2008 - City of Lakeland

City of Lakeland, Florida

Annual Budget 

Fiscal Year 2008 

We want to be a vibrant, culturally inclusive world-class community 

working together to provide an exceptional quality of life. 

Seated: Commissioner James S. Verplanck, Mayor Ralph L. “Buddy” Fletcher 

and Commissioner R. Howard Wiggs 

Standing: Commissioners Glenn E. Higgins, Gow B. Fields, Edie L. Yates and 

A. Dean Boring 

Center: Doug Thomas, City Manager 

Right: Tony Delgado, Deputy City Manager 

Left: Stanley Hawthorne, Assistant City Manager 

For more information, please visit our website, www.lakelandgov.net 

to download copies of our Strategic Operating Plan, Business Plan, 

Annual Budget and other related documents 

and presentations. 

Adopted: September 17, 2007

How to Use This Book 

We’ve made every effort to make this book as 

easy as possible to read, but we understand 

just how difficult it can be to find what you’re 

looking for in such a complex document. To 

make your search easier, we’ve provided a 

number of tools to help you get what you need. 

Organization of This Book 

The City of Lakeland’s Annual Budget is made 

up of two separate books: The Annual Budget 

(this book) and the Business Plan. 

This Annual Budget volume is divided into 

seven sections: 

Introduction - This section contains the City 

Manager’s Letter of Transmittal, Organization 

Chart, the City’s Vision, Mission and Values, a 

few brief statistics about the City and its 

history. A useful list of abbreviations and 

acronyms used in the book is also included in 

this section, along with a Glossary of the 

terminology used in this document that is either 

technical in nature or unique to the City of 

Lakeland. Each term is given a short entry that 

defines it within the context that we use the 

term. 

Budget Overview - A discussion of the Budget 

Highlights for Fiscal Year 2008, financial 

policies, the Truth in Millage notice and the 

Budget Process Overview. 

Long-Range Planning - The analysis and data 

that went into the development of the budget, 

specifically our planning and forecasting 

activities. 

Performance Budget - Data from the Business 

Plan and performance-based budgets for all of 

the major departments. 

Line Item Budgeting - Detailed Fund 

Accounting and staffing information. 

Capital Improvement Plan (CIP) - This section 

provides the City’s 10-year CIP and projected 

funds. 

Supplementary - Miscellaneous information 

regarding largest taxpayers, property tax rates, 

revenues and City Departments Table of 

Organization. 

Table of Contents 

The main Table of Contents starts on page two 

and provides an overview of the different 

sections of the book. Each section of the 

document also has a Table of Contents for 

easy page referencing. 

Key Tools 

Callout Text 

Interesting facts 

have been included 

in callout boxes 

located throughout 

the document. 

Organization Chart A-12 

Vision, Mission & Values A-14 

Budget Summary (Charts/Graphs) B-6 

Truth In Millage B-12 

Staffing Changes B-14 

Core Values C-3 

Outcomes C-4 

Financial Health & Strategy C-9 

Performance/Program Budget 

D 

FY 2007 KSI Summary D-5 

Measurement Process Map D-6 

Process Improvement Teams D-33 

Department Performance Levels D-34 

Line Item Budget 

E 

Capital Improvement Plan 

F 

Department Organization Charts G-9 

A-1 Fiscal Year 2008 Annual Budget


Introduction ...................................................................................................................Section—A 

How to Use This Book.................................................................................................. A-1 

City Manager’s Letter ................................................................................................... A-4 

City Organization Chart ............................................................................................. A-12 

Vision, Mission and Values........................................................................................ A-14 

Lakeland at a Glance .................................................................................................. A-16 

Service Statistics ........................................................................................................ A-17 

History of Lakeland..................................................................................................... A-18 

Glossary of Terms ...................................................................................................... A-22 

Abbreviations & Acronyms........................................................................................ A-26 

Budget Overview...........................................................................................................Section—B 

