CityofOakla
ndPark i FiscalYear2020
Memorandum
Introduction
I respectfully present our Recommended Annual City Budget and Capital Improvement Plan for the
FiscalYear(FY)2020.TheproposedFY2020budgetisacontinuationofthepastfivebudgetsapproved
bytheCityCommission,maintainingthesteadypaceofprogressonapathtoredefine,revitalize,and
rebuild Oakland Park.Duringtherecession,theCitylostoverathirdofitstaxbase, $1.4 billion,
delayingtheimplementationofmajorinitiativestomoveourcommunityintothefuture.Overthepast
sixyears,theCity’staxbasehasbeengrowingandnowstandsat$3.5billion,or99.8%ofthetaxbase
priortotherecession.Duringthistime,theCityCommissionhasconsistentlyarticulatedavisionforthe
Citythatismuchmorethanjustareturntothe“statusquo.”TheCommissionhasprioritizedimproving
thequalityoflifeforourresidents,enhancingtheappearanceoftheCity,attractingunique,desirable
development,andfocusingonsustainability, both environmentalandfiscal.Overthepastfiveyears,
the City Commission has adopted budgets developed to implement these priorities. The FY 2020
RecommendedBudget has been preparedtobuildandexpandonpastsuccesses,includingbeginning
implementation of the approved $40 million general obligation bond program to modernize City
facilities.
GuidedbytheCity’svaluesandaspirations,thestrategicplan,anddirectionfromtheCommission,the
proposedFY2020budgetseekstomaintainmomentumastheCitycontinuesonapathofprogress.As
propertyvalueshavegrownandthebroadereconomyhasdonewell,OaklandParkisoneofonlyfour
Broward cities that have reduced millage consecutively over the past five years, while also
maintaining some of the County’s lowest special assessment rates. During these years, the City
investedandimprovedtheinfrastructureandamenitiesprovidedtoourresidentsandbusinesses,with
much of the cost funded through grants and matched through the use of City reserves. New
infrastructurecreatesnewoperatingexpensesthatmustbeallocatedinordertoproperlymaintainthis
infrastructureinvestment.Wehavealsomadereasonablecommitmentstoouremployeestoachieve
more competitive salaries, with the Commission approving labor contracts with wage adjustments
consistently above changes in the consumer price index. These wage adjustments came after a
recession that included a difficult period of wage freezes and benefit cuts. Contracts also sought to
establish benefits that restored those lost during the recent recession. The closing of the City’s local
Date: July 17, 2019
To: Honorable Mayor and Commission
From: David Hebert, City Manager
Subject: Recommended Fiscal Year 2020 Annual City Budget
CityofOaklandPark ii FiscalYear2020
Police&FirePensionPlanandthemigrationofourfirefighterstotheFloridaRetirementSystem(FRS),
createdanadditional annual cost of approximately $1.0 million a year.In time,thepayments tothe
closedplan will decline and help offsetthese new FRS costs,but these initial transition years elevate
personnel costs, which must be funded. These costs are within the context of other growing public
safetycosts,includingtheSheriffscontract.FromFY14toFY20,theannualcostofpoliceserviceshas
grownbyalmost$3million,from$13.5to$16.3million,anincreaseof21%.
Therecommended budgetfor fiscalyear2020acknowledges that fiscal stability hasbeenandmust
continuetobethebedrockforimplementingtheCityCommissionsvisionforOaklandPark.TheFY
2020budgetrecommendsamodestincreaseinthemillagerate,raisingitfrom5.9985to6.0880mills,
a1.49%increase.AlthoughtheproposedmillageratewouldbethefirstmillagerateincreasesinceFY
14,themillageratewouldstillremainthesecond‐lowestadoptedbytheCitysinceFY13.Oakland
Park’s proposed millage rate would be the 11
th
lowest among Broward cities. With the millage rate
adjustment, the Recommended Budget maintains fiscal responsibility and stability for our City, which
includesmaintainingaGeneralFundreserveofatleast20%ofoperatingappropriations,asrequiredby
CityCommissionpolicy.
TheRecommendedBudgetforallfundsis$92.6million,adecreaseof9.7%fromtheFY2019revised
budgetof$102.6million.ThisincludesaGeneralFundbudgetof$54.9millionthatrepresents59.28%of
the total City budget. Transfers from the General Fund include $0.42 million to the Community
RedevelopmentAgency(CRA)Fundforcontinuedredevelopmentactivities,suchasplanning,marketing,
and business development; $0.4 million to the Capital Improvement Program (CIP) Fund for
infrastructure projects; and $2.0 million to the Debt Service Fund. The transfer to the CIP Fund has
increased by $0.3 million over the revised FY 19 budget, which reflects design for new roadway
improvements downtown (NE 11
TH
Avenue), tree canopy expansion, and matching funds for grant
projects, including improvements to the Municipal Building.  Other capital projects are also
contemplated during FY 20, such as the Collins Splash Pad. Funding for these projects utilizes a
combinationofgrantfunding,Cityreservespreviouslyassignedfortheseprojects,andspecialrevenue
funds.Theotherbudgetaryfundsthatcomprisethe$92.6millionallfundsbudgetinclude:Water‐Sewer
$22million(23.78%);Stormwater$4.1million(4.39%);SolidWaste$6.8million(7.31%);GeneralFund
Capital Improvement Program $2.2 million (2.42%); Misc. Special Revenue Funds $0.1 million (0.1%);
DebtService$2.0million(2.12%);andCommunityRedevelopmentAgency$0.6million(0.61%).
TherevenuefortheGeneralFundbudgetisbasedonaproposedmillagerateof6.0880mills,whichis
1.49%higherthantheFY2019millagerateof5.9985.Theproposedrateis9.02%abovethecalculated
rolled‐backrateof5.5845millsandgenerates$1.7millionmorethantherolled‐backrate.Althoughthe
property tax base has continued to grow, the growth rate has slowedfromalmost11%lastyearto
8.14% this year. Under the Save‐Our‐Homes law, the growth in the taxable value for homesteaded
propertiesislimitedtothelesserof3%orthechangeinCPI.Forthisyear,growthintaxablevalueof
homesteadedpropertiesislimitedtothechangeinCPI,whichis 1.9%; approximately 59% of all
residentialpropertiesinOaklandParkarehomesteaded.
CityofOaklandPark iii FiscalYear2020
TheRecommendedGeneralFundBudgetanticipatestheuseof$20.4millioninadvalorem,$8.0million
in other taxes (utility tax, local option tax, local business tax receipts), $14.2 million in charges for
service, $4.8 million in intergovernmental revenue, $4.3 million in permits and franchise fees, $0.6
million in judgments and fines and the utilization of $2.0 million of unassigned fund balance is
recommendedtofundone‐timeexpendituresincludedinthebudget.
ThemajorityofrevenuestreamsintheGeneralFundhaveleveled‐off,realizingminimalincreasesover
the last fiscal year. This “revenue plateau” will present a challengetotheCitysfinances,asthe
increasing costs of providing existing services, the implementation of new initiatives, and other
operatingexpenseswillrequireoffsettingrevenues.Theonlyalternativetoincreasedrevenuesisthe
reduction in the number of services offered, reduction in qualityofservicesprovided,eliminationof
existing and future strategic planning initiatives, decreased investmentincapitalequipmentand
infrastructure,orsomecombinationthereof.
TheRecommendedBudgetisafiscallyconservativeplanandisconsistentwiththeCity’sadoptedFiscal
Policies.The RecommendedBudgetmaintainsanunassignedfundbalanceof20.27%ofGeneralFund
expenditures, within the 20 to 25% range as specified in the Section 3.a of Fiscal Policies, set by
Commission during the 2012 budget process, The unassigned fund balance for fiscal reserve and
unrestrictednetassetswillbeconsideredadequatebetweenaminimumof20%andamaximumof25%
ofthecurrentyear’soperatingappropriations,includingtransfers,fortheGeneralFund.”Theutilization
offundbalancehasdecreasedfromFY19,from$2.6millionto$2millionwhichcanbeattributedtoa
decreaseinone‐timeexpenditures.
InadditiontotheGeneralFundbudget,theCityhasthree“business‐like”EnterpriseFundsthatsupport
specificservicedeliverysystems.TheseincludetheSolidWaste, Stormwater, and Water and Sewer
Funds. Similar to the General Fund fiscal policy, the enterprise funds have parameters regarding
operatingbudgetsandreserves.PerSection3.aofFiscalPolicies,“aminimumof10%andamaximumof
25% of the current year’s operating appropriations, including transfers, will be considered adequate
unrestrictednetassetsfortheEnterpriseOperatingFunds.”Consistentwiththesepolicies,thebudgets
fortheEnterpriseFundsapplytheseguidingprinciplesandmaintainreservesabovetheminimum10%
ofexpenditures.
TheCityhasthreenonadvaloremspecialassessmentsthataresetbytheCityCommissionduringthe
budget process: the stormwater assessment, fire assessment, andresidentialsolidwasteassessment.
TheRecommended Budgetproposes noadjustmentstothe StormwaterAssessment ($84 per unit) or
theFireAssessment($199perresidentialunit).
An upward adjustment of $10 per year is recommended for the Residential Solid Waste Assessment,
increasingtheratefrom$217perresidentialunitto$227.TheSolidWasteAssessmentrateremains
wellbelow the FY 14 rate of $255 and theproposed$10increaseisbasedontheincreasedrecycling
costs,whichhaveincreasedasdemandforrecyclablegoodsdecreases,reducingthesalesvalueofthese
goods and increasing disposal costs. This challenge has been compounded by contamination of
CityofOaklandPark iv FiscalYear2020
recycling waste product. Staff plans an aggressive outreach and education effort to address this
challenge.
OaklandParkpurchaseswaterfromFortLauderdale,whichiscurrently engaged in an extensive rate
studyevaluation, withnewratesanticipatedtogointo effectwithinthenearfuture.Atourrequest,
FortLauderdalehasallowedOaklandParkstafftoparticipateandreviewtheworkrelatedtothestudy.
The results of the study indicate that the bulk‐user rates paid by the City of Oakland Park should be
reduced. Oakland Park’s Public Works and Financial Services departmentsarecurrentlyengagedina
ratestudyofourownwaterrates,whichwillincorporatetheanticipated cost savings from Fort
Lauderdale,passingonthesesavingstocommercialandresidentialconsumers.
OnJuly17,theCityCommissionwilladoptapreliminarymillagerateandtentativeratesforthethree
non‐advaloremspecialassessments.ThesewillappearontheTRIM(“Truth‐in‐Millage)noticessentto
propertyownersinAugust,whichwillprovidetheestimatedimpactofthepreliminaryratesadopted.
Under this recommended budget, the median homesteaded single‐family residence would see a
$25.66 increase in City‐attributable property tax and a $10 increase in their residential solid waste
assessment.Thismedianpropertywouldseeatotalincreaseonitsbillof$35.66,or3.30%.Thisisa
monthlyequivalentof$2.97.Thecostoftheincreasedmillageandsolidwasteassessmentratesare
expectedtobeoffsetbythedecreaseinutilitybillsoftheCity’swatercustomers.
Strategic&BusinessPlan
TheRecommendedBudgetcontinuesthegoalsoftheCity’sStrategicandBusinessplan.Thestrategic
plan was most recently extended in January 2019, prior to the development of the Fiscal Year 2020
budget.TheStrategicPerformanceAreasensuredeliveryofqualityservicesandprovideforinvestment
in the future of the City of Oakland Park. The recommended budgetmeetsthesestrategicgoalsas
outlinedbelow:
o Infrastructure:providesanaggressiveCapitalImprovementProgramwithacontinuedfocusonthe
City’sinfrastructureandsecuringoftheCity’slong‐terminvestments,includingutilityimprovements
and streetscape projects that promote pedestrian and bicycle mobility, and sustainable roadways
with enhanced landscaping. These projects include the design of NE 11
th
Avenue Improvements
from 37
th
to39
th
Street and the Complete Streets program‐funded Lakeside Sidewalk Network.
Additionalcapitalinvestmentsinsewersystemlining,liftstation,upgrades,andotherwater/sewer
servicesarealsocontemplated,asisthedesignofanewPublicWorksFacilityattheoldtreatment
plantlocationoffDixieHighway. Thebudgetalso contemplatestheincreasedoperatingcostsfor
maintaining the City’s existing and new infrastructure. The City is working proactively to update,
upgrade, and improve its technological infrastructure, with funding included for vulnerability
assessments,hardeneddatacentersforservers,andadditionalnetworksecurityengineering.The
Citywillpresentaplanfortheimplementationofthegeneralobligation bond facilities program,
whichwillleadtothedesignoftheprojectstobebuiltinthefirstphaseoftheprogram.
CityofOaklandPark v FiscalYear2020
o Financial Stability & Sustainability: maintains the reserves within the 20 to 25% range of General
Fundexpendituresat20.27%;proposesamodestmillagerateincrease,nochangestothefireand
stormwaterspecialassessmentrates,anincreaseof$10ontheresidentialsolidwasteassessment
tomaintainrecycling,and a planned decreaseinwaterratesforCitycustomers.Tomaintainthe
long‐termfinancialstabilityoftheCity,numerous feereviews willoccurduringFY20:fundingfor
reviewsofthecurrentfireassessmentandstormwaterassessmentratesisincludedinthisbudget.
