hazards” Alert Radio Program 6. Maintain a viable and supportable Emergency Operation Center (EOC).


2.2-0-0 2.2-0-0 2.2-0-0 2.2-0-0 2.2-0-0 2.2-0-0 *.2 Split with Central Communications

28

29

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Cemetery 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Cemetery’s mission is to serve the Public with their interment needs and provide landscape maintenance for the 30 acres of Cemetery grounds. The Cemetery averages 130 interments per year, sets approximately 70 monuments/footings and sells an average of 120 burial spaces per year. Estimate of availability of burial spaces is 15 years.

30

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Community Image 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Community Image department is comprised of two divisions: Code Enforcement & Urban Forestry. Even though their daily duties differ significantly, their primary goal is to preserve and improve the overall appearance of our community. Code Enforcement Division - OPERATIONAL DUTIES: Code Enforcement works to identify violations of City Ordinances and State Laws within the Edmond City Limits and seeks voluntary compliance from citizens through proactive enforcement. Once a code violation is identified the responsible party is notified to take corrective action. In addition to working Health, Safety and Welfare issues, Code Enforcement also issues Temporary Business Promotional Sign permits and patrols the business districts daily to insure all sign ordinances are being followed. All Code staff have been trained in emergency 1st responder’s positions with advanced First Aide, Search and Rescue, Search and Recovery and Damage Assessment. Another enterprise of Code Enforcement is the Edmond Neighborhood Initiative Program (ENIP). ENIP matches citizens with volunteer groups that assist in correcting any Code Enforcement issues that have been found. The Code Enforcement Division also monitors existing and new Oil and Gas wells, pipelines and pipeline crossings and the EPA Fats, Oils and Grease (FOG) program within the City limits. Annual inspections are made to insure Ordinances, State Laws and safety issues are adhered to and that illicit discharges into the sanitary sewer systems do not occur.

G O A L S Code Enforcement 1. Develop programs that partner with community groups and citizens. 2. Implement Phase V of the Fats, Oil & Grease (FOG) program (Education for residential) 3. Review ordinances used by Code Enforcement to meet developing community issues Urban Forestry 1. Recommend landscape code revisions and improve site plan process 2. Correct median landscapes where needed. Install trees/landscapes in unimproved

medians. 3. Expand foster a tree program, complete canopy study project, expand arbor week events.


Code Enforcement Current Level Year 1 Year 2 Year 3 Year 4 Year 5

4.75-0-0 5.75-0-0 5.75-0-0 5.75-0-0 5.75-0-0 5.75-0-0 In the coming years, an additional staff position will need to be considered as inspection responsibilities grow with the additional programs (like the FOG Program) and community growth so the department can maintain a proactive approach of identifying problems. Urban Forestry Current Level Year 1 Year 2 Year 3 Year 4 Year 5

2.25-0-0 2.25-0-0 2.25-0-0 2.25-0-0 2.25-0-0 2.25-0-0

32

*Administrative Specialist II position is split .75 with Code and .25 with Urban Forestry

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Planning and Zoning Department ning and Zoning Department 2012-2013 2012-2013



The mission statement of the Planning & Zoning department is: The mission statement of the Planning & Zoning department is:

“To provide impartial, accurate and timely interpretation of the development codes and communication to individuals, organizations, Boards and Commissions.”

“To provide impartial, accurate and timely interpretation of the development codes and communication to individuals, organizations, Boards and Commissions.”

The core business of the Planning and Zoning Department includes a review and action of development applications and sign permits. Many of the applications are required to be considered by the Planning Commission and City Council or the Board of Adjustment or Appeals. Special purpose studies include work for the Edmond Bicycle Committee, Urban Board, or special topics, such as signage standards.

The core business of the Planning and Zoning Department includes a review and action of development applications and sign permits. Many of the applications are required to be considered by the Planning Commission and City Council or the Board of Adjustment or Appeals. Special purpose studies include work for the Edmond Bicycle Committee, Urban Board, or special topics, such as signage standards.

G O A L S G O A L S

1. 1. Complete staff reports and permits in the 10 core work activities and present reviews to

the required committees. Complete staff reports and permits in the 10 core work activities and present reviews to the required committees.

2. Provide staff support to active committees or special study committees, such as the Bicycle Committee, Downtown Committee, Transportation Committee, and Sign Committee.

3. Organize Planning/Zoning Department information, meeting long term record requirements, sign enforcement, and draft land use projections for the Edmond Plan.


6.35-0-0 6.35-0-0 6.35-0-0 6.35-0-0 6.35-0-0 6.35-0-0 *.35 split is shared with CDBG and CityLink Funds.

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Festival Market Place 2012-2013

Departmental Summary epartmental Summary

D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Festival Market Place’s mission is to be a focal point for community life and a setting for cultural and civic activities and special events, which complement the Festival Market Place and its location in the Downtown Edmond business district. The Festival Market Place is home to the Edmond Farmers Market (spring, summer and fall), many City of Edmond-Sponsored and Affiliated events, and can be rented for private functions, such as wedding receptions and customer appreciation events as well.

The Festival Market Place’s mission is to be a focal point for community life and a setting for cultural and civic activities and special events, which complement the Festival Market Place and its location in the Downtown Edmond business district. The Festival Market Place is home to the Edmond Farmers Market (spring, summer and fall), many City of Edmond-Sponsored and Affiliated events, and can be rented for private functions, such as wedding receptions and customer appreciation events as well.

G O A L S G O A L S 1. 1. Expand on Existing events to grow attendance and participation. Expand on Existing events to grow attendance and participation. 2. Survey Farmer’s Market customers.


0-0-1 0-0-1 0-0-1 0-0-1 0-0-1 0-0-1

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Building & Fire Code Services 2012 - 2013 2 - 2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Building & Fire Code Services Department exists to promote safe quality living and working conditions to the citizens of Edmond through efficient use of available resources in every aspect of the department. The activities encompassed by the department include building and trades permitting, plan reviews, and inspections.

The Building & Fire Code Services Department exists to promote safe quality living and working conditions to the citizens of Edmond through efficient use of available resources in every aspect of the department. The activities encompassed by the department include building and trades permitting, plan reviews, and inspections. G O A L S G O A L S 1. 1. Expand on our opportunities for communications with external customers. Expand on our opportunities for communications with external customers. 2. Expand communication and cooperation for all our internal customers with emphasis

on our top 3 internal customers. 3. Focus on external customers by helping them to become familiar with the new CRW

system for permits and inspections and develop support materials. 4. Continue to explore ways to enhance our customer service through upgrades in our

levels of service in the fire protection division with focus on expanding the existing fire inspections through public awareness.


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Downtown Community Center 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Downtown Community Center delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, reasonably priced, and quality rental facility to accommodate City of Edmond related events and functions as well as diverse events and functions held by and for the public and private sectors. The department strives for excellence in customer service and maintains the building in a manner that prompts a positive customer response. The department evaluates written and verbal customer requests for service and facility use as a consideration for future annual budget needs and, as possible, promote those requests which best promote the public interest.

The Downtown Community Center delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, reasonably priced, and quality rental facility to accommodate City of Edmond related events and functions as well as diverse events and functions held by and for the public and private sectors. The department strives for excellence in customer service and maintains the building in a manner that prompts a positive customer response. The department evaluates written and verbal customer requests for service and facility use as a consideration for future annual budget needs and, as possible, promote those requests which best promote the public interest.

G O A L S G O A L S

1 1 Provide unparalleled customer service to internal and external customers. Provide unparalleled customer service to internal and external customers.

2 Improve the performance of the technical staff with at least one job related training course per year.

3 Update rental information on DCC services and provide to Marketing Department for use on the COE website.

4 Reduce DCC energy costs by implementing the Energy Management System 5 Reduce departmental operations & maintenance costs by 10%. 6 Evaluate effectiveness and savings associated with outsourced cleaning contract. 7 Promote continuous improvement within the department.


2-0-0 1-0-0 1-0-0 1-0-0 1-0-0 1-0-0

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Historical Society orical Society 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Edmond Historical Society is a 501(c) (3) non-profit organization that was formed in 1983 and incorporated in 1984. It was formed to establish, maintain and operate a local museum of history; to collect, preserve and exhibit artifacts, photographs and documents that interpret the history and development of Edmond and the surrounding area.

The Edmond Historical Society is a 501(c) (3) non-profit organization that was formed in 1983 and incorporated in 1984. It was formed to establish, maintain and operate a local museum of history; to collect, preserve and exhibit artifacts, photographs and documents that interpret the history and development of Edmond and the surrounding area.

PURPOSE OF THE MUSEUM PURPOSE OF THE MUSEUM 1. 1. The Society shall assume the responsibility of all functions of the Museum under the

direction of the Board of Directors. The Society shall assume the responsibility of all functions of the Museum under the direction of the Board of Directors.

2. The Museum shall exhibit and interpret the history of Edmond and the surrounding area, shall engage traveling exhibits, and shall offer educations programs, including off-site exhibits.

3. The Museum collection shall be the sole property of the Society as defined in the collection policy.

4. The Museum shall be open to the public on an established schedule at a minimum of 120 days a calendar year and closed on legal holidays; shall schedule special events, and shall be staffed by docents, volunteers, and/or staff during open hours.

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12FY

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14-

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The

dire

ct c

ontri

butio

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the

His

toric

al S

ocie

ty is

sho

wn

sepa

rate

ly a

bove

whi

le th

e TO

TAL

line

repr

esen

t the

com

plet

e su

ppor

t pr

ovid

ed to

the

Soc

iety

and

the

faci

litie

s oc

cupi

ed.

Edmond Electric Economic Development Fund



The Edmond Electric Economic Development Fund has been established to stimulate the growth of Edmond’s economy by offering services that facilitate the growth and expansion of new and existing businesses and generating opportunities to increase the sales tax base of the City of Edmond. Funding for this activity has been provided by Edmond Electric with the transfer of $100,000 annually, ending in FY 07-08.

44

FUN

D B

UD

GET

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MM

AR

Y

Gen

eral

Fun

d:Ed

mon

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FY 1

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Cap

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det

ail b

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)

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ET T

RA

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UT)

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s

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peci

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s)

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45

Parks & Recreation Special Events Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Parks Special Events Fund tracks activity and fees for special events provided through the Edmond Parks & Recreation Department’s Program Division.

46

FUN

D B

UD

GET

SU

MM

ARY

Gen

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d:Pa

rks

Spec

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vent

s Fu

ndFY

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get

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47

SPECIAL REVENUE FUNDS

Special Revenue - Sub-Directory

Fund Description 48-52 Senior Citizens Fund - Description 53 Senior Citizens Budget - Summary 54 Community Development (CDBG) - Description 55 Community Development (CDBG) Budget Summary 56 Energy Efficiency Conservation Block Grant Fund - Description 57 Energy Efficiency Conservation Block Grant Fund Budget Summary 58 Asset Forfeiture Fund – Description 59 Asset Forfeiture – Budget Summary 60 Edmond Fire Department – Description 61 Edmond Fire Department – Budget Summary 62 Police - Description 63 Police – Budget Summary 64 Hospital Sale Trust Fund – Description 65 Hospital Sale Trust Fund – Budget Summary 66 Real Property Fund – Description 67 Real Property Fund – Budget Summary 68 Convention & Visitors Bureau – Description 69 Convention & Visitors Bureau – Budget Summary 70 Ambulatory Services Fund – Description 71 Ambulatory Services Fund – Budget Summary 72

48

THE CITY OF EDMOND, OKLAHOMA

FUND DESCRIPTION

-SPECIAL REVENUE FUNDS-

SENIOR CITIZENS FUND

The Senior Citizens Fund has been established to account for dedicated revenues

received for the benefit of the Senior Center and its patrons which include grants,

donations, and other sources. Expenditures of the fund are administratively restricted

for the benefit of senior citizen’s activities or programs.

COMMUNITY DEVELOPMENT BLOCK GRANT FUND

The Community Development Block Grant Fund has been established to account for

revenues and expenditures under the Federal Community Development Block Grant

Entitlements Program for qualifying low and moderate income citizens of Edmond.

ASSET FORFEITURE FUND

The Asset Forfeiture Fund has been established to account for assets that are equitably

distributed by the Drug Enforcement Administration to state and local agencies that

directly participate in the law enforcement investigation efforts that leads to the seizure

of assets used in criminal activities. The assets received must be used for only law

enforcement purposes such as enhancements to future investigations, law enforcement

training, equipment, operations and overtime for enforcement activities.

49


FUND DESCRIPTION


PARKS TAX FUND

The Parks Tax Fund has been established to account for operations and facility

improvement costs of the City’s parks and recreation system. Financing is provided by

a permanent one-eighth cent sales tax approved by the voters on September 15, 1992

and expanded in 2000 to include all city parks.

CEMETERY CARE FUND The Cemetery Care Fund has been established to account for 12.5% of all monies

received from the sale of lots and interments in accordance with state law. Monies

received must be used to purchase lands for cemeteries and for making capital

improvements. Interest earned may be used for improving, caring for, and beautifying

cemetery property.

FIRE PUBLIC SAFETY LIMITED TAX FUND The Fire Public Safety Limited Tax Fund has been established to account for a

permanent one-fourth cent sales tax approved by the voters on December 12, 2000.

The tax became effective January 1, 2001, for the purpose of providing additional

firefighting personnel and equipment, additional firefighting and rescue equipment,

competitive compensation and benefits for existing and retired personnel. In addition,

effective July 1, 2001, the General Fund transfers 30% of its revenues to this fund which

currently come from the following sources: taxes, licenses and permits, fines and

forfeitures, charges for services, interest and miscellaneous revenues. All Fire

department revenues and expenditures are budgeted and accounted for in this fund.

50


FUND DESCRIPTION


POLICE PUBLIC SAFETY LIMITED TAX FUND The Police Public Safety Limited Tax Fund has been established to account for a

permanent one-eighth cent sales tax approved by the voters on December 12, 2000.

The tax became effective January 1, 2001, for the purpose of providing additional

commissioned police personnel and equipment, additional equipment for law

enforcement purposes, competitive compensation and benefits for existing and retired

officers. In addition, effective July 1, 2001, the General Fund transfers 36.8% of its

revenues to this fund which currently come from the following sources: taxes, licenses

and permits, fines and forfeitures, charges for services, interest and miscellaneous

revenues. All Police department revenues and expenditures are budgeted and

accounted for in this fund.

ART IN PUBLIC PLACES FUND The Art in Public Places Fund has been established to account for art acquisitions by

the City. A Visual Arts Commission (VAC) was created to develop guidelines and

standards for the selection, display and maintenance of art for the City’s collection.

Financing is provided by donations, investment earnings and other City funds as

determined by the City Council.

51


FUND DESCRIPTION


EDMOND ELECTRIC ECONOMIC DEVELOPMENT FUND

The Edmond Electric Economic Development Fund has been established to stimulate

the growth of Edmond's economy by offering services that facilitate the growth and

expansion of new and existing businesses and generating opportunities to increase the

sales tax base of the City of Edmond.

HOSPITAL SALE TRUST FUND

This fund accounts for the proceeds received from the 1981 sale of the Edmond

Memorial Hospital. Its only revenue source is interest earnings from the investment of

the proceeds. The interest earnings may be used for capital improvements as

determined by the City Council and the proceeds may be used for projects only as

approved by a vote of the citizens of Edmond.

REAL PROPERTY FUND

The Real Property Fund has been established to accumulate resources for future real

property acquisitions of the City. Initially financing was provided by a one-time transfer

of $463,230 reserved for land acquisition in the Capital Improvements Fund. Current

funding is being provided by annual transfers from the Hospital Sale Trust Fund.

52


FUND DESCRIPTION


CONVENTION & VISITORS BUREAU FUND The Convention and Visitors Bureau (CVB) special revenue fund was established to

operate the CVB while under the City's control which became effective July 1, 2004

when their contract was not renewed by Edmond's Chamber of Commerce. CVB is

completely funded by the 4% hotel/motel tax received by the City in the General Fund.

The CVB uses this tax revenue source for the purpose of encouraging, promoting and

fostering conventions and tourism for the City of Edmond.

AMBULATORY SERVICES FUND

The Ambulatory Services Fund has been established to accumulate resources for the

regional ambulance service, including the TotaCare Program. Initially, these expenses

were paid through the General Fund, but in FY09-10, a small fee was added to utility

bills for those who elected to participate in the TotalCare Program offered by EMSA.

PARKS SPECIAL EVENTS FUND

The Parks Special Events Fund has been established to account for the various special

recreational events put on by the Park Department and paid for by private donations

and fees.

Senior Citizens Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Senior Citizens Fund has been established to account for dedicated revenues received for the benefit of the Senior Center and its patrons which include grants, donations and other sources. Expenditures of the fund are administratively restricted for the benefit of senior citizen’s activities or programs.

53

g

FUN

D B

UD

GET

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MM

ARY

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ESTI

MA

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rges

for S

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2,87

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ater

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,954

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54

Community Development (Planning) munity Development (Planning)

2012-2013 2012-2013 Departmental Summary Departmental Summary


Within the Community Development Division of the Planning Department, there are 5 current functions: CDBG, Edmond Rental Housing Education Program, Sustainability, ARRA (Recovery Act) projects and Public Transportation (separate page). Grant funds pay for most of the administrative costs for all of these functions.

Within the Community Development Division of the Planning Department, there are 5 current functions: CDBG, Edmond Rental Housing Education Program, Sustainability, ARRA (Recovery Act) projects and Public Transportation (separate page). Grant funds pay for most of the administrative costs for all of these functions. 1. Community Development Block Grant (CDBG) - Each year, the US Department of HUD provides

eligible metropolitan cities with Community Development Block Grant (CDBG) funds to revitalize neighborhoods, develop affordable housing, expand economic opportunities and provide public services, principally to benefit low and moderate income persons or households. The amount of the 2011-12 CDBG allocations was $369,727 and the 2012-13 allocation will be $365,820. Edmond’s 12 CDBG programs benefit more than 4,000 residents per year.

