Fill - Free fillable Date: July 17, 2019 To: Honorable Mayor and (City of Oakland Park) PDF form

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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taxbase, $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Commissionhas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lifeforourresidents,enhancingtheappearanceoftheCity,attractingunique,desirable

development,andfocusingonsustainability, both environmentalandfiscal.Overthepastfiveyears,

the City Commission has adopted budgets developed to implement these priorities. The FY 2020

RecommendedBudget has been preparedtobuildandexpandonpastsuccesses,includingbeginning

implementation of the approved $40 million general obligation bond program to modernize City

facilities.

GuidedbytheCity’svalues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providedtoourresidentsandbusinesses,with

much of the cost funded through grants and matched through the use of City reserves. New

infrastructurecreatesnewoperatingexpensesthatmustbeallocated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

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CityofOaklandPark ii FiscalYear2020

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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Sheriff’s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 hasbeenand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sinceFY13.Oakland

Park’s proposed millage rate would be the 11

 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%ofoperating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

 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thecalculated

rolled‐backrateof5.5845millsandgenerates$1.7millionmorethantherolled‐backrate.Althoughthe

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islimited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.

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CityofOaklandPark iii FiscalYear2020

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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City’s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anunassignedfundbalance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non‐advaloremspecialassessmentsthataresetbytheCityCommissionduringthe

budget process: the stormwater assessment, fire assessment, andresidentialsolidwasteassessment.

TheRecommended Budgetproposes noadjustments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increaseis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

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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apreliminarymillagerateandtentative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millageand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strategicgoals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

 Avenue Improvements

from 37

to39

 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.  Thebudget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generalobligation 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theresidentialsolidwasteassessment

tomaintainrecycling,and a planned decreaseinwaterratesforCitycustomers.Tomaintainthe

long‐termfinancialstabilityoftheCity,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recommendationsin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newmerchant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.Theprocess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andsustainableneighborhoods;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,newmassage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whatcannotberecycled.

o PublicSafety:aspartofthebondimplementationprogram,designwillbeginontheCity’snewfire

stations.Fundingforanupdate 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City’s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Citywill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toharden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isincluded,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inthe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theBSO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onOakland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andcurb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forbusinessestosimplifytheapplicationsprocess.Outreachthroughthemonthly

Oakleaf,theCity’ssemi‐annualOaklandParkLivepublicationcontinues.TheCityClerk’sOfficewill

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guidefuture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,suchastherebrandingofCode

Enforcement to Community Enhancement, Powerline Road median improvements,newFire‐Rescue

vehiclesandequipment,thepreparationofanewCRAstrategicplan, 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adoptedat$105.4millionandcontinuedthe

Commission’s focus on People, Progress, and Pride.Inthis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Cityand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majoraccomplishment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

andNE6

Avenues.OtherprojectsawardedincludedBid

Pack8,theCity’sfinalbidpackproject,theSmartMeters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City’sinfrastructure.Thisinfrastructuremustbeadequately maintained in order to ensure

viabilityforthefuturelifeof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anEnergySavingsAgreementwithEnergy

SystemsGroup,withaguaranteedsavingsofover$200,000ayearoverafifteen‐year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

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

, 2018 the City Commission approved a resolution calling for a referendum to be held on

November 6

, 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ofa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willbeprovidedoverthenext30years?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 providethepublicwithopportunitiestoaskquestions,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visionfor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 of2019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 ofthe undertaking, additional staffing may berequired,as may reorganization of

variousCity departmentsto ensureourresources areappropriatelyalignedtomeetthechallengesof

maintainingthehigh‐qualitydeliveryofourserviceswhileengagedinOaklandPark’slargestmunicipal



CityofOaklandPark x FiscalYear2020



constructioneffortinhistory.Reviewoforganizationalneedswill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2020budgetdoesnotrecommendtheadditionofstaffingaspartofthe

bondprogramatthistime,but‐as a first step‐ structuralchanges tothe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 theCity’s functions is anticipated toretain

theexceptionallevelofgovernmentoperationsexpectedbythecitizensofOaklandPark.