Staff are currently engaged in a review of building and permitting fees, which will be offered for
CommissionconsiderationinFY20.TheParks&LeisureServicesfeescheduleswerelastadjustedin
2010,withmanyratesremainingunchangedsince2007–staffwillreviewthefeestructureduring
FY20withtheintentofprovidingrecommendationsinadvanceofFY2021.InFY2020,theCity’s
long‐term banking services contract with Suntrust will expire, requiring that the City engage in a
competitive solicitation for these services; funding is included for a consultant to assist in the
preparationofthebiddocumentandtechnicalreviewofproposals.TheUtilityBillingDivisionwill
alsocompleteatransitiontoanewmerchantprocessor,providingexpandedpaymentoptionsfor
residentsandbusinesses.AmajoractivityinFY2020willbethefirstissuanceofbondsaspartof
approved$40milliongeneralobligationbondprogramforfacilitiesimprovements.Theprocesswill
involve the selection of an underwriter, a structuring of the debt, credit reviews with rating
agencies,thesaleofbonds,andthesettingofdebtmillageratethatwillgointoeffectinFY2021.
o Smart Growth, Redevelopment and Community Appearance: providesforprojectsthatwilldeliver
walkableandsustainableneighborhoods;providesenhancementstoMainStreetasacommunity
centered corridor to promote growth, cultural events, walkability and business development;
continued support of downtown events to promote Oakland Park and its Culinary Arts District.
Additional resources are also allocated in the Engineering and Community Development
Departmenttofocusontheimplementationoftheoutdoorstorageordinance,newmassageparlor
regulations,andthecertificateofuseprogram.Fundingisincludedfornewneighborhoodentryway
signs, including landscaping around these newly‐redesigned monuments. A new residential
improvement grant pilot program is also recommended, with the Lakeside community
recommended as the pilot neighborhood; this new program would allow residents to apply for
matching grant resources to engage in repairs and improvements to either remediate or prevent
code violations. Funding is also included for the State‐required Evaluation & Appraisal Report, a
componentofthelargerprocessofupdatingtheCity’sComprehensivePlan.DuringearlyFY20,itis
anticipatedthattheenvironmentalremediationandleaseagreement for Oakland Square will be
completed.TheCity’spartner,IntegraInvestments,willthenbeginpreparationofbuildingplansfor
the new mixed‐use development and future home of City Hall. The budget also includes the
creationofanewEnvironmental&SustainabilityManagerposition,whichwillcoordinatetheCity’s
programs relating to sustainability, climate change, and green initiatives. This position will be
supported by a new Solid Waste Inspector position, which will work to reduce recycling
contaminationratesintheCityandeducatethepubliconwhatcanandwhatcannotberecycled.
o PublicSafety:aspartofthebondimplementationprogram,designwillbeginontheCitysnewfire
stations.Fundingforanupdate tothe2017OperationalStudy of the Fire‐RescueDepartment
is
CityofOaklandPark vi FiscalYear2020
alsoincluded,whichwillallowtheCitytobetterunderstandtheimpactofrecentdevelopmentson
servicedemand,inadditiontoaddressingotheroperationalneedswithinthedepartment.TheCity
hasappliedforaSAFERgrantfromFEMA;ifthegrantisawarded,theCitywouldbeabletohirean
additionalthreefirefighter‐paramedicpositionsatreducedcosttoourtaxpayers.Matchfundingfor
these additional possible position is not included in the budget request; an amendment to the
budget would be needed to fund these costs. The budget recognizes the major financial
commitmentrelatedtothemigrationofourfirefightersfromtheCitysPoliceandFirePensionPlan
to the Florida Retirement System. The budget accommodates a 3.25% increase over last year’s
submittedbudgetfortheBrowardSheriff’soffice(BSO)forpoliceservicestoprotectandsafeguard
ourcommunity.Thisincreaseincludesfundingforthecriticalcommunicationsequipmentneededto
maketheOaklandParkDistrictcompliantwiththenewcountywideP‐25radiostandards.DuringFY
20,theCitywillnegotiatethesuccessoragreementtothecurrentpoliceservicescontractwithBSO,
whichwillexpireonSeptember30,2020.TheCityhasreceived$500,000infundingfromtheHazard
MitigationGrantProgram,whichwillbeusedtohardentheCity’sMunicipalBuilding,whichhouses
theCity’sBSODistrictandservesastheCity’sEmergencyOperationsCenter(EOC).Inadditionto
hardening,thegrantwillassistwiththeinstallationofafixed,permanentgeneratorforthebuilding,
whichwillallowtheCitytomaintainoperationsduring emergenciesanddisasters.Forlongterm
emergency management, the City has applied for grant funding ofanewEOCaspartofthe
constructionofthenewPublicWorksfacility.
o Parks, Leisure Facilities & Activities: provides for the construction of the Collins Splash Pad and
additionalimprovementstotheStunsonNatureTrail.Inalignmentwiththefacilitiesbondprogram
activities,fundingforanupdatetotheParksMasterPlanisincluded,whichwillguiderecreational
programmingintheCity.ThebudgetcontinuestheCity’srosterofeventsincludingnewfavorites
suchasTasteofOaklandPark,CommunitySoul,DancingintheStreet, and Summer Nights – the
budgetalsoprovidesfundingforanewLGBTQevent:Summon Pride.SummonPridewillbeheld
prior to the regional Pride Parade and will include food, live entertainment, and a talent show
program. Securityremainsparamountforeventsand programming: in additiontotheBSOdetail
funding,funding forevent entry screening is included, as are additionalrecreation staffhours for
youthand activeadultprogramming to ensurethe City’srecreationalopportunitiesareaccessible
andsafeforallresidents.
o FocusonOaklandPark’sImage:ThecontinuationofthePOP‐starprogramtoencouragebusinesses
andinstitutionstopromoteOaklandParkasauniquedestination.Ongoingemphasisismaintained
onlandscapingandbeautificationtoenhancetheappearanceandcurbappealoftheCity,including
funding of new neighborhood entryway signs and the dedicated, multi‐year funding for restoring
andgrowing the City’s tree canopy. Funding for the City’s twice‐a‐year tree‐giveaway events has
been increased to better meet demand. The budget further recommends revisions to the CRA
incentivegrantsforbusinessestosimplifytheapplicationsprocess.Outreachthroughthemonthly
Oakleaf,theCity’ssemi‐annualOaklandParkLivepublicationcontinues.TheCityClerk’sOfficewill
workona“refresh”oftheCitywebsitetomakeitaneasierandmoreengagingexperienceforusers.
Toattractnewtalentandsupportthedevelopmentofexistingstaff, the budget maintains the
CityofOaklandPark vii FiscalYear2020
summer internship program, contemplates new “ride‐along” programming for paramedics in
training, and retains funding for the staff tuition reimbursement program, in addition to other
fundingforprofessionalandoccupationaltrainingopportunities.
With the adoption of the FY 14 budget, the Commission established the Proud Oakland Park (POP)
businessplan with thegoal ofenhancing the appearance of the Cityand investingin the community.
Thesuccessofthisbusinessplanhashelpedtoguidefuturebudgets.Duringthedevelopmentoffuture
budgets, improving community appearance continued to be of major importance to the Commission,
businesses,andtheresidentsofOaklandPark.FortheFY16budget,ProudOaklandPark,Too(POP,
Too)wasdeveloped.POP,Toowasaninitiativetomakeasafer,cleaner,andmoreattractivecity.POP,
Tooincludedapproximately$1.7mofcapitalandoperatinginitiatives,suchastherebrandingofCode
Enforcement to Community Enhancement, Powerline Road median improvements,newFireRescue
vehiclesandequipment,thepreparationofanewCRAstrategicplan, Commission chamber
improvements,andmore.Roughly42%ofthesecostswerefundedbyCounty,State,andFederalgrants
forbeautificationandimprovementprojectsthroughouttheCity.Thefiscalyear2017budgetprovided
for vigorous implementation of these guiding principles by enhancing City services and community
outreach efforts to ensure residents and businesses are ProudtoBeOaklandPark”, branded as
P2(b)OP. This program encourages businesses to affirmatively identifyaspartoftheOaklandPark
communityandpublicizethemselvesassuch.Residentsandbusinessesarefurtherrecognizedfortheir
efforts to improve and enhance their properties aligned to the City’s high standards as POP Stars”.
Undertheseprograms,thecommunityisintegratedintotheCity’sstrategicplanandmission.
Thefiscal year 2018budgetwasoneofthelargesteveradoptedat$105.4millionandcontinuedthe
Commission’s focus on People, Progress, and Pride.Inthisfiscalyear,theCityinvestedoverone
million‐dollarsinnewvehiclesandequipmentforourFire‐RescueDepartmenttoensurethesafetyand
securityofbothourresidentsandfirstresponders.TheCityanditspublic‐sectorunion partners also
successfully reached agreement on three collective bargaining contracts that addressed the need to
maintain competitive wages while remaining fiscally responsible.Amajoraccomplishmentofthese
negotiations completed the City’s transition into the Florida Retirement System by including the
transition of our City’s firefighters to the State system, one of the best‐funded pension plans in the
Country. Fiscal Year 2018 represented a period of extraordinary progress for advancing the capital
infrastructure plans of the City. During the year, many major projects were completed, including
multiple Bid Pack projects, the first phase of the landscape beautificationon Oakland Park Boulevard
westofI‐95,andtheopeningoftheStunsonNatureTrail.Majorprojectsawardedorfundedinfiscal
year 2018 included two of City’s most critical corridors, Andrews Avenue and Powerline Road, in
additiontoenhancementsalongbothNW5
th
andNE6
th
Avenues.OtherprojectsawardedincludedBid
Pack8,theCitysfinalbidpackproject,theSmartMetersEnergySavingsProject.Manyofthese
projects were the fruit of previous planning efforts, grant awards, and sound financial policies of the
Commission,whichallowedtheCitytomaintainafundbalancesufficienttotransferresourcestothe
CIPtoserveasmatchingfunds.
CityofOaklandPark viii FiscalYear2020
TheFY2019budgetcontinuedthemanyinitiativesestablishedinprioryears.Importantly,FY2019saw
thecompletionofmajorprojectsawardedinprioryears,includingAndrewsAvenue,theSmartMeters
Program,and‐soon‐BidPack8;together,thesethreeprojectsalonerepresenta$15millioninvestment
intheCitysinfrastructure.Thisinfrastructuremustbeadequately maintained in order to ensure
viabilityforthefuturelifeoftheinvestment.TheimprovementstoAndrewsAvenue,includingthenew
landscaping,greenbikelanes,andsafetyenhancements,haveinstantlymadethismajorcorridoroneof
themostdistinguishableandstrikingwithintheCity.TheSmartMetersProgramisthefirstdeployment
of “smart grid” technology in the City. The new metering system provides wireless meter reading,
enhancedwateruseanalysis,earlyleakdetection,increasedmeteraccuracy,anddecreasedoperating
costs.ThesmartmetersprogramwasimplementedthroughanEnergySavingsAgreementwithEnergy
SystemsGroup,withaguaranteedsavingsofover$200,000ayearoverafifteenyearperiod.TheBid
Pack8projectaddresseswater,drainage,androadwayimprovements in the southeastern portion of
theCity,inadditiontoaddingsidewalksonNE16
th
AvenuefromParkLanetotheMiddleRiver.TheCity
willalsocompletethegrant‐fundedlightingrenovationsatWimberlyPark.Thesemajorinfrastructure
improvements are only part of the extensive program of reinvestment and revitalization that the
Commissionhasguided.
Astheseinfrastructureprojectsarecompleted,theCitymusttake responsibility for the ongoing
maintenance of these investments. Additional landscaping throughout the City requires regular
maintenance, including irrigation, mowing, trimming, mulching, trash/debris collection, and
replacement of trees and shrubs when warranted. As the City continues to make improvements to
above‐ground infrastructure (streetscapes, parks, etc.), an increased burden is placed on the General
Fundtosupporttherecurringmaintenanceoftheseinvestments.Newrecurringoperatingcostsmust
ultimatelybefundedthroughrecurringrevenues.
OnMay2
nd
, 2018 the City Commission approved a resolution calling for a referendum to be held on
November 6
th
, 2018 on the question of issuing up to $40 million in general obligation bonds (“G.O.
bonds”)tofundthereplacementandrenovationofCityfacilities,suchas:
FireRescueStation87
FireRescueStation9
FireRescueStation20
ParkPlaceatJaco
CollinsCommunityCenter
EthelM.GordonOaklandParkLibrary
SpiherCommunityCenter
NorthAndrewGardensCommunityCenter
The inadequacy of the City’s facilities was identified in a comprehensive facilities study that began in
2008andconcludedin2010;furtherstudiesin2017and2018reinforcedtheinabilityofCityfacilitiesto
meetmodernsafetyandservicedeliverystandards.OverlastsummerandleadinguptotheNovember
election, staff conducted an educational outreach program about the City’s facilities, which included
social media, community meetings, mailers, phone calls, a bond website, and an informational video.