1. Community Development Block Grant (CDBG) - Each year, the US Department of HUD provides eligible metropolitan cities with Community Development Block Grant (CDBG) funds to revitalize neighborhoods, develop affordable housing, expand economic opportunities and provide public services, principally to benefit low and moderate income persons or households. The amount of the 2011-12 CDBG allocations was $369,727 and the 2012-13 allocation will be $365,820. Edmond’s 12 CDBG programs benefit more than 4,000 residents per year.

2. Edmond Rental Housing Education Program - In conjunction with UCO and Metro Fair Housing of Greater OKC, the city launched the Edmond Rental Housing Education Program to thoroughly educate landlords and tenants about the many facets of leasing a home in Edmond. This program consists of three main components: educational materials, outreach and enforcement.

2. Edmond Rental Housing Education Program - In conjunction with UCO and Metro Fair Housing of Greater OKC, the city launched the Edmond Rental Housing Education Program to thoroughly educate landlords and tenants about the many facets of leasing a home in Edmond. This program consists of three main components: educational materials, outreach and enforcement.

3. Sustainability - The Sustainability Planner and this division measure and develop programs, policies and strategies that focus on energy use, operations, waste reduction, and performance. It also administers the Green Infrastructure Initiative and maintains planning, housing, land use, transit, greenhouse gas emissions, and demographic databases.

3. Sustainability - The Sustainability Planner and this division measure and develop programs, policies and strategies that focus on energy use, operations, waste reduction, and performance. It also administers the Green Infrastructure Initiative and maintains planning, housing, land use, transit, greenhouse gas emissions, and demographic databases.

4. Recovery Act Funds – $1.2 million Sources: HUD, ODOC and DOE – These programs will be completed before or early in the 2013 fiscal year.

4. Recovery Act Funds – $1.2 million Sources: HUD, ODOC and DOE – These programs will be completed before or early in the 2013 fiscal year. • Neighborhood Stabilization Program – $116,968 for the installation of the infrastructure needed

for the construction of 12 homes in a new neighborhood, Legacy Station, built by Turning Point Ministries. COMPLETED.

• Neighborhood Stabilization Program – $116,968 for the installation of the infrastructure needed for the construction of 12 homes in a new neighborhood, Legacy Station, built by Turning Point Ministries. COMPLETED.

• CDBG-R – $58,032 completion the infrastructure for Legacy Station and $50,000 to energy retrofit and weatherize properties adjacent to Legacy Station. UNDERWAY.

• CDBG-R – $58,032 completion the infrastructure for Legacy Station and $50,000 to energy retrofit and weatherize properties adjacent to Legacy Station. UNDERWAY.

• State-Energy Efficiency Conservation Block Grant (SEECBG) -- $250,000 to install CNG and LPG conversion kits on 6 of the new Citylink buses. UNDERWAY.

• State-Energy Efficiency Conservation Block Grant (SEECBG) -- $250,000 to install CNG and LPG conversion kits on 6 of the new Citylink buses. UNDERWAY.

• Federal-EECBG -- $726,700 to develop a local energy conservation strategy and numerous energy-related projects and equipment throughout the city. UNDERWAY.

• Federal-EECBG -- $726,700 to develop a local energy conservation strategy and numerous energy-related projects and equipment throughout the city. UNDERWAY.

G O A L S G O A L S

1. 1. Eliminate barriers and improve access to affordable, safe, energy efficient, and fair housing. Eliminate barriers and improve access to affordable, safe, energy efficient, and fair housing. 2. Provide needed public and social services, especially for those with functional needs 3. Address public infrastructure and multi-modal access to healthy foods, jobs, healthcare,

recreation and education 4. Support neighborhood organization and community 5. Prevent and eliminate safety hazards and crime in the target area



.3-0-0 .3-0-0 .3-0-0 .3-0-0 .3-0-0 .3-0-0 *.3 split is shared with Planning/Zoning and CityLink Funds.

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57

Energy Efficiency & Conservation

Block Grant (EECBG) 2012-2013



The Energy Efficiency and Conservation Block Grant (EECBG) program is administered by the Community Development Division of the Planning Department. The City of Edmond was awarded $726,700 in EECBG funds from the US Department of Energy funded by the American Recovery and Reinvestment Act. Much of the funds have been expended, the rest will be expended prior to or early FY 2013.

• Energy Management Systems for 12 City facilities • 6 Variable Frequency Drives for Water Resources Department • 2 Soft start Motors for Water Resources Department • Equipment for Plug-In Hybrid Electric Vehicle for Edmond Electric • Training and equipment for Building Services Inspectors (2006 IECC training, infrared cameras,

blower doors, etc.) • Grant administration, training and preparation of Edmond Energy Efficiency and Resource

Conservation Strategy • With leftover funds from other projects, exterior and interior lighting, as well as recycling

containers, may be purchased for city facilities.

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58

Asset Forfeiture Fund 2012-2013



The Asset Forfeiture Fund has been established to account for the Edmond Police Department’s share of assets that have been seized. Assets seized can vary from monetary instruments (cash, checks, stocks, bonds, etc.), hauling conveyances (cars, trucks, boats, airplanes, etc.) or any other real property with monetary value. The seizures are the result of a criminal investigation and are divided among all the agencies assisting in the investigation based on their level of involvement. While these have historically been derived from narcotics investigations, they can be initiated on other criminal investigations where the seized property was used in the commission of or was derived from the criminal act. Asset Forfeiture Funds must be used to increase or supplement the resources of the Edmond Police Department and shall not be used to replace or supplant the normal police department budget. Regulations require that these funds be tracked and the police department must benefit directly from them. The Edmond Police Department completes a Federal Annual Certification Report with the United States Department of the Treasury documenting the activity in this fund. Acceptable uses of these monies include:

• Activities Calculated to Enhance Future Investigations

• Law Enforcement Training

• Law Enforcement Equipment and Operations

• Law Enforcement Facilities and Equipment

• Overtime for Enforcement Activities

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60

Fire Department 2012-2013



The mission statement of the Edmond Fire Department is: “To faithfully provide the trustworthy services necessary to safeguard life, health, property, and the welfare of our community through education, prevention, and emergency response.”

The mission statement of the Edmond Fire Department is: “To faithfully provide the trustworthy services necessary to safeguard life, health, property, and the welfare of our community through education, prevention, and emergency response.”

G O A L S G O A L S 1. 1. Provide Fire Officer II Certification Program Provide Fire Officer II Certification Program 2. Finalize Clawson Code Response Codes between EFD – Medical Director’s Office, and EMSA 3. Develop & Implement Revenue Generation Possibilities of the Fire Training Facilities

P E R F O R M A N C E M E A S U R E S Measure Actual Budget Estimate 1. Increase the percentage of current line officers

possessing certification as Fire Officer II to 80%N/A N/A N/A

2. Achieve a minimum of 50% of required EMS continuing education units (CEU’s) by 90% of personnel within first year of recertification and 100% of CEU’s by 100% of personnel within their 2 year recertification period.

N/A N/A N/A

3. Achieve an annual 95% completion rate of the assigned on-site fire pre-plan familiarization in-service company surveys.

N/A N/A N/A



122-1-0 122-1-0 122-1-0 122-1-0 122-1-0 122-1-0 *Currently staffed with 121 of the122 FT funded & approved positions.

61

FUND BUDGET SUMMARY

Fire Public Safety Limited Tax Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Taxes 3,276,376 3,328,019 3,419,083 3,521,655 3,627,305 3,754,261 3,904,431 4,060,609 Inter-governmental 111,059 - 34,169 - - - - - Licenses & Permits - - - - - - - - Fines & Forfeitures - - - - - - - - Charges for Services 6,448 6,000 7,042 6,000 6,000 6,000 6,000 6,000 Interest 69,857 75,000 50,197 50,000 50,000 50,000 50,000 50,000 Miscellaneous Revenue 27,379 24,228 25,537 25,941 26,359 26,776 27,194 27,612

Subtotal - Revenues 3,491,118 3,433,247 3,536,028 3,603,596 3,709,664 3,837,037 3,987,625 4,144,221 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Committed for Other Purposes 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 Restricted Prior Year Reserves 4,958,637 5,377,352 5,377,352 5,108,895 4,165,494 3,741,428 3,644,008 4,079,058


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 12,089,338 13,200,181 12,817,554 13,185,881 13,334,078 13,500,030 13,642,685 13,784,695 Materials & Supplies 543,457 751,512 529,550 772,750 803,750 834,750 754,750 764,750 Other Services & Charges 357,952 672,132 470,500 600,250 606,250 608,250 608,250 608,250 Capital Outlay 44,902 365,750 174,642 407,000 92,000 72,000 60,000 60,000 Debt Service - - - - - - - -



NET TRANSFERS IN (OUT) 9,963,245 9,986,345 10,187,761 10,418,884 10,702,347 11,080,573 11,513,110 11,934,389

OTHER USES:Reserve for Council Special Projects - - - - - - - - Committed for Other Purposes 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 Restricted (Reserve for Other Purposes) - - - - - - - - Restricted (Reserve for Specific Fund Purposes) 5,377,352 3,807,369 5,108,895 4,165,494 3,741,428 3,644,008 4,079,058 4,939,972

TOTAL OTHER USES 6,577,352 5,007,369 6,308,895 5,365,494 4,941,428 4,844,008 5,279,058 6,139,972


DETAIL OF TRANSFERS OUT:Administrative Support 1,297,217 1,290,545 1,290,545 1,248,997 1,237,803 1,245,555 1,264,039 1,299,919

Allocation Credit (86,996) (231,703) (231,703) (174,365) - - - - Fleet Lease Assessment Fees 330,819 411,763 411,763 432,072 453,386 475,753 499,227 524,188 Fleet Transfer for additional fleet - - - - - - - - Insurance Assessment 695,726 893,051 893,051 858,359 834,802 855,585 869,245 890,030

Allocation Credit - (74,039) (74,039) 52,424 - - - - Vehicle Maintenance Charges 140,883 115,000 125,000 125,000 125,000 130,000 130,000 135,000

2,377,649 2,404,617 2,414,617 2,542,487 2,650,991 2,706,893 2,762,511 2,849,137

62

Police Department ice Department 2012-2013 2012-2013

Department Summary Department Summary

D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The mission of the Edmond Police Department is: “Trustworthy Service”. We work hard to maintain a good relationship with the community, which in turn allows us to provide a higher degree of service. Some of the ways we do this is with Community Oriented Policing and the Citizen’s Police Academy. Through these venues the citizens can begin to get an understanding of the complexities encountered policing the City of Edmond. The citizens get to know the Officers and feel they have someone they can call if they have problems or a question. This cooperation and trust is critical to accomplishing the mission.

The mission of the Edmond Police Department is: “Trustworthy Service”. We work hard to maintain a good relationship with the community, which in turn allows us to provide a higher degree of service. Some of the ways we do this is with Community Oriented Policing and the Citizen’s Police Academy. Through these venues the citizens can begin to get an understanding of the complexities encountered policing the City of Edmond. The citizens get to know the Officers and feel they have someone they can call if they have problems or a question. This cooperation and trust is critical to accomplishing the mission.

G O A L S G O A L S 1. 1. Provide a Safe Community Environment Provide a Safe Community Environment 2. Deliver Trustworthy Service 3. Maintain High Levels of Professionalism 4. Expand Community Partnerships


146-0-0 146-0-0 146-0-0 146-0-0 147-0-0 147-0-0 *Includes Special Services, Patrol, Investigations, and Animal Welfare. PD is currently staffed with 140 of the 146 funded & approved positions.

63

FUND BUDGET SUMMARY

Police Public Safety Limited Tax Fund FY 12-13

Prior Year Actual

Current Year Budget

Current Year Actual (Est.) BUDGET YEAR Projected

BudgetProjected

BudgetProjected

BudgetProjected

BudgetFY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17


REVENUES:Taxes 1,638,188 1,664,010 1,709,057 1,760,329 1,813,139 1,876,598 1,951,662 2,029,729 Inter-governmental 197,456 161,592 210,000 - - - - - Licenses & Permits - - - - - - - Fines & Forfeitures - - - - - - - Charges for Services 1,825 1,709 801 1,144 1,192 1,240 1,288 1,336 Interest 44,383 50,000 28,141 25,000 25,000 20,000 20,000 10,000 Miscellaneous Revenue 33,633 15,245 42,573 30,736 32,393 34,050 35,707 37,363

Subtotal - Revenues 1,915,485 1,892,556 1,990,572 1,817,209 1,871,724 1,931,888 2,008,657 2,078,428 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Committed for Other Purposes 4,449,377 1,281,818 1,281,818 1,836,818 - 600,000 - - Restricted Prior Year Reserves - 2,949,908 2,949,908 2,180,870 2,728,034 966,861 676,606 201,076


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 12,366,237 13,524,100 13,081,176 13,783,677 14,111,573 14,338,042 14,472,061 14,609,729 Materials & Supplies 586,873 715,037 641,989 781,375 743,320 763,415 810,070 803,015 Other Services & Charges 364,906 523,407 360,109 513,625 527,045 542,390 557,735 573,080 Capital Outlay 11,664 68,503 68,503 - - - - - Debt Service - - - - - - - -



NET TRANSFERS IN (OUT) 11,196,544 11,610,003 11,947,167 11,971,814 12,349,042 12,821,703 13,355,679 13,908,677

O S SOTHER USES:Reserve for Council Special Projects - - - - - - - - Committed for Other Purposes 1,281,818 1,836,818 1,836,818 600,000 - - - Restricted (Reserve for Other Purposes) - - - - - - - Restricted (Reserve for Specific Fund Purposes) 2,949,908 1,066,420 2,180,870 2,728,034 966,861 676,606 201,076 202,357

TOTAL OTHER USES 4,231,726 2,903,238 4,017,688 2,728,034 1,566,861 676,606 201,076 202,357



Allocation Credit (203,147) (459,612) (459,612) (349,171) - - - - Fleet Lease Assessment Fees 363,833 375,938 375,938 387,815 399,450 411,433 419,661 428,054 Fleet Transfer for additional fleet - - - 175,000 - - - - Insurance Assessment 705,636 701,926 701,926 608,615 592,084 607,091 616,953 631,965

Allocation Credit - (66,723) (66,723) 39,267 - - - - Vehicle Maintenance Charges 258,277 320,500 241,724 320,500 330,800 341,100 351,400 361,700

3,941,620 3,590,526 3,511,750 3,927,468 4,031,053 4,090,922 4,155,749 4,225,781

64

Hospital Sale Trust Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N This fund accounts for the proceeds received from the 1981 sale of the Edmond Memorial Hospital. Its only revenue source is interest earnings from the investment of the proceeds. The interest earnings may be used for capital improvements as determined by the City Council and the proceeds may be used for projects only as approved by a vote of the citizens of Edmond.

65

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66

Real Property Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Real Property Fund has been established to accumulate resources for future real property acquisitions of the City. Initially financing was provided by a one-time transfer of $463,230 reserved for land acquisition in the Capital Improvements Fund. Current funding is being provided by annual transfers from the Hospital Sale Trust Fund.

67

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68

Convention & Visitors Bureau 2012-2013



As a City of Edmond agency, the strategic planning process established the mission of the Edmond Convention & Visitors Bureau (ECVB) as “Serving the Community by Promoting Destination Edmond.” That same process established the vision of the ECVB as follows:

As a City of Edmond agency, the strategic planning process established the mission of the Edmond Convention & Visitors Bureau (ECVB) as “Serving the Community by Promoting Destination Edmond.” That same process established the vision of the ECVB as follows: “Promote Edmond Events, Amenities and Attractions outside of the Edmond community and to Facilitate Positive Visitor Experiences for tourists, convention and sporting event attendees, potential visitors as well as Edmond residents in order to become recognized as an established premier travel destination in this region.”

“Promote Edmond Events, Amenities and Attractions outside of the Edmond community and to Facilitate Positive Visitor Experiences for tourists, convention and sporting event attendees, potential visitors as well as Edmond residents in order to become recognized as an established premier travel destination in this region.” The City of Edmond has recognized the core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation as defining the internal culture of our organization. These guiding principals are incorporated in all ECVB activities, goals and strategies.

The City of Edmond has recognized the core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation as defining the internal culture of our organization. These guiding principals are incorporated in all ECVB activities, goals and strategies.

G O A L S G O A L S

1. 1. Work to bring a convention center and full service hotel to Edmond. Work to bring a convention center and full service hotel to Edmond. 2. Bring Conferences & Group business to Edmond 3. Develop new group business by administration of the grant & event support program4. Work towards Edmond being perceived as a travel destination 5. Work with community organizations and travel industry business partners to

promote Edmond activities and amenities 6. Develop & Maintain adequate staffing and accountability to be fully integrated with

all COE processes


2-1-0 2-1-0 2-1-0 3-0-0 3-1-0 3-1-0

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70

Ambulatory Services Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Ambulatory Services Fund provides funding of the City of Edmond’s Ambulance Services through the regional Emergency Medical Services Authority (EMSA). It primarily covers those citizens who have elected to participate in the TotalCare Program which began in FY09-10.

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CAPITAL PROJECT FUNDS

Capital Project Funds - Sub-Directory Capital Improvement Fund – Description 73 Capital Improvement Fund - Summary 74 Roadway Improvement Fund - Description 75 Roadway Improvement Fund - Budget Summary 76 1996 Capital Improvement Tax Fund – Description 77 1996 Capital Improvement Tax Fund – Budget Summary 78 Art In Public Places Fund – Description 79 Art In Public Places Fund – Budget Summary 80 Cemetery Care Fund – Description 81 Cemetery Care Fund – Budget Summary 82 Park Tax Fund – Description 83 Park Tax Fund – Budget Summary 84 2000 Capital Improvement Tax Fund – Description 85 2000 Capital Improvement Tax Fund – Budget Summary 86 2012 Public Safety Center-Capital Imp. Tax Fund – Description 87 2012 Public Safety Center-Capital Imp. Tax Fund – Budget Summary 88

Capital Improvement Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Capital Improvements Fund has been established to account for major capital improvements and ADA (Americans with Disability Act) projects that are financed by the General Fund and other designated sources.