Thebondisjustonepartof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’svalues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thepast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andbusinesses,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14to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beenand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toredefine, 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.Absentthe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newoperationalcosts.CurrentcontractswiththeCity’slaborunionsexpireattheendofFY

2019and the Cityis currentlyengagedinnegotiations;fundingisalsocontemplated inthe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includesa$0.4milliontransfer.The

increaseisdrivenbytreecanopyprojects,streetscapedesign,andmatchfundingforagranttomake

improvementstotheMunicipalBuilding.Debtservicecostsareincreased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

 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thepast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 City’soperations.TheCommission’s

commitmenttofinancialstabilityisthechiefreasonthatthisrecommended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,overthe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theCity’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Cityhas 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inyears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City’staxrollsandhelpgeneratenewrevenuetohelpsupportour

growingCityambitions.



AnotherkeysourceofGeneralFundrevenueistheFire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inproportion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City’srevenues,suchashalf‐cent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ratesdirectlycontrolledbytheCityCommissionbecomeincreasingly

important.



AswasshownintheCity’sFY2018ComprehensiveAnnualFinancialReport,theCity’s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accommodatesignificant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alongAndrewsAvenueandelsewhere. DuringFY17,the



CityofOaklandPark xv FiscalYear2020



CityCommissionapprovedanew5‐yearstrategicplanforthe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artprojects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streamliningthe 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withtheCountyto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County’sRCPprogramwasrecently replaced with the BrowardRedevelopmentProgram(BRP).

OaklandParkhassuccessfullyworkedwithBrowardCountyandwas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forthe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,aswell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CRA’srentalsandleasesrevenueand

othersources.



DebtServiceFund

ThisfundreflectsGeneralFundprincipalandinterestpaymentsand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Churchparcel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hasbeenexclusivelyusedtofacilitatethepurchaseof

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twomost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representsa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issuingtwo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willbe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ina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wouldbeissuedovermultipletranches,thisfull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 City’swaterandsewercustomers.The

City’swaterandsewerutilitysystemcoversmostoftheCity,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 beenfunded bythe proceedsof the 2010 and 2012bond issuances.

Servicecharges cover ongoing operations,debtservice, and capitalexpenditures.Amulti‐year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ongoingcosts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theCity’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fundingfor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ratesanticipated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Park’s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utilitybalances,bothresidentialand

commercial,remainachallenge.Utilityaccountswouldbecometheresponsibilityoftheownerofthe

property,who would then make arrangementswith 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anticipatedthat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citywidestormwater

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sovereignimmunity 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alossofapproximately5%offundrevenues,whichrequiredgreater

thananticipateduseofstormwaterreservestofilltheshortfall.



TheproposedStormwaterFundbudgetforFY2020is$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havedecreased,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willgenerate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isfunded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acomprehensivestudyonCity’s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reservesand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,likeall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ofrecyclable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thenetcostofrecycling.Thenetcostofrecyclinghas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cartsis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toeducate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2013levels($255perresidentialunit)evenas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theCity’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sewerneeds,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amajor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

City’s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,fundedin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intheretoolingofsomeprojects.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theNW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

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continuethe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ofmultiple

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.Thedesign

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 bythe 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budgetedfor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expandourcommunity’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

AvenueImprovementsfrom37

to39

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OaklandPark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

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thefirstyearofprojectsappropriatedaspartof

thisbudgetprocess,canbemisleading.AlthoughtheFY19CIPis$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 ofrecommendations 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long‐termcapitalneedsof

these funds are contemplated in rate studies and rate adjustmentsaremadefromtime‐to‐timeto

ensuresufficientresourcesforcriticalinfrastructureimprovements.Manypotentialprojectsincluded

intheCIPareattributabletotheGeneralFundand,assuch,cannotrelyonenterprisefunduser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20’s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ofthe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newand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Cityis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inFY20andbudgetamendmentswillbe

requestedatthetimeof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forthe

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customerservice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/NFPArecommended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aftercallsutilizing

primarybottles($12,500)