CityofOaklandPark ix FiscalYear2020
OnNovember6,2018,thevotersofOaklandParkapprovedthe$40millioningeneralobligationbonds,
with 67.19% of voters being “for bonds” – the highest passage rate among all Broward County bond
questionsontheballot.
Withtheapprovalofthebondreferendum,thedevelopmentofaformalprogramforimplementingthe
bondprogramisunderway.Thechoicesmadetodayrelativetothebondprogramwillhavelong‐term
ramifications on our residents, our businesses, and our community as a whole. To this end, the City
mustaskitselfsomequestions:Whatserviceswillbeprovidedoverthenext30years?Howwillservice
delivery change over time? Where is the best location to deliver these services? The $40 million
general obligation represents a first‐in‐a‐generation opportunity to ask these questions on Citywide‐
levelandstrategicallyplanbasedontheanswerstothesevitalquestions.
Developing a holistic implementation plan is a tremendous effort that includes the time and
commitmentoftheCityCommission,Citystaff,expertconsultants, and the community as a whole.
Implementationofthebondprogramwillbeguidedbyfourmajorprincipals:
Maintaincontinuityofservices
MaximizeValue&UtilizeResourcesJudiciously
OptimizeOpportunities
RetainConsistencywithStrategicVisionandImageoftheCity
As discussed in numerous community outreach presentations, 2019 is considered “Phase 1” of a 10‐
yearbondprogram.Thisfirstphaseisfocusedoncommunityengagement,developingaformalplan,
andobtainingCommissiondirection.Overthepastfewmonths,theCityhasheldmultiplecommunity
meetingsandworkshops to providethepublicwithopportunitiestoaskquestions,providefeedback,
andstatetheirpreferencesonavarietyoftopics,suchasthefuturelocationoftheEthelGordonCity
Library.Duringthistime,theCityworkedproactivelytosecure the expert resources it needs for a
successfulimplementationofthebondprogram.Thisincludesbringinginconsultantstoreviewservice
delivery,helpdevelopauniformarchitecturalaestheticvisionforCityfacilitiesandbegintheintensive
projectofsecuringprofessionalservicescoveredundertheState’sConsultantsCompetitiveNegotiation
Act,suchasarchitects,engineers,surveyors,andothers.
Theremainder of2019willbespentdevelopingacomprehensiveplanforCommissionconsideration.
AfteraplanisapprovedbyCommission,theprogramwillmoveintoPhase2,whichwillbeginin2020
andincludedesign,preparationofbiddocuments,andawardofconstructionbidsbyCommissionover
thenextthreetofiveyears.ItisanticipatedthatinFY2020theCitywillgotomarketforthefirstsale
ofbonds,issuingdebtsufficienttofundthedesignandconstructionofPhase1projects,inadditionto
fundingthereimbursementofanyexistingeligibleexpendituresrelatedtothebondprogram.
Given the enormity ofthe undertaking, additional staffing may berequired,as may reorganization of
variousCity departmentsto ensureourresources areappropriatelyalignedtomeetthechallengesof
maintainingthehigh‐qualitydeliveryofourserviceswhileengagedinOaklandPark’slargestmunicipal
CityofOaklandPark x FiscalYear2020
constructioneffortinhistory.Reviewoforganizationalneedswillbeidentifiedandincludedaspartof
thefacilitybondimplementationplanthatwillbepresentedtotheCommissionforconsiderationlater
thisyears.TheproposedFY2020budgetdoesnotrecommendtheadditionofstaffingaspartofthe
bondprogramatthistime,but‐as a first step‐ structuralchanges totheEngineering andCommunity
Development(ECD)andPublicWorksDepartmentareincluded.Thesechangesareareorganizationof
how maintenance is performed by the Public Works department, withcertainfunctionsand
responsibilitiesreassignedtobetteralign,balance,andconsolidatefunctionalresponsibilities.Median
maintenance, for example, was previously shared between two separate divisions (Streets and Parks
Maintenance)butwillnowbethesoleresponsibilityoftheStreetsDivision.Thebudgetalsoreturnsthe
Community Enhancement to ECD. Further restructuring of theCity’s functions is anticipated toretain
theexceptionallevelofgovernmentoperationsexpectedbythecitizensofOaklandPark.
ThebondisjustonepartofthelargervisionfortheCity.TheCommissionhasconsistentlyprioritized
improving the quality of life and the appearance of the City, attracting desirable development, and
increasingsustainability.OaklandParkhasseentremendouschangeandimprovementoverthelastfew
years,with projects,programs,policies,andcodemodificationsthathaveimprovedthequalityoflife
forresidents,enhancedpublicsafety,promotedeconomicdevelopment,modernizedourunderground
infrastructure,creatednewstreetscapes,expandedourtreecanopy,andmuchmore.TheCityhasgreat
plansforthefutureandtheCommissionhassucceededincreating tremendous momentum to make
theseplansareality.InvestinginthisvisionofOaklandParkissomethingsupportedcommunitywide,as
shownbytheoverwhelmingapprovalofthe$40milliongeneralobligationbond.
GuidedbytheCity’svaluesandaspirations,thestrategicplan,anddirectionfromtheCommission,the
proposedFY2020budgetseekstomaintainmomentumastheCitycontinuesonapathofprogress.As
propertyvalueshavegrownandthebroadereconomyhasdonewell,wehavebeenoneofonlyfour
Browardcitiesthathavereducedmillageconsecutivelyoverthepastfewyears,whilealsomaintaining
some of the County’s lowest special assessment rates. During these years, the City invested and
improvedtheinfrastructureandamenitiesprovidedtoourresidentsandbusinesses,withmuchofthe
cost funded through grants and matched through the use of City reserves. These projects must be
maintained, creating additional operating expenses that must befunded.Wehavealsomade
reasonablecommitmentstoouremployeestoachievemorecompetitivesalaries,withtheCommission
approving labor contracts with wage adjustments consistently above the annual change to the
consumerpriceindexafterarecessionthatincludedadifficultperiodofwagefreezes.Contractssought
toestablishbenefitsthatrestoredthoselostduringtherecentrecession,suchastheclosingoftheCity’s
localPolice&FirePensionPlanandthemigrationofourfirefighterstotheFloridaRetirementSystem
(FRS), which created an additional annual cost of approximately$1.0millionayear.Intime,the
paymentstotheclosedplanwilldeclineandhelpoffsetthesenewFRScosts,buttheseinitialtransition
years elevate personnel costs which must be funded. These costs are within the context of other
growingpublic safety costs, such as of the Sheriff’s contract;fromFY14toFY20,theannualcostof
policeserviceshasgrownbyalmost$3million,from$13.5to$16.3million.
Stability and sustainability are the two values that drive the development of the annual budget
recommendation.Themillageratereductionsofthepastfiveyearswerenotdramaticorextreme;they
CityofOaklandPark xi FiscalYear2020
were adjustments that could be made while maintaining the financial integrity of the City, ensuring
sufficient resources were available to fund City services at the level and quality expected by the
Commission and the community. The recommended budget for fiscal year 2020 acknowledges that
fiscalstabilityhasbeenandmustcontinuetobethebedrockforimplementingtheCityCommission’s
visionforOaklandPark.TheFY2020budgetrecommendsamodest increase in the millage rate,
raisingitfrom5.9985to6.0880mills,a1.49%increase.Althoughtheproposedmillageratewouldbe
the first millage rate increase since FY 14, the millage rate would still remain the second‐lowest
adoptedbytheCityinsevenyears.Withthemillageadjustment,theRecommendedBudgetmaintains
fiscal responsibility and stability for our City, which includes maintaining a General Fund reserve of
20.27%of operating appropriations, in line with City Commissionpolicy. The budgetand the millage
rateinthisproposalarerecommendedtoensuretheCitycancontinuetoimplementthestrategicvision
of the City, allowing us to make continued progress on the pathtoredefine, revitalize, and rebuild
OaklandPark.
FY20RecommendedBudgetSummariesbyFund
ThefollowingtablesummarizestheFY20RecommendedBudgetbyfund(in$millions)andcomparesit
to the original budget adopted for FY 19 and the revised budgetforFY19Asistypicalforlocal
governments,muchofthedifferencebetweentheadoptedandrevisedbudgetforagivenfiscalyearis
attributable to the “rolling‐over” of encumbered monies between fiscal years. A comprehensive
summaryofallfundsbydivisionisattachedheretoasExhibitA.
FundDescription FY19
Adopted
FY19
Revised
FY20
Recommended
GeneralFund 53.0 53.6 54.9
CommunityRedevelopmentAgency(CRA)Fund 0.6 0.6 0.6
DebtServiceFund 1.7 1.7 2.0
Water&SewerFund 20.6 27.5 22.0
SolidWasteFund 7.4 7.5 6.8
StormwaterFund 3.9 5.0 4.1
OtherSpecialRevenues 0.1 0.1 0.1
GeneralFundCapitalImp.PlanFund* 2.5 6.6 2.2
TotalBudget(in$Millions) 89.8 102.6 92.6
*TheCIPexcludesprojectsfromtheEnterpriseFunds.TheseprojectsarereflectedwithineachoftheseparateEnterprise
FundBudgets
.
CityofOaklandPark xii FiscalYear2020
DetailedFundSummaries
GovernmentalFunds
GeneralFund
The Recommended Budget for the FY 20 General Fund is $54.9 million, representing an increase of
$1.91million(3.6%)fromtheFY19AdoptedBudget.
The City continues to experience increases in personnel and operating costs. The contract with the
BrowardSheriff’sOfficefor servicesnextyear will be$16.3million, a $0.5 million, or3.25%,increase
over FY 19. This includes mandatory upgrades for enhanced communications equipment compatible
with new countywide standards in the amount of approximately $175,000.Absenttheequipment
upgrades, the BSO contract increase is 2.1%. Other recurring expenses include growing maintenance
costs($0.3million)forrecentlycompletedinfrastructureprojectsandforhigherqualitymaintenanceof
existing infrastructure. This budget includes the costs of closing the local Police & Fire Pension and
transitioningfirefighterstafftotheFloridaRetirementSystem,acostofapproximately$1.0million.As
cyber‐crimebecomesmoreprevalent,newrecurringsecuritycostsfortheCity’sinformationtechnology
infrastructureareessentialtomaintainthesafetyoftheCity’soperations,creatingapproximately$0.1
millioninnewoperationalcosts.CurrentcontractswiththeCity’slaborunionsexpireattheendofFY
2019and the Cityis currentlyengagedinnegotiations;fundingisalsocontemplated inthebudget to
accommodatetheresultsofthisbargaining.Amoredetailed,department‐by‐departmentdescriptionof
GeneralFundcostscanbefoundintheGeneralFundDepartmentalSummarysectionbelow
The FY 2020 Budget also recommends a number of other transfers fromtheGeneralFundtoother
funds.Proposedtransfersareasfollows:
TransfersfromGeneralFund

FY19
Revised
FY20
Proposed
$Change %Change
ToCIP $100,000 $386,593 $286,593 287%
ToDebtService* $1,729,120 $1,962,629 $233,509 14%
ToCRA $550,243 $417,919 ‐$132,324 ‐24%
Total $2,379,363 $2,767,141 $387,778 16.30%
Transfersareincreasedby$0.4millionoverFY19.TheFY19Adoptedbudgetincludeda$0.1million
transfertotheCIPFund.Bycontrast,theFY20transfertotheCIPincludesa$0.4milliontransfer.The
increaseisdrivenbytreecanopyprojects,streetscapedesign,andmatchfundingforagranttomake
improvementstotheMunicipalBuilding.Debtservicecostsareincreasedtoreflectservicingthe2018
loanfortheacquisitionoftheOmegaChurchPropertyonParkLaneEastandrepaymentofaninterfund
CityofOaklandPark xiii FiscalYear2020
loan from the Water & Sewer Fund used to acquire the Alster properties on NE 35
th
Street in 2017.
TheseincreasesarepartiallyoffsetbyareductioninthetransfertotheCRA.
PropertytaxcontinuestorepresentthesinglelargestsourceofrevenuefortheGeneralFund,providing
38.5%ofrevenues.Propertytaxrevenueisdeterminedbytwomainelements:1)theassessedproperty
tax base, and 2) the millage rate set by Commission. The certified data provided by the Property
AppraisershowsthattheCity’spropertytaxbasehasexpandedfortheseventhtimesince2007.The
propertytax basehasgrownby 8.14% sincelastyear,theseventh‐highestgrowthrateof allBroward
Countycities.However,growthhasstartedtoslow.Lastyear,theCity’sgrowthratewasalmost11%,
thesecondhighestamongallBrowardcities.TheCity’spropertytaxbaseisnow$3.5billion.