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Roadway Improvements Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Roadway Improvements Fund has been established to account for street construction and improvement projects as approved by the voters on May 10, 1994. The improvements were financed by a temporary seven-eight cent sales tax totaling $2,495,703. The remaining funds are planned to be expended in the Budget year for street improvements.

75

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76

1996 Capital Improvements Tax Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The 1996 Capital Improvements Tax Fund was established to account for various capital improvements recommended by the Citizens Capital Improvements Planning Committee and approved by the voters on August 27, 1996. The improvements were financed by a three-fourths cent sales tax for a five year period beginning November 1, 1996. Funded from the tax were street improvements, radio communication system and computer aided dispatch, water treatment plant expansion, library expansion, senior citizen center, and a city wide sidewalk project. This sales tax was replaced by the 2000 Capital Improvement Tax.

77

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78

Art In Public Places (VAC) In Public Places (VAC) 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Ordinance purpose is to provide means to fund the acquisition of works of art by the City and which art shall be in the City’s collection, to create a Visual Arts Commission, to provide a means to select works of art for the collection, to provide for the display of the collection, and to provide for the maintenance and repair of the works of art in the collection (Ord.2653, 1, Oct.8, 2001).

Ordinance purpose is to provide means to fund the acquisition of works of art by the City and which art shall be in the City’s collection, to create a Visual Arts Commission, to provide a means to select works of art for the collection, to provide for the display of the collection, and to provide for the maintenance and repair of the works of art in the collection (Ord.2653, 1, Oct.8, 2001).

G O A L S G O A L S 1. 1. Control methods of selection of art objects and appropriate locations for display. Control methods of selection of art objects and appropriate locations for display. 2. Identify and preserve art objects that may be displayed in public places. 3. Build partnerships with private and corporate entities to purchase artwork.

79

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80

Cemetery Care Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Cemetery Care Fund has been established to account for 12.5% of all monies received form the sale of lots and interments in accordance with state law. Monies received must be used to purchase lands for cemeteries and for making capital improvements. Interest earned may be used for improving, caring for and beautifying cemetery property.

81

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82

Park Tax Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Park Tax Fund is a dedicated 1/8 cent City sales tax for operations and improvements within the Parks & Recreation Department and its various divisions such as Arcadia Lake, KickingBird Golf & Tennis and our sports partners—such as EASI, Edmond Soccer, Rodeo, Adult Softball, Lacrosse benefit from this funding source.

83

FUND BUDGET SUMMARY

Parks Tax Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Taxes 1,638,188 1,664,143 1,709,057 1,760,329 1,813,139 1,876,598 1,951,662 2,029,729 Inter-governmental - - 39,901 - - - - - Interest 15,029 15,000 12,784 13,000 13,000 13,000 14,000 15,000 Miscellaneous Revenue 144,830 8,932 9,900 8,725 9,947 10,768 11,590 12,411

Subtotal - Revenues 1,798,047 1,688,075 1,771,642 1,782,054 1,836,086 1,900,366 1,977,252 2,057,140 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves 1,229,946 1,611,827 1,611,827 415,534 311,281 304,932 910,123 1,329,701 Committed Prior Year Reserves - - - - - - - -


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 318,544 333,695 333,391 343,550 347,659 353,593 359,510 365,432 Materials & Supplies 39,019 50,220 36,175 50,220 50,220 50,220 50,220 50,220 Other Services & Charges 163,150 327,404 258,580 194,324 197,324 197,324 197,324 197,324 Capital Outlay 838,775 1,650,600 1,661,359 1,155,000 1,200,000 645,000 900,000 300,000 Debt Service - - - - - - - -

TOTAL ESTIMATED COSTS 1,359,487 2,361,919 2,289,505 1,743,094 1,795,203 1,246,137 1,507,054 912,976

TRANSFERS:Transfers In - - - - - - - - Transfers Out (See detail below) (56,679) (684,040) (678,430) (143,213) (47,231) (49,039) (50,620) (48,041)

NET TRANSFERS IN (OUT) (56,679) (684,040) (678,430) (143,213) (47,231) (49,039) (50,620) (48,041)

OTHER USES:Reserve for Council Special Projects - - - - - - - - Committed for Other Purposes - - - - - - - - Restricted (Reserve for Capital Improvements) 1,611,827 253,943 415,534 311,281 304,932 910,123 1,329,701 2,425,824 Restricted (Reserve for Specific Fund Purposes) - - - - - - - -

TOTAL OTHER USES 1,611,827 253,943 415,534 311,281 304,932 910,123 1,329,701 2,425,824


DETAIL OF TRANSFERS OUT:Administrative Support 30,994 35,046 35,046 31,048 30,562 30,594 30,990 32,166

Allocation Credit (2,577) (4,569) (4,569) (4,279) - - - - Art in Public Places Fund 17,392 8,500 4,090 5,500 6,000 7,500 8,500 4,500 Fleet Lease Assessment Fund 3,319 3,319 3,319 3,419 3,522 3,627 3,700 3,774 Insurance Assessment 4,281 4,611 4,611 4,737 4,647 4,818 4,930 5,101

Allocation Credit - (367) (367) 288 - - - - Vehicle Maintenance Fund 3,271 2,500 1,300 2,500 2,500 2,500 2,500 2,500 2000 Capital Improvement Tax Fund - 535,000 535,000 - - - - - Arcadia Lake Fund - - - - - - - - Golf Course Fund - 100,000 100,000 100,000 - - - -

56,679 684,040 678,430 143,213 47,231 49,039 50,620 48,041

84

2000 Capital Improvements Tax Fund mprovements Tax Fund 2012-2013 2012-2013



The 2000 Capital Improvements Tax Fund has been established to account for capital improvements as recommended to the City Council by the Capital Financing Task Force. The improvements are being financed by a permanent three-fourths cent sales tax approved by the voters December 12, 2000. In addition, this fund accounts for payment of principal and interest due each year on the outstanding balance of sales tax revenue bonds. There are four bond issues outstanding with total indebtedness of $62,750,000.

The 2000 Capital Improvements Tax Fund has been established to account for capital improvements as recommended to the City Council by the Capital Financing Task Force. The improvements are being financed by a permanent three-fourths cent sales tax approved by the voters December 12, 2000. In addition, this fund accounts for payment of principal and interest due each year on the outstanding balance of sales tax revenue bonds. There are four bond issues outstanding with total indebtedness of $62,750,000.

Bond Issues Bond Issues Issues Issues Issue

Amount Issue

Amount Principal Balance

Principal Balance 6-30-12 6-30-12

Final Maturity

Final Maturity

1. 2001 Sales Tax Revenue Bonds 20,000,000 * * 2. 2003 Sales Tax Revenue Bonds 20,000,000 12,905,000 7/01/2023 3. 2004 Sales Tax Revenue Bonds 20,000,000 13,935,000 7/01/2024 4. 2005 Sales Tax Revenue Bonds 30,000,000 23,740,000 7/01/2026 5. 2010 Sales Tax Revenue Bonds 13,900,000 12,170,000 7/01/2021 * 2001 Sales Tax Revenue Bond was refinanced to the 2010 Sales Tax Revenue Bond with same final maturity.

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FUND BUDGET SUMMARY

2000 Capital Improvement Tax Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Taxes 9,829,129 9,984,061 10,311,177 10,620,512 10,939,128 11,321,997 11,774,877 12,245,872 Inter-governmental 704,928 - - - - - - - Licenses & Permits - - - - - - - - Interest 862,415 550,000 630,931 550,000 300,000 250,000 300,000 450,000 Miscellaneous Revenue - 16,865,418 16,865,418 - - - - -

Subtotal - Revenues 11,396,472 27,399,479 27,807,526 11,170,512 11,239,128 11,571,997 12,074,877 12,695,872 OTHER RESOURCES:Debt/Loan Proceeds 13,900,000 - 13,750,000 - - - - Restricted Prior Year Reserves 45,401,115 43,636,567 43,636,567 23,899,658 21,902,073 10,164,491 10,455,344 10,242,674 Committed Prior Year Reserves - - - - - - - -


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Materials & Supplies 42 200 40 50 50 50 50 50 Other Services & Charges 150,030 35,000 15,000 25,000 25,000 25,000 25,000 25,000 Capital Outlay: Street/Highways 5,884,859 14,977,761 12,350,000 8,600,000 14,200,000 2,500,000 3,500,000 3,750,000 Parks and Recreation 1,127,272 26,970,674 29,164,247 - - - - - Public Safety - - - - - - - - Economic Development - - - 8,800,000 - - - - General Government 1,561 150,000 106,222 102,197 109,106 105,397 112,242 120,000 Debt Service: Principal Retirement 3,370,000 4,095,000 4,095,000 4,270,000 4,445,000 4,630,000 4,815,000 5,010,000 Interest 2,797,592 2,862,904 2,862,904 2,697,031 2,525,176 2,347,642 2,161,265 1,965,243 Issuance Fees - - - 138,000 - - - - ED Debt Service (P&I) - - - - 1,612,000 1,612,000 1,612,000 1,612,000


TRANSFERS:TRANSFERS:Transfers In - 1,226,000 1,226,000 - - - - - Transfers Out (See detail below) (13,729,664) (166,322) (177,022) (2,285,819) (60,378) (61,055) (61,990) (62,984) NET TRANSFERS IN (OUT) (13,729,664) 1,059,678 1,048,978 (2,285,819) (60,378) (61,055) (61,990) (62,984)

OTHER USES:Reserve for Council Special Projects - - - - - - - - Committed for Other Purposes - - - - - - - - Restricted (Reserve for Capital Improvements) 36,632,360 15,924,979 16,820,451 13,210,866 1,473,284 1,764,137 1,551,467 1,702,062 Restricted (Reserve for Specific Fund Purposes) 7,004,207 7,079,207 7,079,207 8,691,207 8,691,207 8,691,207 8,691,207 8,691,207

TOTAL OTHER USES 43,636,567 23,004,186 23,899,658 21,902,073 10,164,491 10,455,344 10,242,674 10,393,269


DETAIL OF TRANSFERS OUT:Other Purposes - Art in Public Places Fund - 95,300 106,000 36,000 - - - - Tranfers-Debt Refinance 13,667,116 - - - - - - - Other Purposes - Real Property Fund - - - 2,200,000 - - - - Administrative Support 64,233 72,965 72,965 59,543 60,378 61,055 61,990 62,984

Allocation Credit (1,685) (1,943) (1,943) (9,724) - - - - 13,729,664 166,322 177,022 2,285,819 60,378 61,055 61,990 62,984

86

2012 Public Safety Center -Capital Improvements Tax Fund



The 2012 Public Safety Center -Capital Improvements Tax Fund was established to account for the capital construction costs of a new Public Safety Center. The improvements are being financed by a 5-year one-half cent sales tax approved by the voters October 11th, 2011. The one-half cent sales tax began April 1st, 2012 and will end March 31st, 2017.

87

no

FUND BUDGET SUMMARY

2012 Public Safety Center - Capital m I provement Tax Fund FY 12-13

Prior Year Actual

Current Year Budget


BudgetProjected

BudgetProjected

BudgetProjected



REVENUES:Taxes - 850,000 850,309 7,059,554 7,271,340 7,525,837 7,826,871 7,106,172 Inter-governmental - - - - - - - - Licenses & Permits - - - - - - - - Interest - - 100 1,500 1,500 1,500 1,500 5,000 Miscellaneous Revenue - - - - - - - -

Subtotal - Revenues - 850,000 850,409 7,061,054 7,272,840 7,527,337 7,828,371 7,111,172 OTHER RESOURCES:Debt/Loan Proceeds - 7,000,000 7,000,000 - - - - - Restricted Prior Year Reserves - - - 5,350,409 375,797 612,751 4,103,997 4,395,508 Committed Prior Year Reserves - - - - - - - -

TOTAL ESTIMATED RESOURCES - 7,850,000 7,850,409 12,411,463 7,648,637 8,140,088 11,932,368 11,506,680

ESTIMATED USES

DIRECT COSTS BY FUNCTION:Materials & Supplies - - - - - - - - Other Services & Charges - - - - - - - - Capital Outlay: Public Safety - 7,850,000 2,500,000 12,000,000 7,000,000 4,000,000 - - General Government - - - - - - - - Debt Service: Principal Retirement - - - - - - 7,000,000 - Interest - - - - - - 500,000 - Interest on Construction Debt - - - - - - - -

TOTAL ESTIMATED COSTS - 7,850,000 2,500,000 12,000,000 7,000,000 4,000,000 7,500,000 -

TRANSFERS:Transfers InTransfers In - - - - - - - - Transfers Out (See detail below) - - - (35,666) (35,886) (36,091) (36,860) (37,075) NET TRANSFERS IN (OUT) - - - (35,666) (35,886) (36,091) (36,860) (37,075)

OTHER USES:Reserve for Council Special Projects - - - - - - - - Committed for Other Purposes - - - - - - - - Restricted (Reserve for Capital Improveme - - 5,350,409 375,797 612,751 4,103,997 4,395,508 11,469,605 Restricted (Reserve for Specific Fund Purp - - - - - - - -

TOTAL OTHER USES - - 5,350,409 375,797 612,751 4,103,997 4,395,508 11,469,605

TOTAL ESTIMATED USES - 7,850,000 7,850,409 12,411,463 7,648,637 8,140,088 11,932,368 11,506,680

DETAIL OF TRANSFERS OUT:Other Purposes - Art in Public Places Fund - - - - - - - - Tranfers-Debt Refinance - - - - - - - - Administrative Support - - - 35,666 35,886 36,091 36,860 37,075

Allocation Credit - - - - - - - - - - - 35,666 35,886 36,091 36,860 37,075

Debt Service: Revenue Loan Note relates to the ublic Safety Center vote to borrow funds from the Hospital Trust.

88

EPWA UTILITY FUNDS

EPWA Utility Funds - Sub-Directory

Public Works Authority Funds - Description 89-90 Public Works Authority Funds - Summary 91 Electric Fund - Description 92 Electric Fund - Budget Summary 93 Water Resources Department – Description 94 Water Resources Department – Budget Summary 95 Solid Waste Utility – Description 96 Solid Waste Utility – Budget Summary 97 Wastewater Treatment – Description 98 Wastewater Treatment – Budget Summary 99 Arcadia Lake – Description 100 Arcadia Lake – Budget Summary 101 Drainage Utility – Description 102 Drainage Utility – Budget Summary 103 PWA Sewer Impact Fee–Budget Summary 104-105 Revenue Bond Fund – Budget Summary 106-107

89

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -EPWA UTILITY FUNDS- The EPWA Utility Funds are used to account for the cost of providing all utility services

(electricity, water, wastewater, drainage, solid waste) to the citizens of Edmond funded with

the revenue generated by the charges for services represented by the utility bills. The

costs incurred include personnel, operation and maintenance and capital outlay costs

necessary to adequately develop and maintain a high level of service in the utility facilities.

The fund also accounts for the operations of the Arcadia Lake recreational facilities.

These facilities are financed through user fees and General Fund and Park Tax Fund

transfers.

EPWA SEWER IMPACT FUND

The EPWA Sewer Impact Fund is used to account for impact fees collected on new

developments in accordance with Ordinance #2077. This ordinance, which was repealed

in July 2002, established a fee of $100 per toilet to be used for the sole purpose of

acquiring, equipping, and/or making capital improvements to the City’s sewer facilities. The

funds may also be used for debt service under certain conditions.

90


FUND DESCRIPTION

EPWA UTILITY FUNDS

EPWA REVENUE BOND FUNDS

The EPWA Revenue Bond Funds are utilized to account for the construction costs and

improvement costs related to utility system capital improvements funded by the sale of

Public Works Authority revenue bonds. In addition, the Bond Funds account for

payment of principal and interest due each year on the outstanding balance of revenue

bonds. At present, the Authority has three (3) revenue bond issues outstanding with

total indebtedness equaling $46,625,000.