Budget Highlights ......................................................................................................... B-2 

Budget Summary (Graphs/Charts).............................................................................. B-6 

Truth in Millage (TRIM) Notification .......................................................................... B-12 

Ad Valorem Taxes....................................................................................................... B-13 

Staffing Changes ........................................................................................................ B-14 

Employee/Population Growth.................................................................................... B-15 

Overview and Financial Policies ............................................................................... B-16 

Budget Process Overview.......................................................................................... B-20 

Long-Range Planning...................................................................................................Section—C 

Introduction & Mission Statement .............................................................................. C-2 

Core Values ................................................................................................................... C-3 

Outcomes....................................................................................................................... C-4 

Environmental Scan ..................................................................................................... C-6 

Financial Health & Strategy ......................................................................................... C-9 

Revenue Sources........................................................................................................ C-16 

Debt Management Overview...................................................................................... C-21 

Performance Budget.....................................................................................................Section—D 

Performance Budget Overview ................................................................................... D-2 

Sample Performance Budget Page ............................................................................. D-3 

Measuring Results ........................................................................................................ D-4 

Key Success Indicators (KSI’s) ................................................................................... D-5 

Strategic Planning & Performance Measurement Process Map.............................. D-6 

Service & Operations Strategy .................................................................................... D-7 

Fiscal Year 2007 3rd Quarter Status of Actions ........................................................ D-8 

Fiscal Year 2008 New Actions Summary.................................................................. D-22 

Outcome Pages........................................................................................................... D-24 

Process Improvement Teams.................................................................................... D-33 

Department Performance Levels............................................................................... D-34 

Program Performance Levels 

Economic and Community Development.................................................... D-47 

Community Safety ......................................................................................... D-79 

Transportation Services.............................................................................. D-105 

Legislative Activities ................................................................................... D-125 

Environmental & Utility Services ............................................................... D-135 

Cultural & Community Services ................................................................. D-161 

Parks, Recreation and Properties .............................................................. D-175 

Internal Services .......................................................................................... D-189 



Line Item Budget ...........................................................................................................Section—E 

General Fund ................................................................................................................. E-7 

Community Development ........................................................................................... E-87 

Debt Service................................................................................................................. E-95 

Fleet Management ....................................................................................................... E-97 

Purchasing & Stores ................................................................................................. E-103 

Facilities Maintenance .............................................................................................. E-109 

Information Technology............................................................................................ E-115 

Wastewater Utility...................................................................................................... E-131 

Water Utility................................................................................................................ E-147 

Parking ....................................................................................................................... E-163 

Lakeland Center......................................................................................................... E-171 

Cleveland Heights Golf Course................................................................................ E-183 

Lakeland Linder Regional Airport............................................................................ E-191 

Solid Waste ................................................................................................................ E-203 

Stormwater................................................................................................................. E-211 

Electric Utility............................................................................................................. E-215 

Capital Improvement Plan ............................................................................................Section—F 

Introduction....................................................................................................................F-2 

Transportation ............................................................................................................... F-4 

Public Improvement .................................................................................................... F-10 

Downtown Community Redevelopment Area .......................................................... F-20 

Mid-Town Community Redevelopment Area............................................................ F-21 

Dixieland Community Redevelopment Area............................................................. F-23 

Parking ......................................................................................................................... F-24 

Lakeland Center........................................................................................................... F-25 

Lakeland Linder Regional Airport.............................................................................. F-26 

Solid Waste .................................................................................................................. F-29 

Stormwater................................................................................................................... F-30 

Oakhill Cemetery Fund ............................................................................................... F-33 

Wastewater Utility........................................................................................................ F-34 

Water Utility.................................................................................................................. F-41 

Electric Utility............................................................................................................... F-48 

Supplementary Information......................................................................................... Section—G 

Largest Taxpayers.........................................................................................................G-2 

Schedule of Property Tax Rates ..................................................................................G-3 

General Fund Property Tax Levies and Collections ..................................................G-4 

Governmental Activities Tax Revenues by Source ...................................................G-6 

Changes in Fund Balances of Governmental Funds.................................................G-7 

Department Tables of Organization.............................................................................G-9 


September 4, 2007 

Honorable Mayor and City Commissioners: 

Submitted herewith for your consideration are the City of Lakeland Proposed Fiscal 

Year 2008 Annual City Budget and the 2008-2017 Capital Improvement Program 

Budgets. These documents represent the fourth financial and operational plans that 

I have prepared since my appointment as City Manager in December, 2003. 