Sinceadoptingamillageratehighof6.3995inFY14,theCityhasreducedmillageforfiveconsecutive
years,withapost‐recessionlowof5.9985millsachievedinFY2019.OaklandParkisoneofonlyfour
cities in Broward County that has consecutively reduced millageoverthepastfiveyears.These
reductions were not drastic; the recommendations to reduce millageweredonewithafirm
commitment to maintaining the financial sustainability of the Citysoperations.TheCommissions
commitmenttofinancialstabilityisthechiefreasonthatthisrecommendedbudgetincludesamodest
millagerateforthefirsttimeinhalfadecade.
TheCity hasmade substantialinvestments thatcreate recurring expenditures, whichrequire funding.
Theseexpendituresreflectincreasedpublicsafetycostsforbothfireandpoliceservices,maintenanceof
recently completed projects, and overall increased compensationcostsforaCityworkforcethathas
experiencedonlyminorstaffinglevelincreasesoverthepastfiveyears.
The proposed millage rate is 6.0880, the second‐lowest millage ratefortheCitysinceFY13.The
recommendedrateisanincreaseof1.49%,or0.0895mills,overtheFY19millagerateof5.9985and
isthefirstrecommendedincreasesinceFY14.Therecommended millageis 9.02% greaterthan the
calculated rolled‐back rate of 5.5845 and generates an additional $1.7 million in revenue needed to
maintaincompliancewiththeCity’sfinancialpoliciesandcontinuethesteadypaceofprogresswithin
theCity.
Althoughtheoveralltaxbaseincreasedby8.14%percent,themaximumincreaseinpropertyvaluation
forsingle‐familyresidencesthatexperiencedanincreaseintheirSave‐Our‐Homesvaluewouldbe1.9%.
With the proposed rate of 6.0880, the median homesteaded single‐family residence from last year
wouldseea$25.66increaseinCity‐attributablepropertytaxonitsTRIMnotice,a4.42%increase.The
monthlyimpactwouldbeapproximately$2.97amonth.TheCityhas approximately 15,272 single‐
family homes, townhomes, and condominiums; of these, 59% are homesteaded. City taxes only
compriseasmallportionofwhatappearsonresidents’taxbills;about31%ofthetaxbillrepresentsthe
Citylevyandtherestispaidtoseparatetaxingauthorities,suchasBrowardCounty,theSchoolBoard,
andotherspecialtaxingdistricts.Itisworthnotingthatinyearstocome,thedevelopmentsofO&O2,
OaklandSquare,theformerK‐mart/Walmartsite,‐potentially‐Oaktree,andotherswilladdasignificant
CityofOaklandPark xiv FiscalYear2020
amountofnewconstructiontotheCitystaxrollsandhelpgeneratenewrevenuetohelpsupportour
growingCityambitions.
AnotherkeysourceofGeneralFundrevenueistheFireAssessmentfee,whichgeneratesapproximately
$5.7 million and represents 10.4% of the General Fund’s revenue. All proceeds are used to fundthe
Fire‐Rescue department's fire protection/suppression services; emergency medical service‐related
activities cannot be funded through this assessment. A fire assessment rate study was conducted in
2016andtheresultsofthisstudywereincorporatedintotheFY2017budget.Basedonchangesinthe
proportional demand for fire services among the different property classes, adjustments to the rate
schedulewereadoptedensuringrevenuecollectionwouldbeinproportionwithservicedemandbyuse
class. The residential rate adopted for FY 17 in accordance with the study results was $199 per
residential unit. This rate was maintained for FY 18 and for FY 19. No change to the existing fire
assessmentresidentialrateof$199isrecommendedaspartoftheFY20budget.TheCity’sresidential
rateremainswellbelowthecountywideaverage,particularlyasotherjurisdictionshaveincreasedtheir
rates.In2014,theaverageresidentialratewas$219inBrowardCounty;asof2019,theresidentialrate
average is $270.Staffrecognizesthatthestructureofthefireassessmentfee is regressive and
disproportionallyaffectsthoseleastabletoaffordit.Nevertheless,asfiresuppressioncostsincrease,
futureadjustmentstotheassessmentmaybeconsidered.TheCity’sexistingbudgetfortheFire‐Rescue
Departmenthasgrowninrecentyearstoreflectincreasedfundingforequipmentreplacement,training,
raises,and‐mostimportantly‐thecostsofconvertingtotheFloridaRetirementSystem.Fundingfora
newfireassessmentstudyisincludedintheproposedFY20budget.
Most other General Fund revenue categories remain essentially flat, with some accounts showing
modestimprovements,whileothersareexpectedtodecrease,e.g.CommunicationServicesTax.Many
oftheCitysrevenues,suchashalfcentsalestax,localoption gas tax, etc. are products of general
economic activity and determined State‐approved distribution methodologies. As these externally
determinedrevenuesleveloff,theratesdirectlycontrolledbytheCityCommissionbecomeincreasingly
important.
AswasshownintheCity’sFY2018ComprehensiveAnnualFinancialReport,theCitysbudgeteduseof
fund balance has compared favorably against the actual need to utilize these resources thanks to
improvingrevenues,additionalgrantfunding,andoperationalsavings.Fundbalancedeclinedinrecent
yearstoaccommodatesignificanttransferstotheCIPfortheAndrewsAvenueRoadwayImprovement
Project, the City’s Powerline Road TIGER‐grant contributions, and other one‐time expenditures. City
policy requires unassigned fund balance, or reserves, be kept at between 20 and 25% of operating
expenditures.TheproposedFY20budgetincludestheutilization of$2.0 millionin unassignedfund
balance,whichwouldleaveareservefundof20.27%operatingappropriations; reductions to the
proposedmodestincreasetomillageratecouldpotentiallyresultinaviolationofthepolicy.
CommunityRedevelopmentAgency(CRA)Fund
In recent years, the Community Redevelopment Agency has revitalized downtown Oakland Park and
helpedspurnewinterestinredevelopmentalongAndrewsAvenueandelsewhere. DuringFY17,the
CityofOaklandPark xv FiscalYear2020
CityCommissionapprovedanew5yearstrategicplanfortheCRA and the FY 20 budget reflects
continued funding for initiatives, innovative projects, and studies to continue this momentum. This
emphasis is intended to attract new development, redevelopment and stimulate economic activities
withinthedowntownandtheotherareasoftheCRA.

TheRecommendedBudgetalsoincludes$17,500foradditionalartprojectsandanadditional$80,000in
newmoneyforfaçadeandincentivegrants.Aspresentedearlierthisyear,theCRAintendstosimplify
the grant programs it currently offers. Bystreamliningthe programs, the CRA hopes to attract more
applicationsandhelpbusinessesinvestinOaklandPark.TheCRAbudgetalsoincludes$96,000forCRA
consulting assistance to provide strategic planning implementation, special project planning and
development, and enhanced marketing. Enhanced marketing also includes a redesign of the CRA
website, creating a one‐stop shop for businesses and investors interested in learning about what the
CulinaryArtsDistrictandotherpartsoftheCRAhavetooffer.
Oakland Park’s CRA is not funded by tax‐increment financing. Assuch,ithasreliedonaclose
partnership with Broward County to assist in providing funding for major projects. This continued
partnership between the County and the CRA has provided fruitful economic investments for the
community.
The City participated in the County’s Redevelopment Capital Program (RCP) to acquire properties
downtownandfund various infrastructure projects.DistributionsfromtheRCPare loansandinclude
provisionstoconverttheseloansintograntsifcertainlevelsofdevelopmentareachievedasmeasured
by improvements in the CRA’s property tax base. The City has 11 different RCP loans, totaling $4.8
millioninprincipal.Debtservicefortheseloansisstaggeredandthefirsttwooftheseloanshaddebt
servicepaymentsbeginningin2017.StaffworkeddirectlywiththeCountytodeferprincipalpayments
ofthesefirsttwoloans,asaresultofthecontinuedeconomic activity in the CRA, and in FY 2018
submitted conversion documentation using the most recent data from the Broward County Property
Appraiser. Based on these initial submissions, the City has successfullyconverted$1.4ofthe$4.8
millionowed,completelyeliminatingtwoloansandpartiallyconvertinganother.Althoughnotreflected
intheCRAbudgetitself,thedebtservicebudgetforFY2020includesdebtservicecostsforthoseRCP
loanswhicharedueandpayable.StaffwillcontinuetoworkwithBrowardCountyontheconversionof
theoutstandingloans.
TheCountysRCPprogramwasrecently replaced with the BrowardRedevelopmentProgram(BRP).
OaklandParkhassuccessfullyworkedwithBrowardCountyandwasawardedtwoBRPprojectgrants:
onefortheAndrews&ProspectPlazaprojectandanotherfortheGrandPlazaatJacoPastoriusPark.
In2019,theCRAwasabletoworkcooperativelywithBrowardCountytosecurea“gapfinancing”grant
of$1.1millionfortheCity’spublic‐privatepartnershipproject,OaklandSquare.During2019,theCRA
alsoplayedacriticalroleinongoingplanningstudiesconcerningrevisionstotheDowntownMixed‐Use
District,aswellas coordinatingthefeasibilitystudiesrelatedtoapotentialcommuterrail platformin
downtownOaklandPark.
CityofOaklandPark xvi FiscalYear2020
ExpendituresintheCRAforFY20total$562,440,ofwhich$417,919isfundedthroughtransfersfrom
theGeneralFund.TheremainingexpendituresarefundedbytheCRAsrentalsandleasesrevenueand
othersources.
DebtServiceFund
ThisfundreflectsGeneralFundprincipalandinterestpaymentsandisforallCitydebtotherthanthat
relatedtoEnterpriseFunds(Water&Sewer,SolidWasteandStormwater).Thisisrepaymentofdebt
for the acquisition of vehicles, municipal facilities, property acquisition, and the development and
upgradingofsomeoftheCity’srecreationalfacilities. TheproposeddebtservicebudgetforFY20is
$1,962,629,120, an increase of $233,509 over FY 19. This increase is primarily attributable to the
servicingcostsofdebtfortheacquisitionoftheOmegaChurchparcelonParkLaneEastandtheAlster
lotsonNE35thStreet.
The Financial Services department has worked with the City’s Financial Advisor to refund prior debt
issuancestotakeadvantageofthehistoricallylow‐interestrates.TheCityhasonlyaddedmedium‐term
debt(3to10years)inrecentyears,allofwhichhasbeenexclusivelyusedtofacilitatethepurchaseof
Fire‐Rescuecapitalitems,suchasafireenginein2013($697,394),threerescuetransportvehiclesanda
command vehicle in 2015 ($749,561), and additional replacement fire trucks in 2016 ($745,000) and
2018($599,612).Thetwomostrecentissuancesforlong‐termdebtattributabletotheGeneral Fund
were for the acquisition and renovation of the Municipal Building in 2007 ($4 million) and the
acquisitionof the formerOmega ChurchProperty onPark Lane East ($1.66 million). Bothloanshave
finalprincipalpaymentsin2028.
TheNovember2018approvalofthe$40millioningeneralobligationbondsrepresentsamajorchange
totheCity’sgovernmentaldebtportfolio.The$40millionprogramwillbeimplementedoveraperiod
ofapproximately10years,ratherthanallatonce.TheCityanticipatesissuingtwotothreetranchesof
debt.Atrancheisa“slice,orportion,ofthetotal$40millioninbondsthatwouldbesold,orissued,
together at the same time; this is the process by which the City “draws down” on the approved $40
milliontoprovidefundingforthebondprogram.Thefirsttranchewillbeissuedduringthe2020fiscal
year,withtheamountissuedbased on designandconstructioncostsfortheinitialroundofprojects.
Thegeneralobligationdebtwillbefundedthroughthevoter‐approveddebtmillage,whichisseparate
anddistinctfromtheoperatingmillageusedtosupporttheGeneralFund.Thedebtmillagewouldbe
adoptedandadvertisedinasimilarfashiontotheoperatingmillage.Thedebtmillagewouldbelevied
aspartoftheFY2021budget.Basedonexistinginterestrates,itisanticipatedthefullvalueofservicing
the$40milliononceissuedwillbetheequivalentof$10amonthorlessforthemediansingle‐family
home.Asthedebtwouldbeissuedovermultipletranches,thisfullservicingcostwouldbephasedin
overtime.
CityofOaklandPark xvii FiscalYear2020
EnterpriseFunds
Water&SewerFund
This fund generates revenues through user fees paid by the Cityswaterandsewercustomers.The
City’swaterandsewerutilitysystemcoversmostoftheCity,withtheexceptionofcertainareas,e.g.
North Andrews Gardens, Twin Lakes South, and parts of the Lakeside neighborhood. Recent major
infrastructureprojects havealso beenfunded bythe proceedsof the 2010 and 2012bond issuances.
Servicecharges cover ongoing operations,debtservice, and capitalexpenditures.Amultiyearsewer
lining project continues to reduce inflow and infiltration, saving the City hundreds of thousands of
dollars.