ISSUE ISSUE PRINCIPAL FINAL AMOUNT BAL. 6-30-11 MATURITY

2003 Utility System Refunding Revenue 8,735,000 2,980,000 1/01/2024 Bonds 2004 Utility System Revenue Bonds 14,700,000 10,875,000 7/01/2024 2005 Utility System Refund Revenue 40,435,000 32,770,000 7/01/2024 Bonds

FUND BUDGET SUMMARY

Public Works Authority Funds FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Inter-governmental 225,315 - - - - - - - License and Permits 1,501,108 1,089,633 1,444,845 1,224,315 1,275,305 1,326,296 1,371,565 1,428,275 Charges for Services 101,213,826 104,040,083 111,728,582 110,639,913 115,016,840 118,338,935 121,301,096 124,272,761 Interest 589,736 583,500 457,468 467,500 497,500 517,500 550,500 577,500 Miscellaneous Revenue 494,948 268,453 684,412 265,696 268,860 272,158 275,879 279,851 Subtotal - Revenues 104,024,933 105,981,669 114,315,307 112,597,424 117,058,505 120,454,889 123,499,040 126,558,387 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves - - - - - - - - Unrestricted Prior Year Reserves 54,307,720 52,736,699 52,736,699 44,499,829 42,216,909 46,555,922 51,527,067 57,076,612 TOTAL ESTIMATED RESOURCES 158,332,653 158,718,368 167,052,006 157,097,253 159,275,414 167,010,811 175,026,107 183,634,999

ESTIMATED USES

DIRECT COSTS BY FUNCTION:Electric Utility 63,426,525 67,979,311 70,867,879 65,002,868 65,416,141 66,438,568 67,381,966 68,318,592 Water Utility 12,346,764 14,485,716 11,554,456 12,758,828 11,264,394 12,703,468 13,109,629 13,045,443 Solid Waste Utility 4,745,518 5,464,926 4,934,230 5,495,787 5,320,594 5,418,174 5,517,340 5,614,083 Wastewater Utility 4,418,703 12,529,759 11,466,636 6,129,806 4,920,316 5,372,780 5,598,839 6,487,920 Arcadia 683,732 740,145 709,862 750,634 756,854 765,153 775,493 785,076 Drainage 488,990 1,916,054 1,202,012 2,488,898 2,197,414 1,862,772 2,155,323 1,818,383 TOTAL ESTIMATED COSTS 86,110,231 103,115,911 100,735,075 92,626,822 89,875,713 92,560,916 94,538,590 96,069,497

TRANSFERS:Transfers In 27,393,134 27,117,570 27,865,742 28,731,883 29,580,198 30,598,469 31,801,436 33,053,992 Transfers Out (See detail below) (46,878,857) (49,374,593) (49,759,632) (50,985,405) (52,423,977) (53,521,298) (55,212,341) (57,013,256) NET TRANSFERS IN (OUT) (19,485,723) (22,257,023) (21,893,890) (22,253,522) (22,843,779) (22,922,829) (23,410,905) (23,959,264)

OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*)g ( g ) 52,736,699 , , 33,422,222 , , 44,499,829 , , 42,216,909 , , 46,555,922 , , 51,527,067 , , 57,076,612 , , 63,606,238 , , TOTAL OTHER USES 52,736,699 33,422,222 44,499,829 42,216,909 46,555,922 51,527,067 57,076,612 63,606,238


* LEVEL OF EMERGENCY RESERVES:Percentage of Total Revenue 51% 32% 39% 37% 40% 43% 46% 50%Number of Days of Revenue 185 115 142 137 145 156 169 183 Percentage of Total Expenses 40% 22% 30% 29% 33% 35% 38% 42%Number of Days of Expenses 145 80 108 107 119 129 139 152

DETAIL OF TRANSFERS OUT:General Fund-Sales Tax 26,146,255 26,624,157 27,415,742 28,238,214 29,085,361 30,103,348 31,307,482 32,559,782 Administrative Support 6,227,743 6,409,827 6,409,827 6,640,989 6,631,159 6,723,531 6,840,300 6,967,958

Allocation Credit (415,038) (1,131,773) (1,131,773) (767,172) - - - - Capital Improvement 11,057 691,000 691,000 - - - - - Edmond Economic Development Fund (EEDA) 412,000 440,000 440,000 470,000 470,000 470,000 470,000 470,000 Edmond Electric Economic Development Fund - - - 50,000 - - - - Fleet Lease Assessment Fee 736,540 800,273 800,273 994,717 1,046,551 1,077,406 1,099,462 1,120,475 Fleet Management Fund 34,100 598,900 1,043,881 234,517 2,050 - 2,050 2,050 General Fund 3,068,824 3,228,954 3,228,954 3,378,214 3,610,405 3,895,464 4,210,209 4,549,894 Insurance Assessment 228,953 274,864 274,864 248,150 304,408 313,868 320,029 329,286

Allocation Credit - (69,294) (69,294) 20,129 - - - - Revenue Bond Funds 5,520,029 6,240,201 5,466,746 6,259,250 5,875,159 5,483,610 5,479,499 5,477,381 Vehicle Maintenance Fees 753,850 772,199 694,127 803,703 774,492 774,492 774,492 774,492 Field Services 4,154,545 4,495,285 4,495,285 4,556,836 4,624,392 4,679,579 4,708,818 4,761,938

Allocation Credit - (76,788) (76,788) (142,142) - - - - 46,878,857 49,374,593 49,759,632 50,985,405 52,423,977 53,521,298 55,212,341 57,013,256

91

Edmond Electric nd Electric 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Edmond Electric's mission is to provide high quality electric service at a competitive price responding to our customers' needs with trustworthy service. Edmond Electric's mission is to provide high quality electric service at a competitive price responding to our customers' needs with trustworthy service. Edmond Electric is Oklahoma's largest community-owned electric utility. Edmond Electric has served the Edmond community since 1908. Today, Edmond Electric provides electric services to more than 83,000 residents within the City of Edmond corporate city limits.

Edmond Electric is Oklahoma's largest community-owned electric utility. Edmond Electric has served the Edmond community since 1908. Today, Edmond Electric provides electric services to more than 83,000 residents within the City of Edmond corporate city limits. As a publicly owned power company and a city department, Edmond Electric returns profits to the community annually. Our profits support vital city services such as police, fire, streets and parks. Because of Edmond Electric's support, our community maintains a high quality of living yet has one of the lowest sales tax rates in the state for a city our size. Plus, Edmond Electric provides the lowest rates in the greater Oklahoma City metro area!

As a publicly owned power company and a city department, Edmond Electric returns profits to the community annually. Our profits support vital city services such as police, fire, streets and parks. Because of Edmond Electric's support, our community maintains a high quality of living yet has one of the lowest sales tax rates in the state for a city our size. Plus, Edmond Electric provides the lowest rates in the greater Oklahoma City metro area!

G O A L S G O A L S 1. 1. Provide High Quality Electric Service Provide High Quality Electric Service 2. Maintain Cost Competitiveness and Responsive Rates 3. Maintain Long-Term Investment Value of System 4. Provide Responsive Customer Service 5. Provide Proactive Employee Development


49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 *Staffing Level adjusted for transfer of .4 full-time equivalent personnel to Warehouse budget.

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& 4 5 5 6 7 9

FUND BUDGET SUMMARY

Electric Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Inter-governmental 3,633 - - - - - - - Charges for Services 65,242,741 69,115,485 73,097,290 71,009,407 72,903,654 74,875,689 76,873,068 78,893,301 Interest 123,466 150,000 80,322 85,000 100,000 110,000 125,000 150,000 Miscellaneous Revenue 228,275 11,000 471,165 11,000 11,000 11,000 11,000 11,000 Subtotal - Revenues 65,598,114 69,276,485 73,648,777 71,105,407 73,014,654 74,996,689 77,009,068 79,054,301 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves - - - - - - - - Unrestricted Prior Year Reserves 13,655,047 10,036,250 10,036,250 5,768,932 5,309,565 6,116,094 7,666,613 9,978,160


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 3,963,925 4,503,234 4,342,162 4,423,475 4,513,693 4,610,158 4,656,839 4,679,944 Materials & Supplies 822,226 1,003,460 824,338 916,300 943,600 1,042,600 1,054,100 1,064,600 Wholesale Electric Purchases 50,292,981 50,719,583 55,000,000 50,302,823 51,057,365 51,823,226 52,600,574 53,389,583 Other Services & Charges 5,399,918 5,521,062 5,373,379 5,797,270 5,819,483 5,884,584 5,992,453 6,106,465 Capital Outlay 2,947,474 6,231,972 5,328,000 3,563,000 3,082,000 3,078,000 3,078,000 3,078,000 Debt Service - - - - - - - -


TRANSFERS:Transfers In - - - - - - - - Transfers Out (See detail below) (5,790,386) (6,603,235) (7,048,216) (6,561,906) (6,791,984) (7,007,601) (7,315,555) (7,646,635)


OTHER USES:Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*)Unassigned (Res for Emergencies Shortfalls ) 10 036 25010,036,250 4 730 189,730,189 5 768 932,768,932 5 309 565,309,565 6 116 094,116,094 7 666 613,666,613 9 978 160,978,160 13 067 23413,067,234 TOTAL OTHER USES 10,036,250 4,730,189 5,768,932 5,309,565 6,116,094 7,666,613 9,978,160 13,067,234




Allocation Credit (154,696) (408,303) (408,303) (284,541) - - - - 2000 Capital Improvement Tax Fund - 691,000 691,000 - - - - - Edmond Economic Development Fund (EEDA) 412,000 440,000 440,000 470,000 470,000 470,000 470,000 470,000 Edmond Electric Economic Development Fund - - - 50,000 - - - - Fleet Lease Assessment Fee 237,095 242,524 242,524 277,512 308,670 318,240 324,335 330,528 Fleet Management Fund - 101,900 546,881 232,467 - - - - General Fund 2,370,320 2,626,640 2,626,640 2,761,558 2,991,271 3,232,613 3,488,950 3,761,184 Insurance Assessment 7,442 71,274 71,274 37,315 92,206 95,058 96,912 99,680

Allocation Credit - (50,328) (50,328) 6,200 - - - - Revenue Bond Funds 265,663 243,210 243,210 245,486 174,735 102,835 102,782 102,419 Vehicle Maintenance Fees 139,604 120,000 120,000 120,000 120,000 120,000 120,000 120,000

5,790,386 6,603,235 7,048,216 6,561,906 6,791,984 7,007,601 7,315,555 7,646,635

93

Water Resources r Resources 2012-2013 2012-2013



Water Resources has three (3) divisions: 1. Water Production comprised of the Edmond Water Plant, water towers, storage tanks, and water pumping stations; 2. Water Wells charged with operation and maintenance of the City’s 56 water wells; and 3. Wastewater Treatment, consisting of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. The overall mission of Water Resources is to meet the water and wastewater needs of Edmond’s customers by providing effective, efficient and trustworthy water and wastewater services.

Water Resources has three (3) divisions: 1. Water Production comprised of the Edmond Water Plant, water towers, storage tanks, and water pumping stations; 2. Water Wells charged with operation and maintenance of the City’s 56 water wells; and 3. Wastewater Treatment, consisting of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. The overall mission of Water Resources is to meet the water and wastewater needs of Edmond’s customers by providing effective, efficient and trustworthy water and wastewater services.

G O A L S G O A L S 1. 1. Compliance with EPA and ODEQ Regulations, Reporting and Rules Compliance with EPA and ODEQ Regulations, Reporting and Rules 2. Work Process Improvement 3. Program Development 4. Infrastructure Maintenance and Enhancement

Water Quality: 1) Drinking Water Compliance Rate (percent): 100 X (number of days in full compliance for the

year ÷ 365 days). 2) Wastewater Treatment Effectiveness Rate (percent): 100 X (365 – total number of standard non-

compliance days ÷ 365 days). 3) Chemical use per volume delivered/processed: Amount of chemicals used ÷ MG

delivered/processed. Customer Service: 1) Drinking water flow and pressure: Flow and pressure will be maintained in adequate volumes to

meet customer needs for potable, fire safety and non-potable uses. This will be determined by dividing days experiencing water volume issues by 365 days per year.

2) Customer service complaint rate: 1,000 X (customer service associated complaints ÷ number of active customer accounts).

3) Call responsiveness (percent): 100 X (number of calls responded to within one day ÷ total number of calls reported during the year).

Continuous Improvement: 1) Planned maintenance ratio by hours (percent): 100 X ((hours of planned maintenance) ÷ (hours of

planned + corrective maintenance)). 2) Presence of employee-focused objectives and targets: 100 percent of employees will have

mutually agreed upon goals and objectives related to productivity, creativity and support for continuous improvement efforts.

3) Training hours per employee: Total of qualified formal training hours for all employees ÷ total FTE’s worked by employees during the year.



28-0-0 28-0-0 28-0-0 28-0-0 28-0-0 28-0-0 *Includes Water Plant, Water Wells, and Wastewater Plant

94

FUND BUDGET SUMMARY

Water Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Inter-governmental - - - - - - - - License & Permits: Water Tap Fees 177,137 123,173 185,368 137,620 145,493 153,367 161,240 169,113 Capacity Fees 736,665 605,268 731,942 695,244 726,863 758,482 790,100 821,719 Charges for Services 19,549,656 18,153,996 21,249,957 21,174,743 22,717,057 23,067,860 23,671,564 24,247,843 Interest 234,543 225,000 184,506 200,000 210,000 210,000 215,000 215,000 Miscellaneous Revenue 200,184 209,252 164,733 206,258 208,769 211,281 213,791 216,302

Subtotal - Revenues 20,898,185 19,316,689 22,516,506 22,413,865 24,008,182 24,400,990 25,051,695 25,669,977 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves - - - - - - - - Unrestricted Prior Year Reserves 19,734,312 20,169,275 20,169,275 22,492,521 22,666,503 25,764,789 27,821,927 30,047,447


ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 1,339,403 1,403,461 1,398,772 1,438,816 1,451,328 1,472,425 1,493,582 1,512,996 Materials & Supplies 464,132 670,883 536,630 717,032 709,849 733,059 777,205 777,855 Other Services & Charges 2,607,587 4,349,595 3,905,922 4,113,899 4,227,787 4,350,550 4,426,090 4,454,904 Capital Outlay 6,279,991 6,353,145 4,004,500 4,781,454 3,168,771 4,441,744 4,708,007 4,595,936 Debt Service 1,655,650 1,708,632 1,708,632 1,707,627 1,706,659 1,705,690 1,704,745 1,703,752 Debt Issuance Costs - - - - - - - - Debt Reserves - - - - - - - -




OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*) 20,169,275 15,628,594 22,492,521 22,666,503 25,764,789 27,821,927 30,047,447 32,847,898 TOTAL OTHER USES 20,169,275 15,628,594 22,492,521 22,666,503 25,764,789 27,821,927 30,047,447 32,847,898



DETAIL OF TRANSFERS OUT:General Fund - Sales Tax 26,146,255 26,624,157 27,415,742 28,238,214 29,085,361 30,103,348 31,307,482 32,559,782 General Fund 182,454 116,250 116,250 134,193 138,402 184,642 210,810 241,044 Revenue Bond Funds 4,304,495 4,983,745 4,256,620 4,993,549 4,891,556 4,787,206 4,783,982 4,783,168 Capital Improvement 11,057 - - - - - - - Administrative Support Fund 1,580,623 1,643,773 1,643,773 1,821,534 1,839,505 1,869,082 1,903,008 1,942,400

Allocation Credit (111,530) (388,281) (388,281) (201,254) - - - - Insurance Assessment 77,978 69,940 69,940 57,373 61,019 62,819 63,990 65,755

Allocation Credit - (6,598) (6,598) 3,698 - - - - Vehicle Maintenance Fees 16,735 26,225 20,500 27,011 27,821 27,821 27,821 27,821 Fleet Lease Assessment Fee 23,611 34,329 34,329 37,348 38,367 39,418 40,257 41,115 Fleet Management Fund 25,000 7,400 7,400 2,050 2,050 - 2,050 2,050 Field Services Fund 2,820,505 2,825,244 2,825,244 2,631,924 2,646,781 2,669,395 2,684,628 2,720,730

Allocation Credit - 59,627 59,627 (26,371) - - - - 35,077,183 35,995,811 36,054,546 37,719,269 38,730,863 39,743,732 41,024,028 42,383,865

95

Solid Waste Department olid Waste Department 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Solid Waste Utility’s vision is to continuously improve solid waste services for the benefit of delivering “Trustworthy Service” to citizens. The Solid Waste Utility’s vision is to continuously improve solid waste services for the benefit of delivering “Trustworthy Service” to citizens. Solid Waste department delivers safe, high quality, cost effective trustworthy solid waste collection service to our customers. Department focuses on streamlined solid waste route management and promotes safe vehicle operations with employee safety incentive programs. The department is accelerating use of new technologies to continuously improve delivery and lower cost of service to our customers.

Solid Waste department delivers safe, high quality, cost effective trustworthy solid waste collection service to our customers. Department focuses on streamlined solid waste route management and promotes safe vehicle operations with employee safety incentive programs. The department is accelerating use of new technologies to continuously improve delivery and lower cost of service to our customers.

G O A L S G O A L S 1. 1. Provide unparalleled customer service to internal and external customers. Provide unparalleled customer service to internal and external customers.

2. Reduce maintenance costs/overtime within the department.

3. Improve overall department performance with emphasis on work practices review.

4. Reduce departmental maintenance costs by 10%.

5. Prepare for implementation of a composting program.

6. Improve department safety by reducing number of vehicle accidents by 25%.

7. Promote continuous improvement within the department.


20-0-0 20-0-0 20-0-0 20-0-0 20-0-0 20-0-0 *Includes Solid Waste Administration, Residential, Commercial, Recycling, and Roll Off

96

p

FUND BUDGET SUMMARY

Solid Waste Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Inter-governmental - - - - - - - - Charges for Services 7,414,246 7,536,225 7,591,276 7,546,406 7,604,781 7,664,912 7,721,530 7,845,441 Interest 22,263 15,000 20,789 15,000 15,000 15,000 15,000 15,000 Miscellaneous Revenue - -



ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 1,273,421 1,387,817 1,335,907 1,371,704 1,376,148 1,389,109 1,401,395 1,412,463 Materials & Supplies 450,007 598,244 470,758 603,875 607,002 611,776 616,597 620,867 Other Services & Charges 3,022,090 3,459,865 3,127,565 3,243,208 3,318,444 3,398,289 3,480,348 3,561,753 Capital Outlay - 19,000 - 277,000 19,000 19,000 19,000 19,000 Debt Service - - - - - - - -




OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*) 2,566,851 1,886,527 2,543,481 2,159,229 1,965,022 1,730,876 1,408,277 1,065,567 TOTAL OTHER USES 2,566,851 1,886,527 2,543,481 2,159,229 1,965,022 1,730,876 1,408,277 1,065,567




Allocation Credit (53,016) (104,896) (104,896) (103,749) - - - - Fleet Lease Assessment Fee 445,331 490,550 490,550 646,039 664,720 683,948 698,379 711,636 General Fund 322,204 312,312 312,312 327,252 342,906 359,309 376,497 394,507 Insurance Assessment 97,208 79,594 79,594 118,004 115,031 118,632 120,983 124,524

Allocation Credit - (8,179) (8,179) 7,923 - - - - Fleet Management Fund - 489,600 489,600 - - - - - Revenue Bond Funds 143,883 121,771 119,860 123,268 75,979 27,997 28,056 27,793 Vehicle Maintenance Fees 581,422 599,634 536,127 630,009 599,634 599,634 599,634 599,634

2,342,306 2,766,623 2,701,205 2,449,871 2,493,394 2,495,884 2,541,788 2,589,068

97

Wastewater Treatment 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Wastewater Treatment is a division of the Water Resources Department. It is comprised of the Coffee Creek Wastewater Treatment Plant and Lift Stations. The overall mission of Water Resources is:

Wastewater Treatment is a division of the Water Resources Department. It is comprised of the Coffee Creek Wastewater Treatment Plant and Lift Stations. The overall mission of Water Resources is: “To meet the water and wastewater needs of Edmond’s customers by providing effective, efficient, and trustworthy water and wastewater services.” “To meet the water and wastewater needs of Edmond’s customers by providing effective, efficient, and trustworthy water and wastewater services.” Our mission is the focus of the Fiscal Year 2010/2011-2014/2015 Strategic Operating Plan. Our mission is the focus of the Fiscal Year 2010/2011-2014/2015 Strategic Operating Plan. The Wastewater Treatment Division provides operations, maintenance, and monitoring of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. Divisional staff is five persons. Those positions, and divisional performance measures, are included in the Water Resources Departmental Summary information.