A New Look 

As Commissioners and the reviewers of this document will quickly see, the FY 2008 

Annual Budget Book looks considerably different than in previous years as we 

continue the evolution of the historical line item and departmental budgets to the 

Program Budget, which has now been fully integrated with the City’s Strategic 

Operating Planning (SOP) initiative through the inclusion of the City’s Business 

Plan. Collectively, the Business Plan provides information regarding the operating 

environment in addition to a “roadmap” of how the organization monitors and reports 

on our progress with Lakeland’s Vision, Mission and Strategic Goals in the areas of 

Economic Opportunity, Information Management, Revenue Enhancement, Growth 

Management and Quality of Life. Throughout the current year, City staff made 

noteworthy progress in the advancement of the SOP through the development of 

specified Outcomes, Strategies, Actions, Key Success Indicators (KSI’s) and lastly, 

the rollout of Core Organizational Values, all of which are highlighted and elaborated 

in greater detail in the Budget Overview and Long Range Planning portions of this 

document. 

Furthermore, the Performance Management 

portion of the Budget has also been 

revamped in FY 2008 with expanded 

Program Narratives to provide the reader 

with a wealth of information regarding the 

Mission, Core Services, Table of 

Organization, Operational and/or Public 

Service Levels, Performance Measurements 

(KSI’s) and new initiatives for each 

of the 52 reported Program Activities. 

Please keep in mind that FY 2008 

represents the inaugural year in which we 

will capture important baseline data for 

many of the measurements that will be 

Vision 

Goals 

Outcomes 

Strategies/Actions 

Key Success Indicators 


tracked in the future, therefore some qualitative information and data that has not 

historically been collected in Departmental reports is not presently available for 

comparison or performance target purposes. Repeated from previous year budgets are 

the Required Resources for each Program Activity including both historical and 

proposed expenditures, coupled with revenue sources that are attributable to the 

particular Activity to highlight its net cost. The presentation of information in this fashion 

provides the reader with a better opportunity to review the net cost of a particular 

Activity in the context of any fees or revenues that are generated as a result of the 

service. 

In reviewing the Program Budget, the concept of total operating expenditures versus 

traditional General Fund expenditures should be kept in mind. The property tax rate 

and other taxes and dividends primarily cover expenditures for the General Fund (which 

involve many of the day-to-day costs of running the City), except for those costs 

attributable to Enterprise Operations (e.g. Lakeland Electric, Water and Wastewater 

Funds, Solid Waste Fund, Airport Fund, The Lakeland Center and Cleveland Heights 

Golf Course), Special Revenue Funds (Community Development Fund) or Capital 

Project Funds (e.g. the Transportation Fund, Stormwater Fund and Public Improvement 

Fund). The General Fund pays for deficiencies in some funds such as The Lakeland 

Center through a transfer of funds. All of the funds together, with the exception of the 

Internal Service Funds (e.g. Fleet Management, Purchasing & Stores, Information 

Technology and Facilities Maintenance Funds) and the allocation of Administrative 

Services expenses comprise the operational budget. 

The newly revamped FY 2008 Budget will be submitted to the Government Finance 

Officers Association (GFOA) in our effort to receive their “Distinguished Budget 

Presentation Award.” The GFOA award is in recognition of the layout, planning, content 

and overall presentation of the budget document and only a small percentage of public 

organizations are honored with the distinction. It is hoped that Commissioners will find 

the document to be user friendly and serve as a reference throughout the year as the 

City continues to align its financial, human resources and overall municipal operations 

to the SOP. 