TheoverallWater&SewerFundbudgetforFY20is$22.0million,anincreaseof$1.4millionfromthe
adoptedFY19budgetof$20.6million.Thisincreaseisprimarilyattributabletotheincreasedlevelof
investmentintheWaterandSewerFund’scapitalprogram.TheFY20budgetincludes$1.6millionin
capital improvements compared to $0.7 in FY 19. The proposed CIP budget includes funding for
continued investment in the City’s inflow and infiltration program for sewer lines, upgrade of sewer
laterals,watermainimprovements,servicelineupgrades,anddesignofthenewpublicworksfacility.
The proposed budget also includes $205,000 for additional bypass pumps and trailer‐mounted
generators to provide additional coverage and ensure continuity of operations during emergency
events.FundingisalsoincludedfortheongoingcostsoftheSmartMeterBadgerBeaconportal,which
isestimatedtobe$0.1million.Arequired10‐YearWaterUtilitiesSupplyPlanisalsofunded.Promoting
water conservation and sustainability remains a paramount priority and funding is provided in the
budget to maintain the existing water conservation rebate for the purchase of high‐efficiency toilet
fixturesandexpandstheprogrambyaddingawater‐savingshowerheadcomponent.
Arateschedulewasadoptedin2009thatprovidedforprogrammedwaterandsewerrateadjustments
tosupporttheprojectsandmaintaintheCity’sAA‐utilitycreditrating.Thescheduledrateincreasesare
alsorequired toprovideforpass‐throughofrateincreasesfromFortLauderdaleandBrowardCounty
(whichprovidetheCity’spotablewaterandwastewaterprocessingservices).Theseprogrammedrate
adjustments will keep the fund on track to retain the City’s favorable credit rating and maintain the
schedule for construction of infrastructure improvements.  The success of this strategy was
demonstratedwhentheCity’sratingwasupgradedbyStandardandPoor’stoAAin2015andhasbeen
consistentlyaffirmedasAA‐byFitchRatings.
TheFY2019budgetincludedfundingforanewutilityratestudyforOaklandPark.Asindicatedabove,
the City’s current rate structure is based on a self‐adjusting formula that takes into account cost
increasesfromourserviceproviders,FortLauderdaleandBrowardCounty.FortLauderdaleiscurrently
engagedinanextensiveratestudyevaluation,withnewratesanticipatedtogointoeffectwithinthe
near future. At our request, Fort Lauderdale has allowed Oakland Park staff and our own rate study
consultantstoparticipateandreviewtheworkrelated tothestudy. Theresultsofthestudyindicate
thatthebulk‐userratespaidbytheCityofOaklandParkshouldbereduced.OaklandParksownrate
CityofOaklandPark xviii FiscalYear2020
study will incorporate the anticipated cost savings from Fort Lauderdale, passing on these savings to
commercialandresidentialconsumers.
As part of the rate study, Oakland Park’s consultants are also reviewing options to require utility
accountstobeinthepropertyowner’snameonly.Unpaidtenantutilitybalances,bothresidentialand
commercial,remainachallenge.Utilityaccountswouldbecometheresponsibilityoftheownerofthe
property,who would then make arrangementswith the tenant. The City then has the option tolien
properties with unpaid utility charges. Any such change in the account structure for utility services
wouldrequireanordinanceapprovedbyCommission.
The timeline for completion of the Oakland Park rate study is contingent on finalization of Fort
Lauderdale’s own rate study, as the bulk user rates charged to the City and the timeline for their
implementationarecriticalcomponentsofadjustingOaklandPark’srates.Itisanticipatedthatthrough
the adoption of a new rate schedule, Oakland Park will be able to pass along significant savings to
residentialandcommercialcustomers.
StormwaterFund
TheStormwaterFundisalmostexclusivelyfundedbyrevenuesgeneratedbythecitywidestormwater
assessment.InFY15theCitycontractedwithafirmtoconductautilityrateanalysisofthestormwater
systeminordertoensurethefiscalstabilityofthefundtomeetcurrentandfutureprojects.Basedon
theresultsofthisstudy,it was determinedthat thethen‐currentratewasnotadequatetomeetthe
ongoing operational and capital demands of the stormwater systemoverthenextfouryears.The
assessmentratewasincreasedfortheFY16budgetfrom$72to$84 per equivalent residential unit
(ERU),thefirstincreasesince2006.
Withtheexceptionofgovernmentalentities,allpropertiesinOaklandParkareassessedforstormwater
services. As a utility service, governmental entities are billedmonthlyfortheproratedvalueofthe
assessment. In September 2018 the School Board provided noticethatitwouldnolongerpaythese
chargesbeginning October 2018, citinglegalprecedentsconcerningsovereignimmunity that limitthe
ability of Oakland Park to force payment of these utility services. The refusal to pay for these vital
servicesresultedinanunanticipated$0.2millionlossofrevenueinfiscalyear2019,whichcontinuesin
the2020budget.Thisrepresentsalossofapproximately5%offundrevenues,whichrequiredgreater
thananticipateduseofstormwaterreservestofilltheshortfall.
TheproposedStormwaterFundbudgetforFY2020is$4.1million,anincreaseof$0.2millionfromFY
2019’sadoptedbudgetof$3.9million.Thisincreaseislargelydrivenbyfundingforanewstormwater
masterplan,whichisestimatedtocost$0.2million.Thismasterplanwillhelpevaluatethenewlong‐
term need for drainage infrastructure in the City, with a particular emphasis on how to address the
challenges of sea‐level rising, flooding, and surface water quality.Thecapitalintensityofthemaster
planwillalsoplayaroleinfuturerateforthefund,assufficientrevenuewillneedtobegeneratedto
fund these improvements. The proposed budget also includes funding for an Environmental &
CityofOaklandPark xix FiscalYear2020
SustainabilityManager,whichwillcoordinatesustainabilityissueswithintheCity,includingplanningfor
theeffectsofclimatechangeandsustainableinfrastructure.
Althoughrecurringrevenueshavedecreased,andrecurringexpenseshaveincreased,nochangetothe
rate of $84 per ERU is recommended at this time. Adjustment totheratestructuremaybe
recommended after the completion of the stormwater master plan. The current stormwater
assessmentratewillgenerateapproximately$3.4millioninFY2020.TheCitywillcontinuetherevenue
collectionprocessthroughtheplacementoftheannualassessmentfortheStormwaterprogramonthe
propertytaxbill.
SolidWasteFund
TheSolidWasteFundisfundedthroughtwoprimarysources:anon‐advaloremspecialassessmentfor
residential customers and utility service charges for commercial services. The citywide special
assessment program was introduced in FY 2012 and the residential fee was $255. In FY 2014, the
residentialfeewasreducedby$50to$205,a19.6%reduction,andcommercialratesweredecreasedby
thesameproportion,resultinginarevenuereductionof$1.2million.
AspartofacomprehensivestudyonCityssolidwasteprogram,theconsultantsconcludedthatthe
reductioninratesthatoccurredaspartoftheFY2014budgetisnotsustainableandadjustmentswould
beneededtoprovideincreasedstabilityinthefund'sreservesandtocover increasing disposal,fleet,
andotheroperatingcosts.InFY2018,therateswereadjustedslightly,withtheresidentialassessment
increasebe$12andthecommercialratesby5.5%,withbothratesstillwellbelowthe2013rates.InFY
2019, the residential rate of $217 remained unadjusted and the commercial rates were increased by
3.5%.
Thetotal budgetof thefund forFY 2020is $6.8 million, a decrease of $0.6million fromthe FY 2019
adoptedbudgetof$7.4million.ThisdecreaserepresentsthelackofmajorvehiclepurchasesinFY2020
comparedtoFY2019,butthebudgetdoesreflectincreaseddisposalandprocessingcosts,inadditionto
personnelcostincreases.
OaklandPark’srecyclingprogram,likeallsuchprogramsnationally,ishighlyaffectedbychangesinthe
marketforrecyclables.TheCity’scontractwithWasteManagement’sRecycleAmericacoststheCity$96
per ton for processing the recyclables. The cost of sorting and processing single‐stream recycling is
partiallyoffsetbyrevenuegenerated by the sale of the recyclablematerials.Inprioryears,thesales
valueofrecyclablegoodswasgreaterthantheprocessingcost,butasthemarkethascooledthesaleof
thegoodshasonlypartiallyoffsetprocessingcosts.Historically,themarketforrecyclinghasbeensuch
that,afterthesaleofthematerials,thenetcostpertonofrecyclingwassubstantiallylowerthanthe
costofgeneralmunicipalsolidwastedisposal($41.19perton).
Over the past year however, the sales value of recyclables has continued to decline due a shrinking
marketofpurchasersforrecycledmaterialsandhighcontaminationrates.Thesefactorshavegreatly
CityofOaklandPark xx FiscalYear2020
increasedthenetcostofrecycling.Thenetcostofrecyclinghasgrownfrom$12.46pertoninOctober
2018to$55.27pertonthisMay,anincreaseofmorethan300%inlessthanayear.
Notall materialplaced by residents intotheirrecyclingcartsisrecyclable;theCity’scontractallows a
“contaminated” percentage of up to 17%,with contamination rates higher than this levelresulting in
loadsbecomingunsaleable.ThisraisessolidwastecostsastheCitythenpaysthe$96pertonprocessing
feeinfullwithoutanyoffsettingsalesvalue.Recentregional audits by Waste Management show a
contamination rate of 34% for Broward cities, which results in higher costs for Waste Management
customers,includingOaklandPark.TheCityplansanaggressiveoutreachefforttoeducateresidents
onhowtoproductivelyrecycle.
TheSolid WasteFund’sbudget fornext fiscal yearincludes fundingfor a newposition,a Solid Waste
Inspector.Keyresponsibilitiesofthispositionincludeauditingofmunicipalcustomers’recyclingloads
priortobeingsentforprocessing,providinganopportunitytoreducecontamination,whichwillprevent
more recycling from being sent to landfills and saving the City money. In coordination with the
Environmental & Sustainability Manager, the position will also be part of the larger program of
education related to recycling to help residents and businesses understand what can and can’t be
recycled.TheSolidWasteInspectorwillworkwithCommunityEnhancement’sCodeOfficerstoidentify
bulktrashandotherrelatedviolations.
TheCity'ssolidwasteratesremainwellbelow2013levels($255perresidentialunit)evenasoperating
costsforthesolidwastefundincrease.Theseincreasingrecyclingcostsplaceanadditionalburdenon
thesolidwaste.OaklandParkisdedicatedtosustainabilityandtheCommissionhasconsistentlyvoiced
theirsupportofmaintainingavigorousrecyclingprogram.Tomaintaintheexistingrecyclingprogram,a
$10increaseinthespecialassessmentrateforresidential(anincreasefrom$217to$227perresidential
unitperyear)isrecommended.Theratestillremains$28lowerthantheearlier2013rate.
Itisworthnotingthatnotallresidentialpropertiesareassessed for residential solid waste services.
Residentialpropertieswithmorethanfourdwellingunits,suchasacondominiumdevelopment,receive
commercial services rather than residential ones. The utility bills for these commercial services are
typicallybilledtocondominiumassociations.
Theproposed$10increaseintheresidentialassessmentwouldgenerateanadditional$104,000forthe
fund, which roughly offsets the current recycling costs. An increase of 3.5% in commercial rates is
proposed,whichisanticipatedtogenerateanadditional$150,000to$200,000.Commercialratesare
setbyordinance.Theseincreaseswillhelpoffsetincreaseddisposal and operating costs, but both
commercialandresidentialrateswillremainsubstantiallybelowthe2013rates($255residential).
TheCitycontinuestherevenuecollectionprocessbyplacingtheannualassessmentfortheresidential
solid waste program on the property tax bill.Asnotedabove,commercialbilling rates are set via
ordinance.FirstandsecondreadingsoftheordinancewillbeheldinSeptember.
CityofOaklandPark xxi FiscalYear2020
CapitalImprovementProgram(CIP)Plan
TheCity’sCIPplanoverthepastseveralyearshasfocusedontheupgradeofourinfrastructure.These
projectshaveensuredthattheCity’sdistributionandcollectionsystemsmeetthecapacityneedsofour
currentandfuturecitizens.Byprovidingtheimprovedcapacitytoaddressflooding,aswellasresidential
andcommercialwaterandsewerneeds,theCityhasrealizedsignificantreductionsinoperationaland
maintenancecosts,whichhelpoffsetthecostsofthe2010and2012Water‐SewerBonds.
BuildingonPastSuccesses
Building on the prudent fiscal management of years past, FY 17 markedamajortransitionintheCIP
five‐yearplan, beginninga shift away fromundergroundimprovements to above‐ground components
including downtown enhancements, streetscapes, parks facilities, mobility enhancements, and
redevelopment projects. The City’s investment in the downtown has provided the momentum and
commercial interest from investors that is spreading throughout the City. The success of downtown
redevelopment has generated an increase in development, propertysales,andnewinvestments.The
CitysstrategicCIPeffortstoupgradetheinfrastructurehave led to the next stage of planning and
implementationfortheCity’srenewedprosperity.Thefive‐yearCIPcontinuestoprovideprojectsthat
promote a sustainable future through enhancements in our City parks and other above‐ground
beautificationimprovementsthatpromotewalkable,bicycle‐friendly,landscapedstreetscapes.