The Wastewater Treatment Division provides operations, maintenance, and monitoring of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. Divisional staff is five persons. Those positions, and divisional performance measures, are included in the Water Resources Departmental Summary information.

G O A L S G O A L S 1. 1. Comply with EPA and ODEQ Regulations and Rules Comply with EPA and ODEQ Regulations and Rules 2. Work Process Improvement 3. Program Development 4. Infrastructure Enhancement

98

FUND BUDGET SUMMARY

Wastewater Fund FY 12-13

Prior Year Actual

Current Year Budget


BudgetProjected

BudgetProjected

BudgetProjected



REVENUES:Inter-governmental 221,682 - - - - - - - License and Permits: Wastewater Tap Fees 315 578 553 632 690 748 806 864 Capacity Fees 586,991 360,614 526,982 390,819 402,259 413,699 419,419 436,579 Charges for Services 6,565,410 6,764,439 7,342,718 8,425,084 9,286,028 10,202,367 10,464,835 10,671,170 Interest 156,697 150,000 126,568 125,000 130,000 140,000 150,000 150,000 Miscellaneous Revenue 9,659 - - - - - - -



ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 434,176 478,137 493,138 480,272 478,343 487,326 495,319 502,378 Materials & Supplies 279,543 502,484 389,922 433,355 446,730 460,147 474,199 473,508 Other Services & Charges 1,094,806 1,693,764 1,592,576 1,406,981 1,800,163 2,017,364 1,929,321 1,939,638 Capital Outlay 2,610,177 9,855,373 8,991,000 3,809,198 2,195,080 2,407,943 2,700,000 3,572,396 Debt Service - - - - - - - -




O S SOTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*) 14,878,346 6,788,101 8,576,666 8,208,010 9,842,989 12,101,769 14,365,737 15,911,439 TOTAL OTHER USES 14,878,346 6,788,101 8,576,666 8,208,010 9,842,989 12,101,769 14,365,737 15,911,439




Allocation Credit (52,548) (126,477) (126,477) (94,458) - - - - Field Services Fund 1,334,040 1,670,041 1,670,041 1,924,912 1,977,611 2,010,184 2,024,190 2,041,208

Allocation Credit - (136,415) (136,415) (115,771) - - - - Fleet Lease Assessment Fee 11,665 12,064 12,064 12,388 12,721 13,065 13,301 13,542 Fleet Management Fund 9,100 - - - - - - - General Fund 193,846 173,752 173,752 155,211 137,826 118,899 133,951 153,159 Insurance Assessment 9,046 13,155 13,155 11,745 12,985 13,433 13,722 14,152

Allocation Credit - (1,037) (1,037) 801 - - - - Revenue Bond Funds 373,577 398,062 397,056 403,278 238,052 70,451 70,725 69,791 Vehicle Maintenance Fees 3,985 11,446 8,200 11,789 12,143 12,143 12,143 12,143

2,637,066 2,836,117 2,831,865 3,180,385 3,263,681 3,125,253 3,172,253 3,224,991

99

Arcadia Lake 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Arcadia Lake provides quality outdoor recreational experiences such as, camping, boating, swimming, hiking/biking, fishing, hunting and picnicking to the community. Arcadia Lake provides quality outdoor recreational experiences such as, camping, boating, swimming, hiking/biking, fishing, hunting and picnicking to the community.

G O A L S G O A L S 1. 1. Search for New Revenue Sources Search for New Revenue Sources 2. Improve Internal Operations to Best Meet Customer Needs 3. Provide Quality Maintenance Services 4. Identify Capital Improvements and schedule appropriately. 5. Engage in Partnerships to Benefit Arcadia Lake services.


6-4-23 6-5-23 6-5-23 6-5-23 6-5-27 6-5-27

100

FUND BUDGET SUMMARY

Arcadia Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Inter-governmental - - - - - - - - Charges for Services 815,300 832,372 799,363 831,972 839,135 849,184 865,598 889,969 Interest 3,954 3,500 2,899 2,500 2,500 2,500 2,500 2,500 Miscellaneous Revenue 53,330 48,201 48,514 48,438 49,091 49,877 51,088 52,549

Subtotal - Revenues 872,585 884,073 850,776 882,910 890,726 901,561 919,186 945,018 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves - - - - - - - - Unrestricted Prior Year Reserves 292,761 303,582 303,582 265,321 217,395 152,124 90,729 34,018

TOTAL ESTIMATED RESOURCES 1,165,346 1,187,655 1,154,358 1,148,231 1,108,121 1,053,685 1,009,915 979,036

ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 454,490 482,450 462,804 494,908 501,428 510,127 520,667 528,000 Materials & Supplies 82,722 86,904 88,854 90,435 89,135 87,285 87,285 89,135 Other Services & Charges 146,519 170,791 158,204 165,291 166,291 167,741 167,541 167,941 Capital Outlay - - - - - - - - Debt Service - - - - - - - -

TOTAL ESTIMATED COSTS 683,732 740,145 709,862 750,634 756,854 765,153 775,493 785,076

TRANSFERS:Transfers In-General Fund 432,410 493,413 450,000 493,669 494,837 495,121 493,954 494,210 Transfers In-Park Tax Fund - - - - - - - - Transfers Out (See detail below) (610,442) (676,588) (629,175) (673,871) (693,980) (692,924) (694,358) (697,576)


OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvementsp p - - - - - - - - Reserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*) 303,582 264,335 265,321 217,395 152,124 90,729 34,018 (9,406) TOTAL OTHER USES 303,582 264,335 265,321 217,395 152,124 90,729 34,018 (9,406)

TOTAL ESTIMATED USES 1,165,346 1,187,655 1,154,358 1,148,231 1,108,121 1,053,685 1,009,915 979,036

* LEVEL OF EMERGENCY RESERVES:Percentage of Total Revenue 23% 19% 20% 16% 11% 6% 2% -1%Number of Days of Revenue 85 70 74 58 40 24 9 (2) Percentage of Total Expenses 23% 19% 20% 15% 10% 6% 2% -1%Number of Days of Expenses 86 68 72 56 38 23 8 (2)


Allocation Credit (11,473) (26,026) (26,026) (18,491) - - - - Fleet Lease Assessment Fee 16,641 18,609 18,609 19,167 19,742 20,334 20,741 21,156 Insurance Assessment 34,623 37,998 37,998 20,843 20,341 20,967 21,376 21,996

Allocation Credit - (2,926) (2,926) 1,322 - - - - Revenue Bond Funds 432,410 493,413 450,000 493,669 494,837 495,121 493,954 494,210 Vehicle Maintenance Fees 11,751 12,000 8,000 12,000 12,000 12,000 12,000 12,000

610,442 676,588 629,175 673,871 693,980 692,924 694,358 697,576

101

Drainage Utility nage Utility 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Drainage Utility is one of the three divisions comprising the Engineering Department. This division is funded by the stormwater drainage system service charge that is collected through the utility billing system. Drainage Utility focuses on all aspects of stormwater drainage including storm water planning, floodplain management, and the environmental protection of Edmond’s waterways.

Drainage Utility is one of the three divisions comprising the Engineering Department. This division is funded by the stormwater drainage system service charge that is collected through the utility billing system. Drainage Utility focuses on all aspects of stormwater drainage including storm water planning, floodplain management, and the environmental protection of Edmond’s waterways.

G O A L S G O A L S 1. 1. Work towards making the public aware of the benefits as well as the hazards of

floodplains using public outreach activities. Work towards making the public aware of the benefits as well as the hazards of floodplains using public outreach activities.

2. Work towards making the public aware of what it can do to help improve the quality of stormwater runoff using public outreach activities.

3. Improve the quality of Edmond’s waterways through an Illicit Discharge Detection and Elimination (IDDE) Program to curtail pollution.


5 - 0 - 0 5 - 0 - 0 5 - 0 - 0 5 - 0 - 0 5 - 0 - 0 5 - 0 - 0

102

FUND BUDGET SUMMARY

Drainage Fund FY 12-13

Prior Year Actual

Current Year Budget


BudgetProjected

BudgetProjected

BudgetProjected



REVENUES:Inter-governmental - - - - - - - - Charges for Services 1,626,473 1,637,566 1,647,978 1,652,301 1,666,185 1,678,923 1,704,501 1,725,037 Interest 48,814 40,000 42,384 40,000 40,000 40,000 43,000 45,000 Miscellaneous Revenue 3,500 - - - - - - -



ESTIMATED USES

DIRECT COSTS BY FUNCTION:Personal Services 337,640 356,329 319,755 348,301 344,100 348,475 350,826 353,686 Materials & Supplies 5,097 15,516 10,297 13,670 13,670 13,670 13,670 13,670 Other Services & Charges 122,903 416,811 358,262 182,227 180,427 180,627 180,827 181,027 Capital Outlay 23,350 1,127,398 513,698 1,944,700 1,659,217 1,320,000 1,610,000 1,270,000 Debt Service - - - - - - - -

TOTAL ESTIMATED COSTS 488,990 1,916,054 1,202,012 2,488,898 2,197,414 1,862,772 2,155,323 1,818,383

TRANSFERS:Transfers In - - - - - - - - Transfers Out (See detail below) (421,475) (419,431) (417,837) (400,103) (450,075) (455,903) (464,358) (471,120)


OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - -

f OReserve for Other Restricted Purposes - - - - - - - - Unassigned (Res for Emergencies & Shortfalls*) 4,782,395 4,124,476 4,852,908 3,656,208 2,714,904 2,115,152 1,242,972 723,506 TOTAL OTHER USES 4,782,395 4,124,476 4,852,908 3,656,208 2,714,904 2,115,152 1,242,972 723,506


* LEVEL OF EMERGENCY RESERVES:Percentage of Total Revenue 285% 246% 287% 216% 159% 123% 71% 41%Number of Days of Revenue 1,040 897 1,048 789 581 449 260 149 Percentage of Total Expenses 525% 177% 300% 127% 103% 91% 47% 32%Number of Days of Expenses 1,917 645 1,094 462 374 333 173 115


Allocation Credit (31,775) (77,790) (77,790) (64,679) - - - - Fleet Lease Assessment Fee 2,197 2,197 2,197 2,263 2,331 2,401 2,449 2,498 Insurance Assessment 2,656 2,903 2,903 2,870 2,826 2,959 3,046 3,179

Allocation Credit - (226) (226) 185 - - - - Vehicle Maintenance Fees 353 2,894 1,300 2,894 2,894 2,894 2,894 2,894

421,475 419,431 417,837 400,103 450,075 455,903 464,358 471,120

103

EPWA Sewer Impact Fund 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The EPWA Sewer Impact Fund is used to account for impact fees collected on new developments in accordance with ordinance #2077. This ordinance, which was repealed in July 2002, established a fee of $100 per toilet to be used for the sole purpose of acquiring, equipping, and/or making capital improvements to the City’s sewer facilities. The funds may also be used for debt service under certain conditions.

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3,56

2

2,71

3,31

2

* Fun

ds to

be

used

with

a p

artn

ersh

ip p

roje

ct w

ith O

KC

to a

dd a

dditi

onal

Was

tew

ater

Pla

nt.

105

EPWA Revenue Bond Funds Revenue Bond Funds 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The EPWA Revenue Bond Funds are utilized to account for the construction costs and improvement costs related to utility system capital improvements funded by the sale of Public Works Authority revenue bonds. In addition, the Bond Funds account for payment of principal and interest due each year on the outstanding balance of revenue bonds. At present, the Authority has three (3) revenue bond issues outstanding with total indebtedness equaling $46,625,000.

The EPWA Revenue Bond Funds are utilized to account for the construction costs and improvement costs related to utility system capital improvements funded by the sale of Public Works Authority revenue bonds. In addition, the Bond Funds account for payment of principal and interest due each year on the outstanding balance of revenue bonds. At present, the Authority has three (3) revenue bond issues outstanding with total indebtedness equaling $46,625,000.

Revenue Bond Issues Revenue Bond Issues Issue Issue Issue

Amount Issue

Amount Principal

Bal. 6-30-12 Principal

Bal. 6-30-12 Final

Maturity Final

Maturity 1. 2003 A & B Utility System Refunding Revenue

Bonds 8,735,000 2,980,000 1/01/2024

2. 2004 Utility System Revenue Bonds 14,700,000 10,875,000 7/01/2024

3. 2005 Utility System Refunding Revenue Bonds 40,435,000 32,770,000 7/01/2024

106

&

FUN

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ds F

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11-

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13FY

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14FY

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15FY

15-

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17

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MA

TED

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RC

ES:

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Inte

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vern

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107

OTHER ENTERPRISE FUNDS

Other Enterprise Funds- Sub-Directory

Kicking Bird Golf Club- Description 108 Kicking Bird Golf Club- Summary 109 YourGovShop- Description 110 YourGovShop- Summary 111

KickingBird Golf Club Golf Club 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N KickingBird Golf Club opened in May of 1971 making it the City of Edmond’s oldest golf facility and only municipal golf course. KickingBird has an 18-hole championship golf course, lighted driving range, full service pro shop and a restaurant that serves breakfast and lunch. Our mission is “To provide patrons with a well-manicured golf course, excellent customer service, high quality amenities and a valuable golfing experience.” Our strategic plan has been developed around our mission and if executed properly should allow us to be successful in a very competitive market place.

KickingBird Golf Club opened in May of 1971 making it the City of Edmond’s oldest golf facility and only municipal golf course. KickingBird has an 18-hole championship golf course, lighted driving range, full service pro shop and a restaurant that serves breakfast and lunch. Our mission is “To provide patrons with a well-manicured golf course, excellent customer service, high quality amenities and a valuable golfing experience.” Our strategic plan has been developed around our mission and if executed properly should allow us to be successful in a very competitive market place.

G O A L S G O A L S 1. 1. Generate enough revenue to cover operational expenses Generate enough revenue to cover operational expenses 2. Improve golf course condition and enhance landscaping 3. Upgrade the physical assets of our facility 4. Increase revenues through new customer relationship marketing programs 5. Grow the game of golf through National PGA Golf 2.0 initiatives

P E R F O R M A N C E M E A S U R E S

Measure FY 10-11 FY 11-12 FY 12-13 1. Number of Paid Rounds Played 41,189 42,000 42,000 2. Average Dollar per paid player $45.47 $46.26 $47.39



10-16-21 10-16-21 10-16-21 10-16-21 10-16-21 10-16-21

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-

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109

YourGovShop 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N YourGovShop’s mission is to aggregate material purchase for member cities to obtain discounted pricing. Our plan is to generate sufficient revenues through supplier rebates to cover its operational costs and generate a profit. Financial activity and results of operations will be monitored separately. Profits generated (if any) from the plan will be used to offset the expenses of the City’s Purchasing department or to expand this joint purchasing program into other areas.

YourGovShop’s mission is to aggregate material purchase for member cities to obtain discounted pricing. Our plan is to generate sufficient revenues through supplier rebates to cover its operational costs and generate a profit. Financial activity and results of operations will be monitored separately. Profits generated (if any) from the plan will be used to offset the expenses of the City’s Purchasing department or to expand this joint purchasing program into other areas.

G O A L S G O A L S 1. 1. Generate sufficient revenue to cover cost of operations. Generate sufficient revenue to cover cost of operations. 2. Increase awareness and participation in the program through marketing 3. Expand our customer base annually.


.3 .3 .3 .3 .3 .3 *The remaining .7 of the YourGovShop employee is accounted for in the Finance staffing levels as the Purchasing Manager.