Navigating an Ever-Changing Financial Landscape 

The development of the FY 2008 Budget in the era of Property Tax Reform initiatives 

currently underway in Florida represented an additional challenge to both the 

organization and community. The current environment has and will likely require 

continued focus into the future, the challenging of historical practices of financing local 

government services through traditional ad valorem or property tax revenues. In 

previous years, Lakeland’s most significant financial challenge clearly involved 

response strategies associated with the losses of the Florida Municipal Power Agency 

(FMPA) agreement. As has been widely reported, the FMPA Agreement that was 

originally executed in 2000 for a ten-year term for the provision of up to 100 megawatts 

of power is structurally flawed in that it does not afford Lakeland Electric to adjust fuel 

costs at levels sufficient to compensate the utility for its actual costs. As such, the utility 

loses money on the supply of electricity to FMPA on a daily basis. Although Lakeland 

was successful in renegotiating the contract in 2004 to shorten its term by three years 

(thereby mitigating further future losses) and receiving an estimated schedule of energy 


takes by the FMPA, we were not able to achieve language modifications that would 

allow the utility to fully recover fuel costs associated with the transaction throughout the 

shortened term. The cumulative losses associated with the FMPA Agreement are 

approximately $82.4 million to date, with an additional $9.9 million projected through the 

end of shortened contract term. 

As you are aware, the City adopted a 

response strategy which involved 

considerable cost reductions and 

controls within the operating budget of 

the electric utility coupled with a 

reduction of Lakeland Electric’s dividend 

to the General Fund. The reduced 

dividend approach was funded through 

capital project deferments in the Public 

Improvement, Transportation, and 

Stormwater Capital Improvement 

Programs. 

Additional losses not covered under the capital deferment approach were covered by 

the use of Lakeland Electric reserves. The strategy resulted in the identification of $10 

million of capital project deferments from FY 2005 – FY 2007 which was transferred to 

the General Fund to support operations. Through FY 2007, the City also provided a 

total of $14 million in dividend reductions, and FY 2008 will represent the closure of the 

strategy with Lakeland Electric fully covering the remaining projected losses through the 

expiration of the contract in the first quarter of the fiscal year without the need for 

additional dividend relief. The FY 2008 Lakeland Electric Budget was developed 

utilizing a dividend transfer of 6.3% of gross operating revenues, which was established 

in conjunction with the utility’s 2007 rate case based upon a nationwide municipal 

electric utility industry average of contributions to their host municipalities as reported by 

the American Public Power Association. I believe I speak on behalf of the entire 

municipal organization, our residents and electric utility customers that FY 2008 will 

represent the last budget in which the FMPA contract is mentioned as a contributing 

financial challenge to the organization! 

That said, municipalities across the state are responding to the current storm clouds 

associated with Property Tax Reform as well as those that are forming on the horizon. 

Property tax relief quickly became a legislative priority following the development boom 

experienced in Florida over the past three to four years, coupled with a dramatic rise in 

assessed valuation of properties and the resulting increase in property tax bills. The 

political pressure to revamp the property tax system was generally strongest along the 

state’s east and west shorelines which experienced the largest valuation increases in 

each of the boom years, although many central Florida communities such as Lakeland 

only experienced significant market valuation adjustments in the past fiscal year. 

Following the failure to resolve significantly differing approaches between the Florida 

Senate and House of Representatives during the 2007 Regular Session, a Special 

Session was scheduled in mid-June to afford the respective chambers the opportunity 

to focus on a comprehensive plan to eliminate inequities associated with homestead v. 

non-homestead properties; the Save Our Homes (SOH) Constitutional Amendment 


including portability issues; the parameters in which property valuations are based 

upon, and the proportion of property tax receipts collected from Florida’s business and 

industries. Despite these lofty goals, the Legislature ultimately only crafted what many 

believe to be a rushed 2-part strategy over three days that only dealt with a small 

portion of the complex issues associated with Florida’s Property Tax system. 