TheFiscalYear2018CIPbudgetwasapprovedat$19.6million,ofwhichapproximately$2.5millionwas
grantrevenue.Thiswasoneofthelargestsingle‐yearCIPinvestmentsinrecenthistory,fundedinpart
bya historic transfer of over $3 million from the General Fund. Major projects awarded included Bid
Pack8,SmartMeters,AndrewsAvenueImprovements,andPowerlineRoadImprovements.Likeany
budget,theCIPisnotastaticdocumentandvariouschangesoccurred.Additionalprojectsnotoriginally
includedwereaddedviabudgetamendmentduringtheyear,includingNW5thAvenueEnhancements
andtheWestDixieParkingLoton34thStreet(bothpartiallygrant‐funded).Thefiscalyearalsosawthe
completionofvariousCityprojects,includingthefirstphaseoftheStunsonNatureTrail,OaklandPark
West Landscaping Improvement Projects Phase 1, and multiple bid packs. Changing conditions also
resultedintheretoolingofsomeprojects.TheOaklandParkBoulevard West Landscaping
ImprovementsProjectPhase2wasdeferredastimingconflictswithplannedFDOTimprovementsmade
itineligiblefortheFloridaHighwayBeautificationgrantprogram.Asmentionedearlier,theunexpected
cancelation of the Broward Redevelopment Program’s funding cycle for FY 2018 delayed the
implementationoftheMainStreetEnhancements.

TheFY19adoptedCIPwas$3.4million.ItincludedtheawardoftheNW10thAvenueImprovement
Project,demolitionoftheoldPublicWorkswastewaterfacility,additionalenhancementstotheStunson
NatureTrail,significantoutlaysforsewersystemliningtoreduce inflow and infiltration, and other
improvementstotheCity’swaterandsewersystem.DuringFY19,theCityalsohadavarietyofprojects
thatcontinuedconstructionbeguninFY18,includingAndrewsAvenue,BidPack8,andanewmunicipal
CityofOaklandPark xxii FiscalYear2020
parkinglotonthecornerofDixieHighwayandNE34
th
Street.TheMainStreetEnhancementsprojectis
currentlyouttobid,andtheawardoftheprojectisanticipatedbeforetheendoftheyear.Theproject
willcontinuetheconversionofMainStreetintoaninvitingculturalcorridorextendingfromtheGrand
PlazaatJacoPastoriusParktotheDowntownOaklandParkArchwayonOaklandParkBoulevard.The
projectincludestheinstallationofpublicartthroughout,includingthereplacementoftiledsquareson
columnsandfountains,aspeakersystemnetworkatallfountains,andpublicwi‐fiaccess.

TheProposedFY2020toFY2024CIP
TheproposedCIPforFY2020is$3.8million,anincreaseof$0.4millionoverFY2019adoptedbudget.
Thisbudget includesbothprojects directlyfundedbytheCityandprojectsthatarebeingfundedand
constructedbyotheragencies,includingvariousCompleteStreetsandLocalInitiativesProgram(CSLIP)
projects.Manyprojectsarepartiallygrant‐funded;otheragencycontributionsandgrantstotheCityare
valuedat$1.8million,or48%ofthetotalCIPoutlayproposedforFY20.Majorprojectsinclude:
Oakland Park Elementary School Sidewalk Network: ThisCSLIPprojectisoneofmultiple
sidewalk network projects being contemplated in the City’s five‐year CIP. To promote safety
and increased mobility, the City is seeking to provide a continuous network of sidewalks
between Oakland Park Blvd on theSouth, Park LaneEast on the North, DixieHighwayon the
east, and Andrews Avenue on the west.Sidewalksexistinthisareabutarenotall
interconnected;theproposedprojectisfundedthroughtheMetropolitanPlanningOrganization
andwillbedesignedandconstructedbytheFloridaDepartmentofTransportation.Thedesign
willoccurinFY20,withapproximately$0.4millionastheestimateddesigncosts,whichwillbe
bornebytheMPO.Thetotalvalueofthegrantsis$3.1million;projectcostsinexcessofthis
amountwillneedtobefundedbytheCity.
Lakeside Sidewalk Network: Another CSLIP project, this project will enhance pedestrian
mobility and safety, providing better connectivity for the Lakeside neighborhood and nearby
Oswald Park & Community Center, local transit stops, and the nearbyUSPostOffice.The
proposed project is funded through the Metropolitan Planning Organization and will be
designedandconstructedbytheFloridaDepartmentofTransportation.Thedesignwilloccurin
FY20,with approximately$0.5 million in design costs, whichwill be borne bythe MPO. The
total value of the grant is $2.0 million; project costs in excess of this amount will need to be
fundedbytheCity.
Parks and Tree Canopy Improvements: The proposed CIP includes a variety of projects that
enhancerecreationalopportunitiesforresidentsandcontinuetoexpand theCity’s treescape.
TheCollinsSplashPadisbudgetedfordesignandconstructioninFiscalYear20;approximately
97%oftheproject’s$400,000budgetisgrant‐funded,withtheremainderfundedthroughthe
use of Parks Impact Fees. The budget contains funding for continued, improvements to the
Stunson Nature Trail with $30,000 for additional planting and trail upgrades. As part of an
CityofOaklandPark xxiii FiscalYear2020
ongoingcommitmenttoexpandourcommunity’streecanopy,anadditional$50,000infunding
isrecommendedforplantingsthroughouttheCity.
Municipal Building Improvements: Design and construction of this project are planned in FY
2020.Thebudgetis$736,593,ofwhich$500,000isfundedthroughtheHazardMitigationGrant
Program making this project 68% grant‐funded. The project will “harden” the municipal
building,withimprovementstotheroof,windows,doors,andtheinstallationofapermanent
standbygeneratortoprovideprotectionagainstpowerloss.
PublicWorksProjects:VariousimprovementsareincludedintheFY2020CIP,including
$300,000 for inflow and infiltration work, $400,000 for lift station upgrades, $100,000 for
upgrading sewer laterals, $150,000 for water main improvements, $100,000 replacement of
galvanized water services. $100,000 for new gate valves, and water main relocation and
improvements on Oakland Park Blvd to accommodate FDOT projects on this major roadway.
Thebudgetalsoincludes$300,000forthedesignofthenewPublicWorksfacility.Fundingis
includedforthedesignofNE11
th
AvenueImprovementsfrom37
th
to39
th
Street.
NotallCIPprojectsaremanagedorfundedbytheCity.ManyoftheseprojectsareCSLIPgrantprojects.
Inaddition,thereareotherprojectsoccurringwithinOaklandParkonStateandCountyroadsthatare
partofotheragencies’separatecapitalimprovementplans.TheMetropolitanPlanningOrganizationis
currentlyinthemidstofa$7.6millionimprovementprojectonNW21
st
AvenuefromOaklandParkBlvd
toCommercialBlvd.Theprojectincludesroadwideningtoprovidebicyclelaneswithtwo‐footbuffers
onbothsidesoftheroad,theadditionofmedians,andthereplacementofthebridge.Constructionis
anticipatedtobeginthisyearandend in December 2020. The Prospect Road enhancementandlane
reduction project is in the planning and design phase for the area from Commercial Blvd to Dixie
Highway,whichwillimprovetheaestheticappearanceandfunctionalityofthisimportantcorridor.For
bothprojects,theCitywilllikelyberesponsibleforthecostoflandscapinginstallationandmaintenance.
TheCIPisamulti‐yeardocumentandconsideringonlythefirstyearofprojectsappropriatedaspartof
thisbudgetprocess,canbemisleading.AlthoughtheFY19CIPis$3.8million,theproposedfive‐year
CIPis $32.5 million. The five‐year plan contemplates approximately $18.2 million instreetscapingand
mobility projects, $1.7 million in new facilities and parks projects (not bond‐funded), $11.1 million in
water‐sewer projects, and $1.5 million in stormwater projects. Theseimprovementsincludepark
improvements, an ongoing annual commitment to restoring and expanding our tree canopy, utility
infrastructureimprovements,sidewalknetworks,majorroadwayimprovements,parkingfacilities,anda
potential commuterrail station. Commission direction, the integration ofrecommendations in newly
completed studies into the capital planning process, grant awards, changing economic conditions,
community priorities, and other factors will invariably result in changes to the timing, modification,
addition,orevenremovalofsomeprojects.
CityofOakla
ndPark xxiv FiscalYear2020
Long‐termCI
PPlanning&BondImplementation
Long‐term
capitalplanningrequireslong‐termfinancialplanning.Manyoftheseprojectsarerelatedto
theCity’senterprisefunds,withprojectfundingcomingfromuserfees.Thelongtermcapitalneedsof
these funds are contemplated in rate studies and rate adjustmentsaremadefromtimetotimeto
ensuresufficientresourcesforcriticalinfrastructureimprovements.Manypotentialprojectsincluded
intheCIPareattributabletotheGeneralFundand,assuch,cannotrelyonenterprisefunduserfeesas
a basis for financing. Future streetscapes, parks, and other “governmental” capital improvements are
largelyfundedbycontributionsfromtheCity’sGeneralFund.TheCityhasworkeddiligentlytosecure
external funding through grants to support the CIP; as noted above,48%ofFY20sproposedCIPis
grant‐funded.Approximately$3.3millioninGeneralFundprojectsareidentifiedas“unfunded”forthe
out‐years in the proposed CIP, with individual unfunded values per year ranging from a high of $1.3
millionin FY 22 toa low of $0.3million inFY 23. While the Citywillcontinuetoaggressivelysecure
additionalgrantfunding,futureCIPsmayrequireadjustmentofthetimingofprojectstocorrespondto
thefinancialcapacityoftheCity.Inadditiontolong‐termfinancialneedsforfundingfutureprojects,it
mustberecognizedthatmanyoftheseprojectswillcreatenewandsubstantialmaintenancecostsfor
theCity.
On
November6,2018–theCity’sresidentsapprovedanambitious$40milliongeneralobligationbond
tomodernizetheCity’sfacilities.Asdiscussedearlierinthisdocument,theproposedCIPforFY20does
notincludeaspecificimplementationscheduleforthesegeneralobligationprojects.Atthetimeofthe
presentationoftheFY20CIP,theCityisintheprocessofplanning the implementation of the bond
projects, soliciting public feedback, procuring professional servicescontractsforengineering,
archite
ctureandotherservices,preliminarydesignwork,andrelatedactivities.Itisanticipatedthatan
implementationplanwillbepresentedforconsiderationduringthe2019calendaryear,withphasesof
designandconstruction.DesignworkforPhase1willoccurinFY20andbudgetamendmentswillbe
requestedatthetimeofawardforthesedesigncontracts.Thesecostswillbereimbursedfrombond
proceeds;theCityanticipatesthefirstbondsbeingissuedbeforetheendofsummer2020.
The CIP plan was presented to the Commission on June 19, 2019 and will be presented for final
CommissionconsiderationandadoptionwiththeCitybudgetinSeptember.