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17

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2

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USE

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26,

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27,2

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27,4

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60,

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17

TRA

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Tran

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65

1

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OTH

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Res

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s

-

-

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-

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--

-

R

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ve fo

r Cap

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-

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for O

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(Res

for E

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& Sh

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1

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1

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0

* LE

VEL

OF

EMER

GEN

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RES

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S:Pe

rcen

tage

of T

otal

Rev

enue

309%

296%

260%

217%

211%

206%

199%

192%

Num

ber o

f Day

s of

Rev

enue

1,

127

1,

079

95

0

79

3

770

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1

728

70

1

DET

AIL

OF

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OU

T:Ad

min

istra

tive

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ort

4,

072

5,

697

5,

697

4,

773

4,61

6

4,

613

4,66

3

4,

704

Allo

catio

n C

redi

t

(167

)

(4

38)

(438

)

(5

23)

-

--

-

In

sura

nce

Asse

ssm

ent

-

-

-

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catio

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-

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5

5,25

9

5,25

9

4,25

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4,

616

4,61

3

4,

663

4,70

4

111

INTERNAL SERVICE FUNDS

Internal Service Funds- Sub-Directory

Fund Description 112-113 Tort Claims Fund – Description 114 Tort Claims Fund – Summary 115 Group Insurance HR – Description 116 Group Insurance HR – Summary 117 Vehicle Maintenance Fund- Description 118 Vehicle Maintenance Fund – Summary 119 Administrative Support Service Fund- Description 120 Administrative Support Service Fund- Summary 121 General Government- Description 122 General Government- Summary 123 City Treasurer- Description 124 City Treasurer- Summary 125 City Manager- Description 126 City Manager- Summary 127 Central Communications- Description 128 Central Communications- Summary 129 Information Technologies- Description 130 Information Technologies- Summary 131 Financial Services- Description 132 Financial Services- Summary 133 Human Resources- Description 134 Human Resources- Summary 135 Administrative Services- Description 136 Administrative Services- Summary 137 Facility Maintenance- Description 138 Facility Maintenance- Summary 139 Legal Services –Description 140 Legal Services- Summary 141 Engineering- Description 142 Engineering- Summary 143 Marketing- Description 144 Marketing- Summary 145 Public Works Administration- Description 146 Public Works Administration- Summary 147 Operations Warehouse- Description 148 Operations Warehouse- Summary 149 Utility Customer Service- Description 150 Utility Customer Service- Summary 151 Fleet Management Fund- Description 152 Fleet Management Fund- Summary 153 Field Services- Description 154 Field Services- Summary 155

112


FUND DESCRIPTION

-INTERNAL SERVICE FUNDS-

LIABILITY/TORT CLAIM FUND

The Liability/Tort Claim Fund has been established to account for direct and indirect

costs for the payment of judgments and settled claims relating to torts and Workers’

Compensation. Financing is provided through billings to user departments.

EMPLOYEE GROUP INSURANCE FUND

The Employee Group Insurance Fund has been established to account for the direct

and indirect costs of administering a self-funded and fully insured group health

insurance plan. Financing is provided by the General Fund, Public Safety Tax Funds,

Edmond Public Works Authority, City employees, and interest earnings on fund

investments. Costs associated with the plan include the payment of employee,

dependent and retiree health, dental and vision claims, third party administrative costs,

re-insurance (specific and aggregate), and insurance premium payments for

catastrophic claims, COBRA administration, fully insured life, accidental death and

dismemberment, long term disability insurance and Wellness Program expenses.

VEHICLE MAINTENANCE FUND

The Vehicle Maintenance Fund has been established to account for expenditures

necessary to maintain City vehicles. Financing is provided through billings to user

departments.

113


FUND DESCRIPTION

-INTERNAL SERVICE FUNDS-

ADMINISTRATIVE SUPPORT SERVICES FUND

The Administrative Support Services Fund has been established to allocate

administrative overhead costs to user departments of the City. Financing is provided

through billings to user departments based upon applicable cost accounting methods.

FLEET MANAGEMENT FUND

The Fleet Management Fund has been established to accumulate resources for the

replacement of vehicles and other equipment on a systematic basis. Financing is

provided by fleet lease assessments from those funds that purchase City vehicles and

equipment through the Fleet fund.

FIELD SERVICES FUND

The Field Services Fund has been established to provide street maintenance,

water/wastewater line maintenance and traffic control systems maintenance. By

combining this workforce, it allows the employees to develop diverse skill sets.

Financing is provided by the General Fund, Water and Wastewater Fund based upon

applicable cost accounting methods.

Risk Management Services 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Risk Management Department has and will continue to help prevent losses for the City. If a loss does occur, Risk Management will continue to look for ways to minimize the costs. We continue to focus on the four main areas of greatest expenses for the City: workers compensation, property and subrogation, torts, and insurance. Our listed goals explain our plan of action, which provide the means to track and monitor throughout the given time frame.

The Risk Management Department has and will continue to help prevent losses for the City. If a loss does occur, Risk Management will continue to look for ways to minimize the costs. We continue to focus on the four main areas of greatest expenses for the City: workers compensation, property and subrogation, torts, and insurance. Our listed goals explain our plan of action, which provide the means to track and monitor throughout the given time frame.

G O A L S G O A L S 1. 1. Lowering Cost/Claims of Property Damage. Lowering Cost/Claims of Property Damage. 2. Lowering Cost/Claims of Worker’s Comp. 3. Lowering Cost/Claims of Tort Claims. 4. Obtain Quality Insurance Coverage at Competitive Pricing.


3-0-0 3-0-0 3-0-0 3-0-0 3-0-0 3-0-0

114

FUN

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Liab

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-

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115

Human Resources/Training/Employee Group Insurance



The Human Resources Department is comprised of three divisions: Human Resources Administration, Training, and Benefits. We are dedicated to providing quality HR services to attract, develop, motivate and retain a productive and diverse workforce within a supportive work environment by:

• Providing friendly trustworthy service to all internal and external customers; • Attracting and hiring through comprehensive Human Resources selection and planning; • Retaining qualified employees through training and recognition programs; • Providing sustainable benefit products and services responsive to and valued by employees.

G O A L S 1. Promote a high quality workforce and collaborative relationships between management

and employees. 2. Develop and provide citywide training and recognition programs to enhance personal and

professional growth. 3. Provide a competitive benefits package that enhances recruitment and retention through

prudent management of resources. 4. Provide a comprehensive wellness program to assist and promote employee well being. 5. Review processes, making changes as needed, to improve efficiency and/or greater

customer service.


7-0-0 6-0-0 6-0-0 6-0-0 6-0-0 6-0-0

116

Ag

FUN

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Empl

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Tran

sfer

s In

-

-

-

-

-

-

-

-

Tran

sfer

s O

ut (S

ee d

etai

l bel

ow)

(5

,934

)

(5,4

99)

(5

,499

)

(4

,869

)

(5

,024

)

(5,0

2

1)(5

,085

)

(5,1

38)

NET

TR

AN

SFER

S IN

(OU

T)

(5,9

34)

(5

,499

)

(5,4

99)

(4,8

69)

(5,0

24)

(5

,02

1)

(5,0

85)

(5

,138

)

OTH

ER U

SES:

Res

erve

for C

ounc

il Sp

ecia

l Pro

ject

s

-

-

-

-

-

- -

-

R

eser

ve fo

r Cap

ital I

mpr

ovem

ents

-

-

-

-

-

-

-

-

Res

erve

for O

ther

Res

trict

ed P

urpo

ses

4,6

51,3

00

4,79

7,17

6

5,10

3,07

7

4,76

2,33

3

4,

313,

984

3,73

5,46

32,

961,

678

2,08

7,84

0

U

nass

igne

d (R

es fo

r Em

erge

ncie

s &

Shor

tfalls

*)

-

-

-

-

-

-

-

-

TO

TAL

OTH

ER U

SES

4,6

51,3

00

4,79

7,17

6

5,10

3,07

7

4,

762,

333

4,31

3,98

4

3,

735,

46

3

2,96

1,67

8

2,

087,

840

TOTA

L ES

TIM

ATE

D U

SES

11,7

24,4

3012

,626

,300

12,9

24,7

56

13,6

38,0

77

13,2

97,3

33

12,8

48,9

8

4

12,2

75,4

63

11

,501

,678

DET

AIL

OF

TRA

NSF

ERS

OU

T:Ad

min

istra

tive

Supp

ort

6,

157

5,

997

5,99

7

5,

355

5,

024

5,02

15,

085

5,13

8

Al

loca

tion

Cre

dit

(2

23)

(498

)

(4

98)

(486

)

-

-

-

-

Insu

ranc

e As

sess

men

t

-

-

-

-

-

- -

-

Al

loca

tion

Cre

dit

-

-

-

-

-

-

-

-

5,

934

5,

499

5,49

9

4,86

9

5,

024

5,02

15,

085

5,13

8

** G

ASB

Stat

emen

t 45-

Oth

er P

ost E

mpl

oym

ent B

enef

its (O

PEB)

per

the

Oct

ober

, 201

1 Ac

tuar

ial S

tudy

's a

ssum

ptio

n of

30%

util

izat

ion

by re

tiree

s an

d 50

% u

tiliz

atio

n by

spo

uses

of c

over

ed re

tiree

s am

ount

s to

$92

6,16

2 in

the

4th

year

we

have

this

obl

igat

ion

and

antic

ipat

ed a

ppro

xim

atel

y $2

.2 m

illion

in N

PO (N

et O

PEB

Obl

igat

ion)

.

117

Vehicle Maintenance 2012-2013

Departmental Summary mary

D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Vehicle Maintenance is an ASE Certified Blue Seal Facility. Vehicle maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides repair and preventative maintenance support services for the City’s approximately 450 vehicles and equipment. Employees are responsible for maintaining and repairing vehicles/equipment, ordering and installing parts, tire repair and tire replacement. The department also provides “on call” mechanic available when the shop is not open who provides wrecker service for any type of vehicle/equipment.

Vehicle Maintenance is an ASE Certified Blue Seal Facility. Vehicle maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides repair and preventative maintenance support services for the City’s approximately 450 vehicles and equipment. Employees are responsible for maintaining and repairing vehicles/equipment, ordering and installing parts, tire repair and tire replacement. The department also provides “on call” mechanic available when the shop is not open who provides wrecker service for any type of vehicle/equipment.

G O A L S G O A L S 1. 1. Provide unparalleled customer service to internal and external customers. Provide unparalleled customer service to internal and external customers. 2. Maintain the ASE Blue Seal of Excellence program for departmental technicians and

facility. 3. Diagnose, analyze and repair vehicles/equipment and/or outsource for repairs not

provided in-house. 4. Develop a CNG infrastructure to provide CNG for selected owned vehicles. 5. Promote continuous improvement within the department. 6. “GREEN” Efforts to protect the environment


10.35-0-0 10.35-0-0 10.35-0-0 10.35-0-0 10.35-0-0 10.35-0-0 *.65 Split with Fleet Management Fund

118

FUN

D B

UD

GET

SU

MM

AR

Y

Vehi

cle

Mai

nten

ance

Fun

dFY

12-

13

Prio

r Yea

r A

ctua

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urre

nt Y

ear

Bud

get

Cur

rent

Yea

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ual (

Estr . )

BU

DG

ET Y

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Proj

ecte

d B

udge

tPr

ojec

ted

Bud

get

Proj

ecte

d B

udge

tPr

ojec

ted

Bud

get

FY 1

0-11

FY 1

1-12

FY 1

1-12

FY 1

2-13

FY 1

3-14

FY 1

4-15

FY 1

5-16

FY 1

6-17

ESTI

MA

TED

RES

OU

RC

ES:

REV

ENU

ES:

Inte

rest

4,

018

2,

500

3,

636

2,

50

0

2,52

5

2,56

3

2,62

7

2,

706

Cha

rges

for S

ervi

ce

1,07

5,71

3

1,10

6,37

6

1,

209,

372

1,26

7,

543

1,2

74,6

30

1,2

74,6

301,

274,

630

1,27

4,63

0

M

isce

llane

ous

Rev

enue

6,

686

2,

031

6,

253

2,

35

1

2,40

6

2,46

2

2,51

7

2,

462

Su

btot

al -

Rev

enue

s

1,08

6,41

7

1,11

0,90

7

1,

219,

261

1,27

2,

394

1,2

79,5

61

1,2

79,6

551,

279,

774

1,27

9,79

8

O

THER

RES

OU

RC

ES:

Deb

t/Loa

n Pr

ocee

ds

-

-

-

-

-

-

-

-

Res

trict

ed P

rior Y

ear R

eser

ves

35

3,31

4

34

8,85

1

348,

851

46

6,

97

65

80

,503

692,

889

81

5,40

1

948,

526

U

nres

trict

ed P

rior Y

ear R

eser

ves

-

-

-

-

-

-

-

-

TO

TAL

ESTI

MA

TED

RES

OU

RC

E S

1,43

9,73

1

1,

459,

758

1,56

8,11

2

1,73

9,

370

1,8

60,0

64

1,97

2,54

42,

095,

175

2,

228,

324

ESTI

MA

TED

USE

S

DIR

ECT

CO

STS

BY

FUN

CTI

ON

:Pe

rson

al S

ervi

ces

68

3,92

4

70

6,32

3

699,

797

72

0,

25

37

28

,432

741,

439

75

4,73

1

764,

787

M

ater

ials

& S

uppl

ies

69

2,56

9

59

2,56

3

546,

880

68

3,

75

97

00

,732

720,

946

73

9,03

2

759,

048

Fu

el &

Lub

e Ex

pens

e

1,04

2,64

7

1,06

3,94

2

1,

195,

000

1,25

8,

400

1,2

58,4

00

1,2

58,4

001,

258,

400

1,25

8,40

0

O

ther

Ser

vice

s &

Cha

rges

33

0,46

2

30

3,12

7

309,

230

31

6,

80

83

21

,058

325,

428

33

1,32

6

337,

401

C

apita

l Out

lay

-

-

-

-

-

-

-

-

D

ebt S

ervi

ce

-

-

-

-

-

-

-

-

TO

TAL

ESTI

MA

TED

CO

STS

2,

749,

602

2,66

5,95

5

2,

750,

907

2,

979,

22

03,

0

08

,622

3,

046,

213

3,08

3,48

9

3,11

9,63

6

TRA

NSF

ERS:

Tran

sfer

s In

1,

805,

106

1,

835,

928

1,79

5,92

8

1,

969,

93

12,

0

14

,905

2

,064

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2,11

4,52

2

2,

144,

976

Tran

sfer

s O

ut (S

ee d

etai

l bel

ow)

(1

46,3

84)

(1

46,1

57)

(1

46,1

57

)

(149

,

57

8)(1

73,4

58)

(175

,087

)

(177

,682

)

(1

83,0

30)

N

ET T

RA

NSF

ERS

IN (O

UT)

1,

658,

722

1,

689,

771

1,64

9,77

1

1,

820,

35

31,

8

41

,447

1

,889

,070

1,93

6,84

0

1,

961,

946

OTH

ER U

SES:

Res

erve

for C

ounc

il Sp

ecia

l Pro

ject

s

-

-

-

-

-

-

-

-

Res

erve

for C

apita

l Im

prov

emen

ts

-

-

-

-

-

-

-

-

Res

erve

for O

ther

Res

trict

ed P

urpo

ses

34

9,69

5

39

2,12

9

364,

067

37

3,

210

3

89,4

40

40

5,67

0

421,

900

43

8,13

0

Una

ssig

ned

(Res

for E

mer

genc

ies

& Sh

ortfa

lls*)

(8

44)

91,4

45

10

2,90

9

207,

29

33

03

,449

409,

731

52

6,62

6

632,

504

TOTA

L O

THER

USE

S

348,

851

483,

574

46

6,97

6

580,

503

6

92,8

89

81

5,40

1

948,

526

1,

070,

634

TOTA

L ES

TIM

ATE

D U

SES

1,

439,

731

1,45

9,75

8

1,

568,

112

1,

739,

37

01,

8

60

,064

1,

972,

544

2,09

5,17

5

2,22

8,32

4

DET

AIL

OF

TRA

NSF

ERS

OU

T:Ad

min

istra

tive

Supp

ort

13

9,26

9

15

3,13

2

153,

132

15

7,

57

11

58

,929

160,

083

16

2,36

7

167,

246

Al

loca

tion

Cre

dit

(8

,544

)

(21,

678)

(2

1,67

8

)(2

3,

73

4)

-

-

-

-

In

sura

nce

Asse

ssm

ent

15

,659

15

,941

15,9

41

14

,

841

14

,529

15,0

04

15

,315

15,7

84

Al

loca

tion

Cre

dit

-

(1,2

38)

(1,2

38

)

900

-

-

-

-

Vehi

cle

Mai

nten

ance

Fee

s

-

-

-

-

-

-

-

-

14

6,38

4

14

6,15

7

146,

157

14

9,

57

81

73

,458

175,

087

17

7,68

2

183,

030

119

Adminstrative Support Services 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N The Administrative Support Services Fund has been established to allocate administrative overhead costs to user departments of the City. Financing is provided through billings to user departments based upon applicable cost accounting methods.