The first part of the Legislature’s adopted 

strategy involves a statutory rollback of existing 

millages of local taxing units by a factor based 

upon their respective tax revenue growth since 

2001, an exemption of $25,000 of tangible 

personal property for businesses, and 

advancement of a Constitutional Amendment on 

January 29, 2008. The Constitutional 

Amendment if approved by 60% of the voters, 

would provide for a “Super Homestead” 

exemption in which homeowners would make a 

one-time choice to either maintain their existing 

SOH status on their homestead, or alternatively. 

choose the new Super Homestead classification that would result in a 75% exemption 

on the first $200,000 of assessed value, and an additional 15% exemption on assessed 

valuation on $200,001 up to $500,000. Initially, there would be no additional exemption 

on assessed valuations of $500,000 and above, however that threshold would be 

adjusted annually in future years by the percentage change in Per Capita Florida 

Personal Income. All new homesteads will be categorized under the Super Homestead 

Exemption, and existing homesteads receiving the benefit of the cumulative SOH 

assessed valuation caps that are sold would subsequently be classified under the Super 

Homestead category. 

As it relates to the City of Lakeland, the Statutory 

millage component impacted the current property 

tax rate of 3.545 mills which has been in effect since 

FY 2004 through a rollback to 2.9977 mills. This 

Statutory Roll-Back Rate would represent an 18.3% 

decrease in the millage rate and would result in an 

approximate 2.6% decrease in a typical property taxpayer’s bill. A component of the 

Property Tax Reform State Statute calculations also categorized every taxing unit in the 

state in one of four tiers which contributed to the reduction of the respective taxing unit’s 

millage rate by either 3%, 5%, 7% or 9% based upon the amount of revenues the local 

unit collected from property taxes dating back to 2001. Lakeland was categorized in the 

9% level, largely due to the .55 millage increase in FY 2004 adopted largely in response 

to community support to maintain historical levels of public safety services. In the 

absence of the FY 2004 millage increase, Lakeland would have been categorized at the 

5% reduction level. Financially, adoption of the Statutory Roll-Back Rate in Lakeland 

would result in a reduction of approximately $2.8 million in the upcoming year. 

It should be noted that Lakeland has one of the lowest property tax rates for a full 

service City in the State largely due to the operation of multiple utilities, including 

electric, which provide financial support to the General Fund through dividend transfers. 


Despite such circumstances, Lakeland was nonetheless swept into the fray of property 

tax reform under the “one size fits all” approach utilized by the State Legislature last 

June. It is also strongly believed that regardless of the outcome of the January 29 th 

Referendum, the Legislature and voters will likely face additional property tax reform 

measures arising from the Constitutionally mandated appointment of the Florida 

Taxation & Budget Reform Commission which has already discussed additional 

structural changes to the State’s Property Tax System which may require consideration 

in future elections. 

This is in addition to the strong possibility of additional Legislative reform measures in 

the 2008 Regular Session should the January 29 th Constitutional Amendment be 

defeated in January. Although it is too early to predict passage or failure, the proposed 

Amendment is currently polling below the 60% threshold which is now required to 

change Florida’s Constitution. 

Recognizing the prospect of Legislative Property Tax Reform initiatives during the 2007 

Regular Session, I originally instructed City staff to develop their initial FY 2008 Budget 

requests with nominal increases in “controllable” expenses. Following the legislation 

arising from the June Special Session, Departments were subsequently directed to 

revise their original budget submissions to eliminate any increases in such expenses. 