GeneralFundDepartmentalSummary
Belowisasummaryofactionsand assumptionsproposedintheFY20RecommendedBudgetforthe
City’sGeneralFund:
CityCommission
Increasedtravelbudgettoaccommodatelobbying,advocacy,andotherefforts($15,000)
FundingformembershipintheGreaterFortLauderdaleAlliance($2,500)
FundingformembershipwithNationalLeagueofCities,BrowardLeagueofCities,FloridaLeagueof
Cities, Florida League of Mayors, United States Conference of Mayors, and the Broward
MetropolitanPlanningorganization($21,400)
CityofOaklandPark xxv FiscalYear2020
Fundingforattendanceatregionalcivicevents,includingUnitedWayMayors’GalaandtheBroward
LeagueofCitiesAnnualGala($5,000)
Continuedfundingoflobbyistservices($64,200)
Clerk’sOffice
AmericanswithDisabilitiesActwebsitecompliancemeasures($12,650)
Continued production of the monthly Oakleaf ($70,000) and semi‐annual Oakland Park Live
($40,000)publications
Welcomepackagesfornewresidentsandbusinesses($6,000)
Engineering&CommunityDevelopment
Building&PermittingDivisioncustomerserviceenhancementsprovidingextendedpermittinglobby
hours($20,000)
Building & Permitting Division increased overtime to accommodate increased permitting and
inspectionactivity($30,000)
Energov implementation services to make adjustments to the software platform after it goes live
thisyear($10,000)
PlanningDivision activitiesincluding preparation ofthe EvaluationAppraisalReport as partof the
update to the Comprehensive Plan ($100,000) and a Corridor Study of western Oakland Park
Boulevardtoassesspotentialdevelopmentoptions($50,000)
Community Enhancement Division development of a pilot program for residential improvement
matchinggrants($20,000)
Community Enhancement Division’s continued administration of the City’s Vacation Rental
regulations($69,726)
FinancialServices
FundingforanupdateandrevisiontotheCity’sexistingStrategicPlan,whichwasfirstadoptedin
2007andlastrevisedin2013($25,000)
GrantmanagementassistancetohandletheincreaseingrantawardsreceivedbyCity($16,000)
Maintenanceofthenewsmartmetercustomerportalandmonthlycellularcosts($106,000)
Preparationofsolicitationforbankingservicesandreviewofproposals($20,000)
Transition to a new merchant processor in Utility Billing to provide additional payment stream
options, including online e‐check payments and payment by phone (cost neutral to de minimis
impact)
Continuedutilizationofthepurchasingcardprogram(expectedrebateof$235,000)
Negotiations with Tyler Technologies on the first renewal of ERP contract in coordination with
HumanResources&AdministrativeServices
Fire‐Rescue
Updatetothe2017FitchOperationalStudy($35,000)
FireAssessmentRateStudy($30,000)
AdditionalovertimeforISO/NFPArecommendedtraining($92,000),specializedtraining($40,000),
andofficerdevelopment($23,040)
CityofOaklandPark xxvi FiscalYear2020
MaintenanceonnewcommunicationsequipmentforP‐25digitaldispatchincludingstationalerting
systems($23,000)andMotorolaportables($9,750)
American Heart Association Heartsafe Program classes for the community ($6,400), public school
educationalmaterials($5,500),andpublicCPRtrainingmaterials($1,000)
Fire‐Rescueimmunizationprogram($3,000)
HonorGuardsuppliesanduniforms($2,500)
Replacementofthreecardiomachinesforfirefighterphysicalexercise($10,500)
Newandreplacementpersonnelprotectiveequipmentforstaff($25,000)
Purchaseof10additionalspareSCBAairbottlestoallowforimmediateresponseaftercallsutilizing
primarybottles($12,500)
IncreasedretirementcoststoreflectFRSconversionandincreaseinrequiredCityplancontribution
costs($1.0millionestimatedcost)
HumanResources&AdministrativeServices(IncludingInformationTechnologyServices)
Creation of a new program to incentivize contributions to individual Retirement Health Savings
Accounts, which provide a mechanism to fund post‐retirement healthcare expenses on a pre‐tax
basis($4,000)
ContinuetheCity’sTuitionReimbursementProgram($10,000)
Continue the elective retirement incentive program, to encourage employees to establish and
activelycontributetosupplementalretirementaccounts($4,000)
Citysummerinternshipprogramforstudents($15,000)
TBandHepatitisVaccineProgramforPublicWorksstaff($8,700)
Repairand/orreplacementofCCTVcamerahardware($25,000)
Informationsecurityvulnerabilityassessmenttoensurethecontinuedsecurityandintegrityofthe
City’snetworkinfrastructureandITenvironments($25,000)andend‐usersecuritytraining($10,000)
Engineeringandsecuritysupportservicestoassistinnetworksecurityimprovements($30,000)and
additionalonsitetechnicalsupportservices($62,400)
Annualmaintenanceforhardeneddatacenterservices($18,000)
Replacementofoldercomputers($4,000)
Increased risk management costs to reflect anticipated renewal costs of City property and other
insurances($51,835)
Manager’sOffice
Strategicconsultantsforspecialprojects($25,000)
Citypromotionalmaterials($15,000)
Attorney’sOffice
Increasedbudgettoreflectanincreaseduseoflegalservicesduetolitigation,planningandzoning
issues,andrealestateactivities($48,000)
Park&LeisureServices
UpdatetotheCity’sParksandRecreationMasterPlan($50,000)
CityofOaklandPark xxvii FiscalYear2020
Renewal of the City’s accreditation through the National RecreationandParkAssociations
CommissionforAccreditationofParkandRecreationAgencies($25,000)
LaunchofnewTylerParks&Recreationprogram,withMunisandEnergovERPsolutionsintegration
($17,443)
Maintain all existing Parks and Leisure events, in addition to absorbing former CRA events
($588,400,allevents)
Increase in part‐time staffing hours to provide additional flexibility in the delivery of services and
provideadditionalcoverageforprogramming($21,312)
MaintainenhancedsecuritythroughBSOdetailatCityparkstoensurethesafetyofourcitizensand
patrons($45,000)
ContinuePOPStarprogramtohonormembersofthecommunity($2,000)
IncreasedfundingforthetwoannualTree‐GiveAwayprogramstomeetdemand($18,000)
Childcareprogramandyouthsportsfinancialaid($25,000)
ReplacementofchairsandtablesatCollinsCommunityCenterduetoageandcondition($6,000)
Downtownholidaylightsanddecorations($38,855)
LibraryandCulturalServices
Bond‐relatedplanningofthenewlibraryfacility($10,000)
BSOdetailtoensurethesafetyofpatronsandvisitors($26,900)
Improvementstopatronserviceswithmobiledeviceprinting,colorscanner,andprinterupgrades
($8,749)
LocalGovernmentAcademymovedfromPLStoLibraryServicesandCulturalServices($10,500)
AnnualSchoolPartnershipBreakfast($2,300)
ReplacementofexistingEarlyLearningcomputerstationswithnewequipment($13,440)
PublicWorks
Neighborhoodroadresurfacingandrelatedprojects, in coordinationwithconstructionof ongoing
roadwayprojects.($200,000)andadditionalcurbingonstreets($25,000)
Installationofnewneighborhoodentrywaysignsandreplacementofexistingsignsinpoorcondition
($45,000)
Fundingfortenasphaltspeedtablestoreplaceexistingtemporaryspeedtablesfortrafficcalming
($40,000)
Replacementoffailingairconditioners($20,000)
Replacementofdowntowntreewraplighting($25,000)
MedianplantingreplacementsonNW21
st
AvenueandDixieHighway($29,000)
Parksandfacilitiestreetrimming($60,000),hedgetrimming($64,000),mowing($62,100),mulching
andpestcontrol($37,000),anddowntowntreecanopymaintenance($21,000)
Habitat specialists and specialized maintenance for Stunson Nature Trail and Sandpine Preserve
($39,500)
Maintaining existing enhanced streetscape planting maintenance & tree trimming ($284,000),
medianmowing($77,900),andmedianrepairs($47,000)
MaintenancecostsforrecentlycompletedprojectsincludingAndrewsAvenue,StunsonNatureTrail,
NE6
th
Avenue,WestOaklandParkBlvd,NE34
th
CourtParkingLot,JacoPastoriusGrandFountain&
Plaza($149,500)
CityofOaklandPark xxviii FiscalYear2020
Increasedirrigationcostsfornewplantings($86,000)
Roadresurfacingprogramannualoutlay($200,000)andcurbingimprovements($25,000)
GPSmonitoringsystemforCityvehiclesforsafetyandassetcontrol($36,000)

BrowardSheriff’sOffice(BSO)
IncreaseinexistingcontractualpoliceservicecostsoverFY19of3.25%,withexistingservicecosts
increase of ($338,923) and the first of three annual installments to fund P‐25 communications
upgrades($174,205)
OaklandParkDistrictandCitywillworkwithSheriffsOfficeto utilize Federal Equitable Sharing
monies to expand the City’s existing security and surveillance system in parks and other public
places
Sheriff’sOfficeandtheCityofOaklandParkwillbegincontractdiscussionsonnextpoliceservices
agreement
Multi‐Department/Other
Aidtonon‐profits($80,000)
Increaseinworkers’compensationinsurancecostsduetopendingrenewal($66,630)
AGeneralFundContingencyforunanticipatedexpenditures.($250,000)
DepartmentalOrganization,AllFundsStaffing,andCompensationSummary
DepartmentalOrganization
Overtheyears,thereorganizationofCitydepartmentsanddivisionshasbeenneededfromtime‐to‐time
to ensure the best delivery of services to residents and businesses. These reorganizations reflect
particular “synergies” between specific functions that have complementary services or, that by
realigningservices,willtogetherprovideamoreeffectiveopportunitytoimplementstrategicgoals.For
example,inFY2016theUtilityBillingDivisionwasmovedfromthePublicWorkstoFinancialServicesto
createa single entity administrating the City’s Tyler Munis financialsystems andto better coordinate
billingandaccountingactivity.
Duringthe2019FiscalYear,theCityCommissionapprovedthecreationofaseparateDirectorofLibrary
&Cultural Services.TheproposedFY 2020budgetreflectstheadditionofa new Library andCultural
Services Department, separate andapartfromParks&LeisureServices. The creation of this new
departmentwasintendedtoreflect theimportanceofourmunicipallibrarytoourcommunityandto
providealeadershipstructureforthecreationoftheCitysnewlibraryfacilityaspartofthebond
program.This change follows on the movement of parks maintenanceactivitiesfromParks&Leisure
ServicestoPublicWorksinFY2018.Themovementofparksmaintenanceandlibraryservicesoutof
Parks & Leisure Services allows the department to redouble its focus on the delivery of excellent
recreationalprogrammingforresidents.ThisincludestheplanningandexecutionoftheCity’sspecial
CityofOaklandPark xxix FiscalYear2020
eventsthroughouttheyear,manyofwhichhadpreviouslybeenmanaged by the Community
RedevelopmentAgency.
TheproposedFY2020budgetcontinuestomakeadjustmentstotheCity’sorganizationalstructureto
betterdeliverservicesandpreparefortheimplementationofthebondprogramplan.
ThePublicWorksDepartmenthastakenon theresponsibilityforthemaintenanceoftheCity’sentire
builtenvironment,fromparkinglots,fountains,andballfieldstonaturepreservesandplaygrounds.To
betterallocateresources,maintenanceresponsibilities between PublicWorksDivisionshavechanged,
with both staffing and funding being moved from the Parks Maintenance Division to Facilities
MaintenanceandStreetMaintenance.StreetsMaintenancewillberesponsiblefornotjustroadsand
sidewalks,butalsolandscaping andtrees. FacilitiesMaintenancewill be responsiblefor bothbuilding
andotherstructures,suchastheCity’smanypavilionsandplaygrounds.ParksMaintenancewillfocus
ongroundsmaintenanceofourlandscaping,treecanopy,greenspace,playfields,etc.Thesechangesdo
not have a financial impact resulting in increased costs, but the realignment of crews, contracts, and
operationalsuppliesdoesresultinsubstantialvariancesinaccount‐levelbudgetsbetweenFY19andFY
20toreflectthechangedscopeofeachdivision.
The City has a variety of “quality of life” initiatives includingthecertificateofuseprogram,massage
parlorordinance,vacationrentals,andothers.Manyoftheseprograms requireintense coordination
betweenEngineeringandCommunityDevelopment’s(ECD)PlanningandBuilding&PermittingDivisions
andPublicWorks’CommunityEnhancement(CodeEnforcement)Division.TheFY2020budgetmoves
CommunityEnhancementfromPublicWorkstoECDtoprovideasingle structure for implementing
these ordinances, which will simplify management, public outreach, and oversight. This return of
Community Enhancement also allows Public Works to focus on its expanded maintenance duties and
otheractivities,suchassustainabilityinitiativesandplanning.
AstheCitypreparesabondimplementationplanforthedeliveryofthe$40millioninfacilitiesprojects,
itisimportantthatconsiderationbepaidtothecurrentstructureofcapitalprojectmanagementinthe
City.Atpresent,boththePublicWorksDepartmentandtheEngineeringandCommunityDevelopment
Departmenthavebeenandareinvolvedinplanning,design,andconstructionmanagement,witheach
departmentresponsiblefordifferentprojects.ThisstructurehasallowedtheCitytoutilizethedifferent
strengthsof each department and bothdepartmentshaveworkedclosely to ensure all infrastructure
activities are successfully coordinated between the two different departments. As the City begins
implementationofthebondprogram,reorganizationofthesefunctionsmaybemerited.
AllFundsStaffingSummary
Since the 2007 recession, the City has maintained a conservative philosophy to the addition of new
staffing. In recent budget years, additions to staffing have been predicated on the ability to largely
offsetnewcompensationcoststhroughreductionsincontractualservicescosts,increaserevenues,or
theeliminationofvacantpositions.
CityofOaklandPark xxx FiscalYear2020
Compensationcostsrepresentthelargestcategoryofexpenditures for City operations. The General
Fundlostonethirdofallpositionsduetotherecession.Asimilarlossissomethingthe Cityseeksto
prevent in the future, both to avoid disruptions in service delivery to residents, but also to avoid
disruptionsinthelivesofouremployeesandtheirfamiliesExistingandfuturevacanciesareevaluated
toensurethatthefunctionsofthevacantpositioncannotbefilledbysomeotheradjustmenttocurrent
departmentalorganizationorincreasedefficiencyinprocesses.
Inreflectionofthisphilosophy,staffingincreaseshavebeenlimitedoverthepastfiveyears.InFY2015,
thetotalstaffingcountfortheCitywas289employeesandfortheFY2019budget,thecountwas299,
an increase of 10. These increases reflected the addition of permitting, building inspection, code
enforcement, and fire‐rescue administration positions. When addingpositions,anefforthasalways
beenmadetooffsetcostsbyeither reducingcontractservices ortohavepositionsoffsetbyrevenue
growth,suchasadditionalpermittingstaffbeingfundedthroughincreasesinbuilding permitrevenue
from increased activity. For FY 2020, no additions to the General Fund are proposed. Two new
positions are proposed for the City, both of which are funded through Enterprise Funds: an
Environmental&SustainabilityManagerandaSolidWasteInspectorPosition.