123

2 2 2 2 2 3 3 3

FUND BUDGET SUMMARY

AdminSuppSvc Fund FY 12-13

Prior Year Actual

Current Year Budget



Projected Budget

Projected Budget

Projected Budget



REVENUES:Taxes - - - - - - - - Inter-governmental 71,434 - - - - - - - Licenses & Permits 13,410 15,000 21,420 19,512 21,815 24,117 26,419 28,722 Charges for Services 63,069 65,220 65,220 78,884 65,323 65,239 65,381 65,538 Interest 53,695 45,000 44,513 45,000 45,000 45,000 45,000 45,000 Miscellaneous Revenue 68,855 10,000 41,952 12,091 12,091 12,091 12,091 12,091 Subtotal - Revenues 270,463 135,220 173,105 155,487 144,229 146,447 148,891 151,351 OTHER RESOURCES:Debt/Loan Proceeds - - - - - - - - Restricted Prior Year Reserves - - - - - - - - Unrestricted Prior Year Reserves 3,361,409 4,153,545 4,153,545 2,310,961 14,070 14,070 14,070 14,070 TOTAL ESTIMATED RESOURCES 3,631,872 4,288,765 4,326,650 2,466,448 158,299 160,517 162,961 165,421

ESTIMATED USES

DIRECT COSTS BY FUNCTION:

General Government 198,168 68,965 64,391 66,965 66,965 66,965 66,965 66,965 City Treasurer 180,731 196,369 192,332 203,752 195,637 194,230 195,637 197,077 City Manager 975,891 1,117,169 1,094,519 1,226,063 1,265,126 1,315,094 1,310,820 1,328,611 Central Communications 2,038,850 2,483,903 2,376,674 2,573,850 2,552,752 2,530,297 2,554,402 2,573,689 Information Technology 3,039,722 3,691,392 3,302,830 3,411,026 3,426,905 3,412,537 3,491,923 3,486,696 Financial Services 798,728 946,678 859,197 986,665 893,167 894,935 910,348 919,060 Human Resources 671,163 895,296 849,107 785,013 796,814 815,279 823,086 830,268 City Clerk/Government Relations 333,576 386,034 367,956 364,668 369,526 374,966 378,469 381,364 Facility Maintenance 737,569 1,064,559 1,064,529 1,185,965 1,189,384 1,214,665 1,249,407 1,427,679 Legal Services 574,332 873,343 710,528 877,075 880,342 887,022 882,474 884,694 Engineering 1,248,945 1,425,019 1,408,862 1,423,724 1,436,213 1,449,414 1,474,224 1,478,670 Marketing 481,021 690,182 556,962 727,545 732,626 737,517 749,480 759,346 Operations Central Warehouse 259,255 276,461 280,319 261,528 261,965 260,890 261,324 261,763 Public Works-Administration 522,690 655,283 611,407 699,671 706,700 716,783 726,781 737,724 Utility Customer ServiceUtility Customer Service 2 528 897,528,897 2 859 837,859,837 2 736 074,736,074 2 970 250,970,250 2 964 771,964,771 3 051 448,051,448 3 111 305,111,305 3 189 323,189,323 TOTAL ESTIMATED COSTS 14,589,539 17,630,491 16,475,687 17,763,760 17,738,893 17,922,042 18,186,645 18,522,929

TRANSFERS:Transfers In 15,377,549 14,703,835 14,703,835 15,630,844 17,911,486 18,100,894 18,369,088 18,709,722 Transfers Out (See detail below) (266,338) (270,667) (243,837) (319,462) (316,822) (325,299) (331,334) (338,144) NET TRANSFERS IN (OUT) 15,111,212 14,433,168 14,459,998 15,311,382 17,594,664 17,775,595 18,037,754 18,371,578

OTHER USES:Reserve for Council Special Projects - - - - - - - - Reserve for Capital Improvements - - - - - - - - Reserve for Other Restricted Purposes 4,153,545 1,091,442 2,310,961 14,070.00 14,070.00 14,070.00 14,070 14,070 Unassigned (Res for Emergencies & Shortfalls*) - - - - - - - - TOTAL OTHER USES 4,153,545 1,091,442 2,310,961 14,070 14,070 14,070 14,070 14,070

TOTAL ESTIMATED USES 3,631,872 4,288,765 4,326,650 2,466,448 158,299 160,517 162,961 165,421

DETAIL OF TRANSFERS OUT:Fleet Lease Assessment Fee 60,435 57,416 57,416 61,567 63,124 64,728 65,829 66,951 Fleet Management Fund - 21,705 21,705 - - - - - Insurance Assessment 164,691 164,949 164,949 184,438 192,003 197,731 201,485 207,173

Allocation Credit - (43,303) (43,303) 12,877 - - - - Vehicle Maintenance Fees 41,212 69,900 43,070 60,580 61,695 62,840 64,020 64,020

266,338 270,667 243,837 319,462 316,822 325,299 331,334 338,144

121

General Government 2012-2013

Departmental summary

D E P A R T M E N T A L D E S C R I P T I O N This department details the general, non-specific operating costs for the Administrative Support Service Departments listed on the following pages.

122

123

DEP

AR

TMEN

T B

UD

GET

SU

MM

AR

Y

DEP

AR

TMEN

T: G

ener

al G

over

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tF

DM

IU

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: A

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UPP

OR

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RVI

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FY 1

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ITU

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urre

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ear

Bud

get

Cur

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DG

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P roj

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Proj

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d B

udge

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CLA

SSIF

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TIO

NFY

10-

11FY

11-

12FY

11-

12FY

12-

13FY

13-

14FY

14-

15FY

15-

16FY

16-

17

Per

sona

l Ser

vice

s

-

-

-

-

-

-

-

-

Mat

eria

ls &

Sup

plie

s

10

,401

11

,750

11

,35

6

11

,750

11,7

50

11

,750

11

,750

11

,750

Oth

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& C

harg

es

18

7,76

7

57,2

15

53,0

3

555

,2

15

55

,215

55,2

15

55,2

15

55,2

15

Cap

ital O

utla

y

-

-

-

-

-

-

-

-

Deb

t Ser

vice

-

-

-

-

-

-

-

-

Tran

sfer

s

8,

860

7,00

0

7,

00

0

4

,977

5,26

5

5,24

4

5,

285

5,33

7

TOTA

L

20

7,02

8

75,9

65

71,3

9

171

,9

42

72

,230

72

,209

72

,250

72

,302

DET

AIL

OF

TRA

NSF

ERS:

DET

AIL

OF

TRA

NSF

ERS:

Adm

inis

trativ

e S

uppo

rt

9,

295

7,53

9

7,

53

9

5

,446

5,26

5

5,24

4

5,

285

5,33

7

A

lloca

tion

Cre

dit

(435

)

(539

)

(53

9)

(

469)

-

-

-

-

8,86

0

7,

000

7,00

0

4

,977

5,26

5

5,

244

5,

285

5,

337

Treasurer’s Office surer’s Office 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The mission statement of the Treasurer’s office is to “Provide money management services to other City departments”. The mission statement of the Treasurer’s office is to “Provide money management services to other City departments”.

G O A L S G O A L S 1. 1. Improve and refine treasury management systems. Improve and refine treasury management systems. 2. Provide assistance and project coordination to the Pension Board, Employee Pension

Fund and Finance Committee. 3. Provide education in regard to the 457 Deferred Compensation Plan and the City’s

Retirement Plan.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4* Year 5

2-1-0 2-1-0 2-1-0 2-1-0 2-1-0 2-1-0 *(Note: the City Treasurer will no longer be an elected position as of June 2013. It is not yet known how this change will affect the staffing requirements.)

124

125

DEP

AR

TMEN

T B

UD

GET

SU

MM

AR

Y

DEP

AR

TMEN

T: C

ity T

reas

urer

FUN

D:

DM

I A

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UPP

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RVI

CES

FY 1

2-13

EXPE

ND

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Prio

r Yea

r A

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ear

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get

Cur

rent

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DG

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Proj

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get

CLA

SSIF

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10-

11FY

11-

12FY

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City Manager’s Office 2012-2013 2-2013



The City Manager’s office has primary responsibility for both the day-to-day administration of Edmond’s city government, including all city departments and operations, and also the carrying out of City Council policies and directives.

The City Manager’s office has primary responsibility for both the day-to-day administration of Edmond’s city government, including all city departments and operations, and also the carrying out of City Council policies and directives.

S T A T E M E N T O F V A L U E S S T A T E M E N T O F V A L U E S 1. 1. The City of Edmond exists only to provide SERVICES, and our internal mission of Trustworthy

Service Through Continuous Improvement reflects our constant dedication to this reality. The City of Edmond exists only to provide SERVICES, and our internal mission of Trustworthy Service Through Continuous Improvement reflects our constant dedication to this reality.

2. We are committed to our thoughts, words, and actions reflecting our seven core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication, and Innovation.

3. We intend to lead by example in the development of our organization to provide quality public services while balancing cost effectiveness and responsiveness.

4. We will work to create and maintain effective partnerships with elected officials, employees, and members of our community (customers).


8-0-2 9-0-2 9-0-2 9-0-2 9-0-2 9-0-2 *FT employees include the City Manager, Assistant City Manager of Administration, Assistant City Manager of Operations and support staff. PT employees include the Carl Reherman City Management Intern.

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Public Safety Communications 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Professionally committed to providing quality communication services for the City of Edmond and surrounding areas. Professionally committed to providing quality communication services for the City of Edmond and surrounding areas.

G O A L S G O A L S

1. 1. Attract & retain long-term, career-minded employees. Attract & retain long-term, career-minded employees. 2. Reduce overtime hours caused by staffing shortages 3. Determine initial and recurring training needs and implement process. 4. Maintain Policy and Procedures Manual

S T A F F I N G Current Level Year 1 Year 2 Year 3 Year 4 Year 5

23.8-2-0 23.8-2-0 23.8-2-0 23.8-2-0 23.8-2-0 23.8-2-0 *.8 split with Emergency Management

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Information Technology rmation Technology 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Information Technology (IT) department is responsible for implementing technology solutions that enable departments throughout the city to provide efficient, high quality services to the citizens of Edmond. The IT Department is comprised of three teams. These teams are Application Support, Infrastructure Support and Geographic Information Systems (GIS). The Application Support Team is responsible for server based applications such as those used by the Finance Department, Utility Customer Service and Municipal Court. The Infrastructure Support team is responsible for the hardware (servers, PCs, network switches, routers, etc.) as well as operating systems and PC applications. GIS has become an integral part of the operations of many departments by linking information to geographic locations. This has provided increased productivity and enhanced decision making. Together, these teams support 663 users and over 550 computers.

The Information Technology (IT) department is responsible for implementing technology solutions that enable departments throughout the city to provide efficient, high quality services to the citizens of Edmond. The IT Department is comprised of three teams. These teams are Application Support, Infrastructure Support and Geographic Information Systems (GIS). The Application Support Team is responsible for server based applications such as those used by the Finance Department, Utility Customer Service and Municipal Court. The Infrastructure Support team is responsible for the hardware (servers, PCs, network switches, routers, etc.) as well as operating systems and PC applications. GIS has become an integral part of the operations of many departments by linking information to geographic locations. This has provided increased productivity and enhanced decision making. Together, these teams support 663 users and over 550 computers.

G O A L S G O A L S 1. 1. Provide efficient, reliable access to City data and ensure the security of the City’s

technology environment through research and implementation of new technology as well as proper life cycle management practices to ensure the health of existing technology.

Provide efficient, reliable access to City data and ensure the security of the City’s technology environment through research and implementation of new technology as well as proper life cycle management practices to ensure the health of existing technology.

2. Implement major enhancements to improve the efficiency and productivity of departments throughout the city. Seek to find Enterprise Solutions encompassing stakeholders from multiple departments rather than implementing one-off solutions.

3. Implement and support GIS projects to provide improved mapping capabilities as well as integration with other application systems.

4. Implement policies, processes, procedures and tools in an effort to continually improve the operations of the IT department.


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Financial Services 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Mission Statement for the Financial Services Department is: The Mission Statement for the Financial Services Department is:

“To provide quality management of financial information” “To provide quality management of financial information”

The Financial Service Department contains three divisions: Finance, Payroll and Purchasing. The Finance division administers the day-to-day accounting functions, including the development of the Comprehensive Annual Financial Report (CAFR) and Audit, as well as the annual 5 Year Budget Plan.

The Financial Service Department contains three divisions: Finance, Payroll and Purchasing. The Finance division administers the day-to-day accounting functions, including the development of the Comprehensive Annual Financial Report (CAFR) and Audit, as well as the annual 5 Year Budget Plan. Payroll manages all employee payroll related items, including bi-weekly checks, tracking of earned vacation and sick leave benefits, and all related federal and state payroll taxes. Payroll manages all employee payroll related items, including bi-weekly checks, tracking of earned vacation and sick leave benefits, and all related federal and state payroll taxes. Purchasing directs the competitive bid process for various city-wide services and products, as well as accounts payable. Purchasing directs the competitive bid process for various city-wide services and products, as well as accounts payable.

G O A L S G O A L S 1. 1. Continue refinement and implementation of IFAS software Continue refinement and implementation of IFAS software 2. Strengthen controls and internal policies and procedures 3. Continuous Customer Service Improvement 4. Automate Employee Time and Attendance Capabilities


7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 * Staffing level includes the Financial Services, Payroll and Purchasing Departments. .3 of the Purchasing Manager is accounted for in the YourGovShop budget.

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Human Resources/Training/Employee Group Insurance



The Human Resources Department is comprised of three divisions: Human Resources Administration, Training, and Benefits. We are dedicated to providing quality HR services to attract, develop, motivate and retain a productive and diverse workforce within a supportive work environment by:

• Providing friendly trustworthy service to all internal and external customers; • Attracting and hiring through comprehensive Human Resources selection and planning; • Retaining qualified employees through training and recognition programs; • Providing sustainable benefit products and services responsive to and valued by employees.

G O A L S 1. Promote a high quality workforce and collaborative relationships between management

and employees. 2. Develop and provide citywide training and recognition programs to enhance personal and

professional growth. 3. Provide a competitive benefits package that enhances recruitment and retention through

prudent management of resources. 4. Provide a comprehensive wellness program to assist and promote employee well being. 5. Review processes, making changes as needed, to improve efficiency and/or greater

customer service.


7-0-0 6-0-0 6-0-0 6-0-0 6-0-0 6-0-0

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City Clerk Clerk 2012-2013 2012-2013



The City Clerk’s office will continue to provide diverse administrative services to support city departments. Internal services include city clerk responsibilities, records administration and management, and courier services to internal and outlying city departments

The City Clerk’s office will continue to provide diverse administrative services to support city departments. Internal services include city clerk responsibilities, records administration and management, and courier services to internal and outlying city departments

We will continue to serve as a liaison between the city and state and federal governments. Proposed legislation will be monitored and personal communication with legislators will continue to ensure the City of Edmond is affected in the most positive way, and that unfunded mandates are not passed on to municipal governments.

We will continue to serve as a liaison between the city and state and federal governments. Proposed legislation will be monitored and personal communication with legislators will continue to ensure the City of Edmond is affected in the most positive way, and that unfunded mandates are not passed on to municipal governments.

G O A L S G O A L S 1. 1. To assure that state and federal legislation and regulations have a positive impact on

our community and our ability as a municipality to deliver services that are in the best interests of our taxpayers

To assure that state and federal legislation and regulations have a positive impact on our community and our ability as a municipality to deliver services that are in the best interests of our taxpayers

2. Accurately issue, document, maintain and organize official city records. 3. Timely issuance of occupational licenses, permits, collection of miscellaneous

charges and fees, abatement and certification of nuisances, processing requests for information, coordination of legal publications and codification of ordinances

S T A F F I N G L E V E L S Current Level Year 1 Year 2 Year 3 Year 4 Year 5

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Facility Maintenance 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Facility Maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, quality working environment for City of Edmond employees and the public by maintaining, repairing and improving City facilities. The department tracks processes and procedures through use of City works for asset management and timely response to the needs of internal and external customers. The department provides preventative maintenance and repairs to City buildings and associated equipment. This encompasses 59 different C.O.E. divisions and over 500,000 square feet of occupied working space. The Facility Maintenance Department’s service is to ensure a safe and comfortable working environment for our customers.

Facility Maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, quality working environment for City of Edmond employees and the public by maintaining, repairing and improving City facilities. The department tracks processes and procedures through use of City works for asset management and timely response to the needs of internal and external customers. The department provides preventative maintenance and repairs to City buildings and associated equipment. This encompasses 59 different C.O.E. divisions and over 500,000 square feet of occupied working space. The Facility Maintenance Department’s service is to ensure a safe and comfortable working environment for our customers.

G O A L S G O A L S

1. 1. Provide unparalleled customer service to internal and external customers. Provide unparalleled customer service to internal and external customers. 2. Improve the performance of the technical staff with at least one job related training

course per year. 3. Diagnose, analyze, and repair buildings and associated equipment and /or outsource for

repairs not provided in house. 4. Reduce COE energy costs by implementing the Energy Management System. 5. Reduce departmental operations & maintenance costs by 10%. 6. Promote continuous improvement within the department. Objectives: The Facility Maintenance Department’s objective and vision is to continuously improve facility maintenance services for the benefit of delivering “Trustworthy Service” to internal and external customers.


8-0-0 11-0-0 11-0-0 11-0-0 11-0-0 11-0-0

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Legal Services l Services 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Edmond City Attorney is appointed by the Mayor and City Council to direct the management of all legal matters for the City. The Legal Services office provides legal assistance to the Mayor and Council, the Edmond Public Works Authority and other City departments. The office also provides assistance to various committees, boards and city agencies.

The Edmond City Attorney is appointed by the Mayor and City Council to direct the management of all legal matters for the City. The Legal Services office provides legal assistance to the Mayor and Council, the Edmond Public Works Authority and other City departments. The office also provides assistance to various committees, boards and city agencies. The City Attorney or the Assistant City Attorney represents the City in all litigation in Edmond Municipal Court, Oklahoma County District Court, Oklahoma State Court and the Federal Court System.

The City Attorney or the Assistant City Attorney represents the City in all litigation in Edmond Municipal Court, Oklahoma County District Court, Oklahoma State Court and the Federal Court System. Risk Management, a division of the City Attorney’s office, handles subrogation recovery, liability, property insurance as well as other multiple lines of insurance for the City. Risk Management, a division of the City Attorney’s office, handles subrogation recovery, liability, property insurance as well as other multiple lines of insurance for the City.

G O A L S G O A L S 1. 1. Provide advice and legal services for the Mayor and City Council Provide advice and legal services for the Mayor and City Council 2. Provide quality legal services for the City of Edmond 3. Provide advice and training for City departments as needed 4. Defend City of Edmond in lawsuits, and traffic and juvenile court


4-0-0 4-0-0 4-0-0 4-0-0 4-0-0 4-0-0 *Currently staffed with 4 of the 5 funded & approved positions.

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Engineering Department 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Engineering Department is dedicated to effective, timely, and reliable technical service and expertise to Council, developers, contractors, City departments, staff, and citizens, as it relates to the expansion of the City’s infrastructure and the capital improvements.

The Engineering Department is dedicated to effective, timely, and reliable technical service and expertise to Council, developers, contractors, City departments, staff, and citizens, as it relates to the expansion of the City’s infrastructure and the capital improvements.