Additionally, a “Soft Personnel Freeze” was implemented which required the City 

Manager’s Office review and approval to fill all staff vacancies as they occur to limit 

future personnel expenses. This approach also afforded greater flexibility to address 

the prospect of reducing personnel expenses (which typically represent a municipality’s 

single largest expenditure category) without the need for layoffs in response to Property 

Tax Reform initiatives. Additional budget cutting techniques implemented included 

extended vehicle and computer replacement schedules, deferment of the construction 

and related staffing of the planned Southwest Lakeland Fire Station #7; reduction of 

internal service charges and a variety of more significant reductions of departmental 

budgets. Compounding the FY 2008 Budget pressures were reduced projections of 

State Communications and Half-Cent Sales Tax revenues resulting in an additional $1.2 

million in lower tax receipts in the upcoming year. Therefore, even with the 

implementation of the above budget reduction steps, the City was facing an 

approximate $4 million shortfall in the General Fund due to reduced property tax 

revenues under the proposed Statutory Roll-Back millage rate coupled with reduced 

projections of State Communications and Half-Cent Sales Tax receipts. 

The Property Tax Reform State Statute provides some limited flexibility for local units to 

override the impacts of the Statutory millage rollbacks by allowing units to adopt 

millages up to 10% higher than the Statutory Roll-Back Rate with a supermajority vote 

of the governing body, and continuance of the current millage rate with a unanimous 

vote. The City Commission sought direct public input into the FY 2008 Budget 

development deliberations through the scheduling of two public Budget Workshops on 

July 25 and August 13, 2007. Following detailed presentations about the intricacies of 

the Statutory Property Tax Reform requirements, staff outlined a number of alternatives 

involving a mixture of additional potential budget cuts coupled with various revenue 

enhancements that could close the $4 million General Fund shortfall. Proposed 

program cuts included additional payroll and benefit reductions, deeper reductions in 

Internal Service charges and City Commission travel expenses, in addition to the 

elimination of the following items: printing and distribution of the Annual City Calendar 


and Employee newsletter (Access Lakeland); the Employee Annual picnic; the refund 

of the Payment in Lieu of Taxes (PILOT) to the Lakeland Housing Commission; the 

Lakeland Police Department (LPD) Aviation Unit and DARE Program and future support 

of the Lemon Street Sculpture exhibits. Collectively the reductions and eliminations 

resulted in approximately $1.5 million of additional budget cuts. 

With respect to revenues, options included increases in Occupational License Tax 

rates; private sponsorships of historically City-funded programs such as the Lake Mirror 

Concert Series and Red, White & Kaboom; Tigertown parking rates; financial 

contributions for supplies from various Athletic Clubs/Leagues; Zoning and Site Plan 

Review fees and Parks and Recreation building rental and recreational fees. 

Collectively the proposed options were projected to generate approximately $425,000 of 

additional revenues. 

Both of the Budget Workshops were well attended with various advocates speaking on 

behalf of maintaining a variety of programs, most notably the LPD Aviation Unit and 

DARE training in local schools. (Elimination of both programs would have helped 

address the Police Department’s desire to employ an additional 20-22 sworn Officers in 

response to manpower studies through the redeployment of 4 DARE Officers and 1.5 

Pilots.) Following the second Budget Workshop, the City Commission convened their 

own workshop on August 14 th to discuss their collective approach to the FY 2008 

Budget issues. 

Commission consensus supported the continuation of the LPD Aviation Unit and 

maintenance of the DARE program, and the balance of recommended revenue and 

expenditure options appeared to be supported as proposed. In reviewing the outcome 

of the FY 2008 Annual Retreat held in January, the Commission also generally 

supported the elimination of cross subsidies from the General Fund in the amount of 

approximately $250,000 and the Transportation Fund in the amount of $1.4 million to 

the Stormwater Fund to allow it to become financially self-sufficient at current service 

and program levels. Additionally, the Commission expressed interest to consider a 

response to the City of Lakeland Association of Retirees (COLAR) recent proposal to 

provide $500,000 to the Pension Fund to finance a $450 check to all retirees to address 

the lack of a pension COLA over the last six years and to explore options to establish a 

formalized COLA in future years. With respect to proposed millage levels, the 

Commission reviewed the four options identified below, along with the prerequisite 

votes each would require to be in compliance with the Property Tax Reform State 

Statute and the resulting additional transfer from the City’s Public Improvement Fund 