Thecostofthepositionisasfollows:
Dept Title GeneralFund EnterpriseFunds
PublicWorks Environmental&SustainabilityManage
r
$ 101,532$
PublicWorks
SolidWasteInspector
$ 64,870$
TotalCosts $ 166,402$

TheEnvironmental&SustainabilityManagewillhelptocoordinatesustainabilityissueswithintheCity,
includingafocusonrecyclingandplanningfortheeffectsofclimatechange.Thispositionwillhelpto
consolidate the different “green” and “sustainable” initiatives within the City to comprehensively
managetheCity’seffortstoadapttoachangingenvironmentandtoimprovetheecological‐friendliness
oftheCity’soperationsandcapitalprogramming.
KeyresponsibilitiesoftheSolidWasteInspectorincludeauditingofmunicipalcustomers’recyclingloads
priortobeingsentforprocessing,providinganopportunitytoreducecontamination,whichwillprevent
morerecyclingfrombeingsenttolandfillsandsavingtheCitymoney.Thispositionwillalsobepartofa
largerprogramofeducationrelatedtorecyclingtohelpresidentsandbusinessesunderstandwhatcan
andcan’tberecycled.TheSolidWasteInspectorwillalsoworkcloselywithCommunityEnhancement’s
CodeOfficerstoidentifybulktrashandotherrelatedviolations.
CityofOaklandPark xxxi FiscalYear2020
Withtheadditionofthisposition,totalstaffingwithintheCitywouldbe301positions,ofwhich251
wouldbefull‐timeand50part‐time.Thiscountexcludestemporaryinternshippositionsandthe
staffingcountofthelocalOaklandParkSheriff’sDistrict.
TheCityhasappliedforaFEMAStaffingforAdequateFire&EmergencyResponseGrant(SAFERGrant).
TheSAFERGrantprogramwascreatedtoprovidefundingdirectlytofiredepartmentstohelpincrease
the number of trained, "front line" firefighters available in their communities. The SAFER grant is a
three‐year program and provides75% reimbursement ofregular salaryandbenefitscostsforYears1
and2and35%reimbursementofsuchcostsforYear3;theCitywouldberesponsibleforprovidingthe
rest of the regular salary and benefits costs as a match to thegrant.Ifthegrantisawardedand
accepted, it would increase the staffing count of firefighter/paramedics from 25 to 28, providing an
additionalpositiontoeachoftheCitysthreeshifts.Forthe City, the total cost for Year 1 would be
approximately $103,336, which reflects the City‐required 25% match for staffing costs and the
operationalonboardingcostsof$41,262.TheCity’smatchfundisnotincludedwithinthebudgetitself
andabudgetamendmentwouldbeneededtoprovideforthesecostsifawarded.
CompensationSummary
OaklandParkhastwocitypensionplans:theGeneralEmployees’PensionPlanandthePolice&Fire
RescuePlan.Bothplansareclosedtonewmembersandalleligiblenewhiresarecompulsorymembers
oftheFloridaRetirementSystem(FRS).
The General Employees’’ Pension Plan (GEPP) is a closed and frozen plan, meaning that no new
employeesmayparticipate(closed)andnoadditionalbenefitsarebeingaccruedbyexistingmembers
(frozen).MembersoftheGEPPwhodidnotelecttojoinFRSwereenrolledina401(a)plan,withthe
Citycontribution setto matchFRS employer contributionrate. The GEPP costs nextyearare$1.48
million, a decrease of $0.15 million from FY 19. Of this decrease, $0.10 million is attributable to the
General Fund, with the remaining $0.05 million distributed among the City’s Enterprise Funds. The
GEPP Board of Trustees consists of staff from Financial Services, Human Resources, and the City
Manager’sOffice.
ThePoliceandFirePensionPlanistheCity’sotherplan.ThisplanismanagedbyanindependentBoard
ofTrustees,comprisedofoneFirefighterappointedtrustee,onePoliceappointedtrustee,twotrustees
appointedbytheCommission,andafifthtrusteethatismutuallyappointedbytheotherfourtrustees.
ThedutyoftheboardistoadministerthepensionplanasadoptedbytheCityCommission.Thepolice
planwaseffectivelyclosedwhenOaklandParkbegancontractingforpoliceservices withtheSheriff’s
Office.Policewhomovedtothe Sheriff’s Office were allowed tocontinueintheplanandaccrue
benefits,butatthistimetherearenolongeranyactivepolicemembers,meaningthatthissideofthe
plan is effectively frozen. Decreasing funding ratios and increased City costs resulted in the benefit
structureoftheplanbeingmodifiedin2013withinthelargercontextofanimposedlaborcontractfor
firefighters.Thechangestobenefitstructurebecameamajorissueinsubsequentcollectivebargaining
sessions.In2018,theCommissionapprovedalaborcontractwiththefireunionresultedintheclosing
CityofOaklandPark xxxii FiscalYear2020
ofthefiresideofthePolice&FirePensionPlantoresolvelongstanding pension concerns. Existing
vested members of the plan were given the opportunity to stay within the City plan and continue to
accruebenefitsortoelecttojointheSpecialRiskClassofFRS.FirefightersparticipatinginFRShavethe
advantage of a reduced contribution to their retirement, which is3%ofwagescomparedtothe8%
requiredbytheCityplan.OvertimeisalsopensionableunderFRS,whereasundertheCityPlanitisnot.
For existing members who transition to FRS, the City worked closely with the State Division of
Retirementtoallowforamechanismthatpermitsmid‐careerfirefighterswiththeCitytocollecttheir
Citypensionbenefitswhentheybecomeeligiblewhilecontinuing employment with the City and
accruing additional FRS benefits. This ensures members not able to participate in the FRS Deferred
RetirementOptionProgramwerecompensatedwithanalternative.
ThetransitiontoFRSwillresultinincreasedcostsfortheCity in the near‐future, but is projected to
resultinlong‐termsavingsand,moreimportantly,providefinancialstabilitytotheCity’PoliceandFire
PensionPlan.ThenetpensioncostsinFY2020fortheFire‐RescueDepartmentare$0.65millionhigher
thanpriortomigrationtotheFloridaRetirementSystem.ThesecostsarefundedsolelybytheGeneral
Fund.
TheCityhasthreelaborunions:theInternationalAssociationof Firefighters (IAFF), the American
Federation of State, County, and Municipal Employees (AFSCME), and the Federation of Public
Employees(FOPE).TheFY19budgetincludedwageincreasespursuanttoapprovedlaboragreements.
Theseincreaseswere3%salaryincreasesforallunionemployeeswith2%lumpsumpaymentsfor
employeeswhohadreachedthemaximumoftheirsalarygrades.The Commission approved
comparableincreases andpayments for civil service andnon‐classified. These increases were well in
excessofthe2.1%changeintheConsumerPriceIndexfor2017and2018;theCityhasofferedraises
consistentlyabovetheconsumerpriceindexforthepastsixyears.
The labor contracts with all three unions expire on September 30, 2019, and the City is currently
engagedincollectivebargainingwithFOPE,AFSCME,andtheIAFFtonegotiatenewcontracts.
Inpriornegotiations,theCitycommittedtoacompensationandclassstudytoreviewthesalaryranges
andpositiongradesinourcompensationplan.TheresultsofthestudyindicatedthattheCity’ssalary
ranges were competitive, requiring only minimal adjustment. The City Commission passed a 2.5%
increasetotheminimumandmaximumsalaryrangeswithinthecompensationandclassplaneffective
January2019.Althoughunemploymentisatthelowestlevelsincetherecession,theCityhascontinued
tohavelittledifficultyinfillingvacanciesamongalldepartments,suggestingthatthewages,benefits,
andopportunitiesprovidedbytheCityremainattractivetopotentialemployees.
Theproposedbudgetanticipatesthatemployeehealthinsurancecostswillremainflatbasedon
favorableplanexperiences.TheCitywillreceiverenewalratespriortotheadoptionofthebudgetand
thenewrateswillbeeffectiveinJanuary2020.
CityofOaklandPark xxxiii FiscalYear2020
OtherPendingIssuesImpactingtheBudget
StateRevenueEstimates
Atthetimeofthisdocument’spublication,theState’sOfficeofEconomic&DemographicResearchhas
yettoreleaseallCountyandMunicipalRevenueEstimatestobeusedforFY20.Inprioryears,these
estimates were released prior to the completion of the Recommended Budget. The City uses the
estimatestobudgetCommunicationsServicesTax,LocalGovernmentHalf‐CentSalesTaxProgram,Local
OptionFuelTaxes,andMunicipalRevenueSharingProgramrevenueaccounts.Intheabsenceofthese
Stateestimates,staffhasincludedconservativerevenueestimateswithinthebudgetfortheaccounts.
Summary&Recommendations
Therecommendedbudgetisafinancialblueprintfortheupcomingfiscalyear,butitisnotdisconnected
fromthebudgetsthatprecededitorthosethatwillfollow.Theprojectsandproposalsincludedhere
are a continuation of Commission direction from prior years while others lay the groundwork for
initiativestocome.Budgetsarefluidsnapshotsintime.Newopportunities and challenges, not yet
contemplated, will doubtlessly impact these fiscal plans. These estimates are well considered, vetted
andfiscallyconservative.
Acknowledgements
I extend my sincere appreciation to the staff involved in the budget process and to the department
heads for their cooperation and responsiveness in developing this budget. Staff work tirelessly to
achieveyourgoalsinacosteffective,efficient,andcourteousmanner,andstrivefornothingshortof
excellenceforourcitizens.
CityofOaklandPark xxxiv FiscalYear2020
ProposedBudgetCalendar
TheprogressionthroughadoptionoftheFinalFY20AnnualCityBudgetandCIPBudgetinvolveaseries
ofRegularandSpecialCityCommissionmeetings.Eachofthesemeetingsallowsforadditional
opportunity to clarify the recommendation andreceive Commission and citizen input. Below are the
criticaldatesthatarecurrentlyscheduled:
July10
th
,2019  DistributionoftheFY19RecommendedAnnualCityBudget;
July17
th
,2019  CityManager’sBudgetPresentationtoCommission;
Settime,dateandplaceofthefirstPublicHearingsfortheTentative
Millage Rate and Budget and the Final Assessment Rates for Fire,
Stormwater and Residential Solid Waste; Adopt Preliminary Millage
Rate,Fire,Stormwater&ResidentialSolidWasteAssessmentsforTRIM
Notice;
September11
th
,2019 Public Hearing: Adopt Tentative Millage Rate & Tentative Annual
Budget;FirstReadingofSolidWasteCommercialRateOrdinance
September12
th
,2019 PublicHearing:AdoptFinalFire,Stormwater&ResidentialSolidWaste
Assessments(Heldat6:00pm);
September18
th
,2019 PublicHearing:AdoptFinalMillageRate,FinalBudget,FiscalPolicies,
CompensationPlan,andCIP.SecondreadingofSolidWaste
CommercialRateOrdinance.
cc:D.J.Doody,CityAttorney 
ReneeShrout,CityClerk
AndrewThompson,FinanceDirector
CityofOakla
ndPark dždždžǀ&
iscalYear
2020
FY 2020
Amended Re commended
Budget Forecast Budget
Funding
General Fund 53,625,106$ 53,038,072$ 54,910,640$
Community Redevelopment Agency Fund 617,536 594,509 562,440
Other Special Revenue Funds 78,400 96,412 96,732
Debt Service Funds 1,729,120 1,729,120 1,962,629
CIP Funds 6,579,594 6,579,594 2,239,593
Water and Sewer Fund 27,537,280 27,327,604 22,023,897
Solid Waste Fund 7,427,239 7,842,517 6,772,166
Stormwater Fund 5,035,220 4,891,114 4,064,705
Total Funding 102,629,495$ 102,098,942$ 92,632,802$
Expenditure s
GF - City Commission 199,952$ 212,619$ 220,316$
GF - City Manager 798,057 704,414 801,847
GF - City Clerk 858,200 835,352 800,714
GF - Human Resources 673,793 684,004 756,445
GF - Risk Management 506,896 540,000 558,731
GF - Legal 504,000 485,000 552,000
GF - Financial Services 1,454,417 1,309,407 1,387,264
GF - Information Technology Services 1,159,358 1,123,340 1,217,315
GF - Police 16,125,507 16,055,146 16,704,573
GF - Fire-Rescue 11,133,370 11,310,846 10,851,899
GF - Parks and Recreation 3,045,054 2,762,790 3,160,825
GF - Library 752,074 716,732 879,740
GF - ECD: Planning & Zoning 907,443 878,321 865,919
GF - ECD: Engineering 1,183,942 1,200,323 1,196,578
GF - ECD :Building & Permitting 2,070,081 1,979,333 2,106,599
GF - Public Works-Administration 186,306 166,728