G O A L S G O A L S 1. 1. Conduct travel time and delay studies on major transportation corridors. Conduct travel time and delay studies on major transportation corridors. 2. Improve services provided to other City departments and improve quality and

efficiency of service to both internal and external customers. 3. Evaluate procedures and implementation of Title 22 as it relates to the Permits Plus

Software System.


15-0-0 15-0-0 15-0-0 15-0-0 15-0-0 15-0-0 *Includes Engineering Administration and Inspections

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Marketing and Public Relations eting and Public Relations 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Marketing/Public Relations Department has several different functions, including media relations, public information, marketing and communications, design and maintenance of the website, graphic design and television programming for the government access cablevision channel, Edmond Life TV. Our mission statement is:

The Marketing/Public Relations Department has several different functions, including media relations, public information, marketing and communications, design and maintenance of the website, graphic design and television programming for the government access cablevision channel, Edmond Life TV. Our mission statement is:

“Providing timely, accurate information through professional, creative communication” “Providing timely, accurate information through professional, creative communication”

Our purpose is to keep our citizen/customers informed about city issues, programs, services, activities, accomplishments and plans. Our purpose is to keep our citizen/customers informed about city issues, programs, services, activities, accomplishments and plans.

G O A L S G O A L S 1. 1. Produce quality printed & electronic materials to inform citizen/customers about

services, programs and functions of the City of EdmondProduce quality printed & electronic materials to inform citizen/customers about services, programs and functions of the City of Edmond

2. Provide programming detailing the functions of city departments and personnel and how the community benefits from them on Edmond Life TV

3. Maintain a dynamic, interactive city web site 4. Provide timely & accurate Media Relations 5. Publish consistent communications via social media sites; Facebook, Twitter and

YouTube.



4-0-0 4-0-0 4-0-0 4-0-0 4-0-0 4-0-0 *Currently staffed with 4 of the 5 funded & approved positions.

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Public Works Administration ministration 2011-2012 2011-2012


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Public Works Administration provides a call center for Public Works, handles the recording of field work and asset history, payroll, budget management, and accounts payable for Field Services, Solid Waste and Facility Maintenance, analyzes the quality of data, and facilitates accurate reporting and assistance to division heads. Also included in this Public Works division is the office of the Public Works Director.

Public Works Administration provides a call center for Public Works, handles the recording of field work and asset history, payroll, budget management, and accounts payable for Field Services, Solid Waste and Facility Maintenance, analyzes the quality of data, and facilitates accurate reporting and assistance to division heads. Also included in this Public Works division is the office of the Public Works Director.

G O A L S G O A L S 1. 1. Improve Public Works administrative staff’s software and professional communication

skills. Improve Public Works administrative staff’s software and professional communication skills.

2. Maintain cross-functional competency for all Public Works office support staff members.

3. Review and improve the viability of the service request/work order data collection systems as they pertain to Public Works.

4. Improve Public Works daily, monthly and quarterly reports. 5. Revise the Public Works Administration Procedural Manual. 6. Flow chart Public Works office practices.



7.9-0-0 8.9-0-0 8.9-0-0 8.9-0-0 8.9-0-0 8.9-0-0 *0.1 person is included in the Warehouse Budget.

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Operations Central Warehouse 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Warehouse mission is to provide high quality warehouse service at a competitive cost that supports the missions of Electric, Public Works, and Facility Maintenance departments with trustworthy service.

The Warehouse mission is to provide high quality warehouse service at a competitive cost that supports the missions of Electric, Public Works, and Facility Maintenance departments with trustworthy service. The Operations Central Warehouse core services include: The Operations Central Warehouse core services include:

1. Purchasing material following all City of Edmond Purchasing Department policies. 1. Purchasing material following all City of Edmond Purchasing Department policies.

2. Maintaining inventory stock levels to provide uninterrupted work flow for all departments utilizing Operations Central Warehouse services.

2. Maintaining inventory stock levels to provide uninterrupted work flow for all departments utilizing Operations Central Warehouse services.

3. Providing a record of materials received and transferred to trucks or issued to work orders.

3. Providing a record of materials received and transferred to trucks or issued to work orders.

4. Operations Central Warehouse performs regular scheduled inventory counts and audits.

4. Operations Central Warehouse performs regular scheduled inventory counts and audits.

G O A L S G O A L S 1. 1. Provide High Quality Warehouse Service Provide High Quality Warehouse Service 2. Provide Responsive Customer Service 3. Provide proactive employee development


3.5-0-0 3.5-0-0 3.5-0-0 3.5-0-0 3.5-0-0 3.5-0-0 *.7 split with Electric and Public Works Administration

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Utility Customer Services ity Customer Services 2012-2013 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Utility Customer Services is comprised of five (5) customer service divisions: Utility Customer Services is comprised of five (5) customer service divisions:

• Financial Services – Utility statement production, reconciliation of financial transactions, and complete service order process;

• Financial Services – Utility statement production, reconciliation of financial transactions, and complete service order process;

• Contractual Services – Establishes new service, maintains customer contracts, initiate active and inactive collections;

• Contractual Services – Establishes new service, maintains customer contracts, initiate active and inactive collections;

• Customer Services – Operates inbound call center and post incoming payment transactions;

• Customer Services – Operates inbound call center and post incoming payment transactions;

• Meter Services – Monthly reading of all electric and water meters; • Meter Services – Monthly reading of all electric and water meters; • Utility Field Services – Completes all field orders including service initiations,

disconnections, reconnections, collections, meter rereads, energy audits, and rebates; • Utility Field Services – Completes all field orders including service initiations,

disconnections, reconnections, collections, meter rereads, energy audits, and rebates; Our mission is to offer each citizen exceptional Customer Services.Our mission is to offer each citizen exceptional Customer Services.

G O A L S 1. Enhance our customer communications in all 5 service areas. 2. Accelerate Utility Customer Services technology to maximize service. 3. Invest in our employee improvement process to enhance organizational and individual

success.



38-2-0 39-3-0 39-3-0 39-3-0 39-3-0 39-3-0 *Includes Utility Customer Services and Meter Services

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Fleet Management 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N Fleet Management provides administrative support in the most cost efficient manner to all City departments who operate city owned vehicles/equipment. The department manages the fleet replacement fund and establishes budget figures for each fiscal year for fuel, parts accounts, car wash expense and vehicle/equipment replacement. The department manages the bid process for new vehicle and equipment. Personnel are committed to exploring all means in which to aid departments in meeting the needs of their customers and the public sector.

Fleet Management provides administrative support in the most cost efficient manner to all City departments who operate city owned vehicles/equipment. The department manages the fleet replacement fund and establishes budget figures for each fiscal year for fuel, parts accounts, car wash expense and vehicle/equipment replacement. The department manages the bid process for new vehicle and equipment. Personnel are committed to exploring all means in which to aid departments in meeting the needs of their customers and the public sector. GOALS:GOALS:

• Increase the awareness of city’s personnel in the need to support the preventive maintenance service program for vehicle/equipment so that safety standards are continually met, liabilities are reduced and an overall reduction in maintenance costs can be achieved.

• Work with city departments to obtain vehicles/equipment that will be utilized to their maximum potential and remove obsolete and under-utilized vehicles/equipment from inventory.

• Draft specifications that combine the needs of the division and the financial aspects of the purchase together so as to ensure the most cost effective purchase.

• Continue to provide a more streamlined process for the replacement of city vehicles/equipment through the use of unit expense reporting.

• Support and assist all departments with new programs that will help reduce the costs and support city policies.


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Field Services 2012-2013


D E P A R T M E N T A L D E S C R I P T I O N D E P A R T M E N T A L D E S C R I P T I O N The Field Services department has four primary areas of responsibility: streets, which includes rights-of-ways and drainage, water distribution line maintenance, wastewater collection line maintenance and traffic, which includes signals, signs, pavement markings and roadway lighting. The department will accomplish a level of performance consistent with the character and integrity of a professional organization. Although maintenance services typically occur in a reactive environment, Field Services will continue to focus on proactive planning and maintenance activities, and will actively seek out opportunities for continuous improvement.

The Field Services department has four primary areas of responsibility: streets, which includes rights-of-ways and drainage, water distribution line maintenance, wastewater collection line maintenance and traffic, which includes signals, signs, pavement markings and roadway lighting. The department will accomplish a level of performance consistent with the character and integrity of a professional organization. Although maintenance services typically occur in a reactive environment, Field Services will continue to focus on proactive planning and maintenance activities, and will actively seek out opportunities for continuous improvement.

G O A L S G O A L S

1. 1. Field Services will proactively maintain Edmond’s over 1,300 lane miles of streets,

over 105 miles of storm water infrastructure and applicable rights-of-ways, to a safe and dependable condition, while responding to emergency situations such as snow and ice events, flooding, high winds and other weather related events, in a timely and effective manner.

Field Services will proactively maintain Edmond’s over 1,300 lane miles of streets, over 105 miles of storm water infrastructure and applicable rights-of-ways, to a safe and dependable condition, while responding to emergency situations such as snow and ice events, flooding, high winds and other weather related events, in a timely and effective manner.

2. Field Services will proactively maintain Edmond’s over 90 signalized intersection, 38 school zone flashers, over 8,000 traffic signs, pavement markings and over 6,000 street/security lights, to ensure the safe travel of motorist on Edmond roads.

3. Field Services will proactively maintain Edmond’s over 430 miles of sanitary sewer collection system, including over 10,000 manholes, to ensure safe collection and delivery of wastewater to the Wastewater Treatment Plant, while minimizing sanitary sewer overflows (SSOs).

4. Field Services will proactively maintain Edmond’s over 460 miles of water distribution system, including over 4,000 hydrants, and over 27,000 service connections, to ensure the safe delivery of quality drinking water, in a cost effective manner.


66-1-0 66-1-0 66-1-0 66-1-0 66-1-0 66-1-0 *Includes Field Services Street, Traffic Signs, Traffic Signals, Water Line, and Wastewater Line

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1

TO: Larry Stevens, City Manager CC: Steve Commons, ACM-Administration Ross Vanderhamm, Finance Director FROM: Anita Breen, HR Director

DATE May , 2012 SUBJECT: 2012-2013 Personnel Budget

Labor Relations: We are currently in the preliminary stages of negotiation with both of our public safety unions (police and fire). Again this year, we will approach this effort in a very conservative manner as we are still recovering from the financial downturn experienced by the whole nation (world). Of course, as always, I will keep you posted on the progress being made with negotiations and resolution of issues related to our current budget process. As a reminder, we no longer have a collective bargaining agreement (CBA) or a requirement to recognize the AFSCME union that was first formed in 2007. Our most recent CBA expired on October 31, 2011, based on legislation that was passed last year repealing the law requiring municipalities with populations over 35,000 to recognize unions other than police and fire. The repeal of that law became effective November 1, 2011. In negotiations for the current year (2011-2012), we were able to come to agreement with two of our unions (AFSCME and the FOP) regarding pay scales and the percentage between each of the steps in the respective pay scales. That percentage has been reduced from an average of 5% to an average of 2.5%. This is one of the necessary actions to be taken as we look at our current economic reality. All of our pay plans except that for the fire union (IAFF) are structured in this manner. We will continue to address this issue as we continue union negotiations with this group.

Compensation and Performance Management: In our constant effort toward Continuous Improvement, we put together a Focus Group made up of middle level supervisors and managers to study ways to improve our process related annual performance appraisals. This group is continuing to look at this issue and is doing great work. One of the problems discussed during the early stages of the work of this group, was our longstanding practice of requiring all annual appraisals to be done at the same time (just prior to the completion of the Fiscal Year). This practice has proven to be a significant challenge for supervisors and managers, particularly those managers who have a large number of employees reporting to them. All of the members of the Focus Group are in complete agreement regarding their recommendation to management to change the scheduled completion of the annual performance appraisal to the employees’ Position Anniversary Date, thus spreading the appraisal completion and discussion over the entire year. As the facilitator or the Focus Group, I discussed this recommendation with all of the Department Heads and Managers. So far, everyone who has voiced an opinion is in complete

M E M O

2

agreement and sees only positive advantages in making this change. It should be noted that this practice has been in operation with our police and fire employees for many years and (I am told) works very effectively. But now comes the problem of making the transition for civilian employees from doing the appraisals all at once (and the resulting performance step raises being provided all at once) to spreading them out over the year. The most significant issue to be addressed in this transition for civilian employees is related to the performance step raise eligible employees have been receiving all at once each July as a result of a satisfactory appraisal. In making this change some employees will be able to receive their step raise early in the fiscal year and some will not receive the step raise until much later (based on their position anniversary date. Once the transition is complete and we have a full year of experience with the new schedule, this problem goes away. So, the question becomes, how can we make this transition more palatable to employees, particularly to those whose Position Anniversary Date falls in the latter part of the fiscal year?. To achieve this transition, we are recommending a 3% adjustment to our entire salary scale for civilian employees. This scale adjustment is recommended to become effective with the first paycheck received by employees in the new fiscal year. (As a side note, I will point out that we have not made any across-the-board scale adjustment for civilian employees since 2007.) Following this 3% adjustment, we recommend we immediately begin implementation of the performance appraisal schedule change for all employees so that employees’ annual performance appraisals are completed around the time of the position anniversary date and are accompanied with the related 2.5% (average) performance step raise for eligible employees. We have carefully looked at the cost of making this transition. Total budgeted payroll expenses will increase by only 1.37% for ALL employees because of the increased personnel cost last year resulting from having 27 pay periods as opposed to the normal 26 pay periods. For the group of civilian employees affected by this transition, that percentage is slightly less and closer to 1%. I would be remiss however if I did not point out that the actual increase in employees wages when comparing per payroll amounts, is an overall increase of 5.26%. I believe I can truly say that, based on comments from all department managers (particularly those who are responsible for large departments) the increased cost is justified due to our commitment to making meaningful performance management more significant and productive. Salary and Benchmarking Study: Still on the subject of compensation, I did want to report the work done by Lisa Goodpasture and the comprehensive benchmarking she did for the majority of our positions. We gathered salary data from all of the major cities in Oklahoma in order to compare our civilian positions and salary ranges to the average of the other cities included in the survey. These cities included: Oklahoma City, Tulsa, Norman, Broken Arrow, Midwest City, Moore, Lawton, Enid and Stillwater. As part of this process, whenever we had concerns about comparability, Lisa requested and reviewed the other City’s job description to make sure we were looking at the applicable data. Once we reviewed all of the relevant information, if there was a significant discrepancy, we made recommendations to department heads to make changes that would bring these positions more in line with other cities in Oklahoma. This process

3

effected a range change for only 16 of our 202 civilian positions. All of the cost related to these recommended changes is included in the proposed budget.

New Positions: Each year, for many years now, the Personnel Review Committee meets to consider requests for new positions and, based on those requests, make recommendations to you for approval. This committee is made up of approximately eight members of our “middle management staff” along with our Assistant Human Resources Director, Lisa Goodpasture, and me, as the chairperson of the committee. The use of this committee has proven to be very effective. For a number of years, based on our new economic reality, we have approached the issue of consideration and recommendation of new positions in a very conservative manner. At the same time, a number of department heads have made recommendations to eliminate or to not fund approved positions when they become vacant, based on existing needs and declining revenues. During this same period of time, we have continued to provide the same high level of service to our citizens and our community. This year, as shown on the attached chart, we received eleven (11) requests for new full time positions and are recommending the approval of six (6) of these requests. Three (3) of the additional positions being recommended are custodial positions in our Facility Maintenance Department and are replacing the contracted services that have been in place for a number of years. Based on bringing this service back in house, we anticipate we will be able to provide more efficient and productive service to our departments this group serves. The money that would have been paid to the contractual service will be used to offset approximately 87% of the cost of the salaries/benefits for these positions in the year 2012-2013. All of the cost related to these recommended new positions is included in the proposed budget. Health Insurance Benefits: Last year we changed providers for our employee health coverage, our prescription plan coverage and for the administration of our Flexible Spending Account (FSA). These changes became effective January 1, 2012. The transition to our new providers is continuing and we have every reason to believe at this time that these changes will allow us to continue to provide our employees with excellent health benefits along with our expected high level of service. Healthcare costs and all services related to those costs continue to increase. However, we are seeing an increasing awareness and a sense of ownership from employees regarding the need to be vigilant in the use of those benefits. For instance, we have seen a significant increase in the use of generic drugs which has reduced our overall prescription cost. Our costs have not met the level of the “market trend” as reported by our providers and consultants. As a result, we had no increase in premiums this year for either the employees’ premium or for the City’s contribution. At this time we do not have enough information to determine if that will continue for 2013. We continue to use the services of the healthcare consulting firm, McGriff, Seibels & Williams which has proven to be an invaluable resource in our efforts to contain costs and to assist us in making sure we get the best, most cost effective service from our vendors.

4

Training: We continue to place a very high priority on training and have provided many opportunities for employees at all levels within the organization. We have been extremely pleased with the opportunities and accomplishments we have achieved through our partnership with Francis Tuttle. In addition, we have continued our relationship with the Strategic Government Resources (SGR) Group, a consortium in North Texas that specializes in providing high quality training specifically for municipal employees. Some of the training we have provided to our employees through SGR includes: An eleven session supervisory course for supervisors: Fifty-five employees have

successfully completed this training. Twenty employees are enrolled in the current class.. An eight session customer service course: Nineteen employees have successfully

completed this training with fifteen in the current class. A four session class for “Lead Workers”: An average of five to six employees has

previously attended these classes. Eight employees completed this class this year. We have five Edmond employees currently enrolled in a new Management series being

held in Midwest City. Since the inception of these programs, we have been able to provide municipal specific in-depth training in these areas for our employees. In addition, there have been a number of one-time training programs provided by SGR. Our collaboration with this group continues to be a successful and productive opportunity to provide quality training for our employees. The feedback we get from past and current participants is very positive.

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164

Documents

City of Edmond, Oklahoma, Budget and Financial Plan, FY 2012-13