(PIF) to balance the General Fund Budget. The Public Improvement Fund is largely 

supported through a land lease to the Lakeland Regional Medical Center which 

generates approximately $9.5 million per year: 

Option Description Tax Rate 

Votes Additional Total PIF 

Required Revenue Transfer 1 

1 Current Rate 3.5450 Mills 7 $2,800,000 $1,700,000 

2 Basic Roll-Back 3.2942 Mills 5 $1,500,000 $3,000,000 

3 

Eliminate impact of 

2004 millage increase 

3.1295 Mills 5 $ 675,000 $3,850,000 

4 Statutory Rollback 2.9977 Mills 4 -0- $4,500,000 

1 

The FY 2008 Budget assumes the continuation of the current $1,925,000 transfer to the General Fund, plus and 

additional $1,075,000 in order to provide sufficient resources to balance the budget 


After considerable discussion, Commission consensus resulted in the direction to 

prepare the FY 2008 Budget based upon a millage rate of 3.2942, although the 

maximum rate of 3.5450 mills was advertised in the published TRIM notice to provide 

flexibility should the Commission ultimately desire to maintain the current rate in FY 

2008. The Commission also expressed interest in maintaining the LPD Aviation Unit 

and DARE/PAL Programs. In many ways, the essence of the Property Tax Reform 

efforts vis-à-vis the local millage rate is at the heart of what municipal officials call “local 

control” or put otherwise, who is in the best position to determine the priorities and 

desires of a given City: the State Legislature or local elected and appointed officials. 

The discussions that preceded the development of this document and which likely will 

continue through its review and final adoption, will no doubt also take place in city and 

county commission chambers throughout all of Florida in an effort to determine what 

services and programs are deemed important and desired by our respective 

constituents, and how to best finance such services and programs. 

Proposed FY 2008 Budget Basics 

Given the above background information, I am proposing a FY 2008 Total City Budget 

of $596,447,887 and a General Fund Budget of $56,258,933 which is net of intra-city 

transactions. The Proposed Budget also includes a 5% rate increase in Solid Waste 

Residential, Commercial and Recycling services; a 7.5% increase in Wastewater flow 

and High Strength surcharges; a $2.50 monthly increase in the Stormwater Residential 

Equivalent Unit (to help eliminate the cross subsidy of the Stormwater Fund as 

discussed above); a 41¢ projected increase in the Lakeland Electric Environmental 

Compliance surcharge; a $10.00 per month increase in downtown garage fees and a 

$5.00 per month increase in surface parking fees and the previously Park & Recreation 

operation building, parking and participation fees discussed during the previous Budget 

Workshops. Additional information regarding the various proposed rate and fee 

increases can be found in their respective narratives in the Performance Budget section 

of this document. 

Total City Budget 

(Less Intra-City 

Transactions) 

General Fund 

Less Intra-City 

Transactions) 

Conclusion 

FY 2006 

Actual 

FY 2007 

Budget 

FY 2008 

Proposed 

Budget 

% Change 

Budget/ 

Proposed 

$566,218,979 $587,346,815 $596,447,887 1.5% 

$ 75,286,290 $87,198,792 $88,962,601 2.0% 

It is believed that the review of the revised FY 2008 Budget format, which fully 

incorporates the City’s Strategic Planning process with the annual allocation of financial 

resources, represents an excellent opportunity for the City Commission, staff and 

residents to review the delivery of municipal services vis-à-vis our effectiveness to 

accomplish the stated collective desires of the community. 