 IncreasedretirementcoststoreflectFRSconversionandincreasein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servicesdue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Association’s

CommissionforAccreditationofParkandRecreationAgencies($25,000)

 LaunchofnewTylerParks&Recreationprogram,withMunisandEnergov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

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

Avenue,WestOaklandParkBlvd,NE34

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contractualpolice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Sheriff’sOfficeto 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2016the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communityandto

providealeadershipstructureforthecreationoftheCity’s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WorksinFY2018.Themovementofparksmaintenanceandlibraryservicesoutof

Parks & Leisure Services allows the department to redouble its focus on the delivery of excellent

recreationalprogrammingforresidents.Thisincludestheplanning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PublicWorksDepartmenthastakenon theresponsibilityforthemaintenanceoftheCity’sentire

builtenvironment,fromparkinglots,fountains,andballfieldsto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Maintenancewill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.ParksMaintenance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suppliesdoesresultinsubstantialvariances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theseprograms 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thePublicWorksDepartmentandtheEngineeringandCommunityDevelopment

Departmenthavebeenandareinvolvedinplanning,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contractualservices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one‐thirdofallpositions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thelives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theCitywas289employeesandforthe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

PublicWorks Environmental&SustainabilityManage

‐$ 101,532$

PublicWorks

SolidWasteInspector

‐$ 64,870$

TotalCosts ‐$ 166,402$





TheEnvironmental&SustainabilityManagewillhelptocoordinatesustainabilityissueswithintheCity,

includingafocusonrecyclingandplanningfortheeffects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costsforYears1

and2and35%reimbursementofsuchcostsforYear3;theCitywouldberesponsibleforprovidingthe

rest of the regular salary and benefits costs as a match to thegrant.Ifthe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City’s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fundis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byexisting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bythe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contractingfor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structurebecame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underFRS,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permitsmid‐careerfirefighterswiththeCitytocollect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Associationof 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reachedthemaximum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infilling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insurancecosts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thisdocument’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andproposals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CityBudget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

,2019  DistributionoftheFY19RecommendedAnnualCityBudget;

 July17

,2019  CityManager’sBudgetPresentationtoCommission;

Settime,dateandplaceofthefirstPublicHearingsforthe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

,2019 Public Hearing:  Adopt Tentative Millage Rate & Tentative Annual

Budget;FirstReadingofSolidWasteCommercialRateOrdinance

 September12

,2019 PublicHearing:AdoptFinalFire,Stormwater&ResidentialSolidWaste

Assessments(Heldat6:00pm);

 September18

,2019 PublicHearing:AdoptFinalMillageRate,FinalBudget,FiscalPolicies,

CompensationPlan,andCIP.SecondreadingofSolidWaste

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 186,306 166,728 174,417

GF - Public Works-Comm. Enhancement (Code) 1,237,625 1,067,465 1,173,416

GF - Public Works-Streets 1,898,665 1,775,817 2,367,892

GF - Public Works-Building Maintenance 1,198,603 1,213,537 1,702,108

GF - Public Works-Fleet Maintenance 1,709,451 1,783,877 1,782,576

GF - Public Works-Parks Maintenance 3,301,449 3,332,905 2,406,729

GF - Non-Departmental 2,720,863 2,700,113 3,242,737

SR - CRA Admin. 617,536 402,994 562,440

SR - Other Special Revenue Funds 78,400 77,862 96,732

Debt Service Fund 1,729,120 1,729,120 1,962,629

GF CIP Fund 6,579,594

6,579,594

2,239,593

Water and Sewer Fund 27,537,280 27,327,606 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 Expenditures 102,629,495$ 101,688,876$ 92,632,802$

Recommended Budget - Fiscal Year 2020

Summary of All Funds by Division

FY 2019

XXXIV Fiscal Year 2020

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Date: July 17, 2019 To: Honorable Mayor and (City of Oakland Park)

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