I would also like to take this opportunity to recognize the dedication of the City of 

Lakeland’s municipal workforce as they provide an extensive array of services for 


esidents with enthusiasm and pride, especially under the trying times of Property Tax 

Reform. Many of these employees have contributed extensively in the analysis and 

preparation of this document, and I appreciate their demonstrated commitment to the 

significantly revamped and improved format of this document. Recognizing the 

enormous amount of time it takes to prepare this document for your review, the work of 

the City continues and Department Heads and the budget team should be congratulated 

for their ability to juggle competing demands for their time. Without doubt, this 

document could not be completed in the absence of extraordinary work by our Finance 

Director Greg Finch, Assistant Finance Directors Mike Brossart and Don Eckert, Chief 

Accountants Deidra Joseph and Tory Bombard, Computer Application Specialist Patrick 

Bauman, Investment Management Assistant Rachel Taylor, Deputy City Manager Tony 

Delgado, Assistant City Manager Stanley Hawthorne, and last but certainly not least, 

the City Manager’s Office administrative support team comprised of Jennifer Stovall, 

Chris Chadwell, Cher Gill and Traci Terry. I would also like add my personal thanks to 

several individuals who contributed greatly over the past year with the integration of the 

Annual Budget with our Strategic Planning Process. As such, special thanks go to OMB 

Manager Kindle Bowden, Budget Analyst Lori Gordon, (who also is credited with the 

Budget cover design), Organization Development Supervisor, Ed Hacker, and the 

various employees who have contributed greatly of their time by serving on the 

Strategic Operating Advisory Team (SOAT) and the Organization Communication 

Advisory Team (OCAT). Together these individuals have assisted the municipal 

organization in the implementation of the City’s Strategic Plan at all levels. It is often 

said that strategic planning is more of a journey than a destination, and collectively their 

contributions have afforded the organization to begin to “walk the talk” of our Strategic 

Plan! 

On behalf of the entire municipal staff, we look forward to working with the Mayor and 

City Commission during your review of the Proposed FY 2008 Annual City Budget and 

Capital Improvement Program Budgets and stand ready to address any related 

questions or comments. 

Very truly yours, 

Douglas B. Thomas 

City Manager 


City of Lakeland 2008 Organization Chart 

Municipal Boards & Committees 

(see page A-13) 

CITIZENS OF THE CITY OF LAKELAND 

Operating Boards 


CITY ATTORNEY 

Tim McCausland 

MAYOR AND CITY COMMISSION 


DEPUTY CITY MANAGER 

Tony Delgado 

CITY MANAGER 

Doug Thomas 

ASSISTANT CITY MANAGER 

Stanley Hawthorne 

Strategic Planning & 

Organizational Excellence 

COMMUNICATIONS 

Kevin Cook 

POLICE 

Roger Boatner 

FINANCE 

Greg Finch 

ELECTRIC UTILITY 

Jim Stanfield 

Community 

Programs 

Juvenile 

Programs 

Patrol 

Investigative 

Aviation 

Distpatching 

Payroll 

Treasurers Office 

Central Accounting 

Customer Billing 

E&W Finance 

Accounts Payable 

City Clerk 

Utility Billing & 

Customer 

Service 

Production 

Transmission & 

Distribution 

WATER UTILITY 

Chuck Garing 

PUBLIC WORKS 

Rick Lilyquist 

FIRE 

Mike Mohler 

PARKS & RECREATION 

Bill Tinsley 

COMMUNITY DEVELOPMENT 

Jim Studiale 

AIRPORT 

John Dubose 

Water Production & 

Distribution 

Wastewater Collection 

& Treatment 

Transportation 

Facilities 

Maintenance 

Right of Way 

Construction 

Fleet 

Solid Waste 

Streets & Traffic 

Lighting 

Parking 

Facilities Maintenance 

Lakes & Stormwater 

Firefighting 

Rescue 

Parks 

Recreation & 

Facilities 

Cultural Support 

Aquatics 

Cemeteries 

Golf Course 

Library 

Affordable Housing 

Planning 

Development Review 

Neighborhood 

Programs 

Community 

Redevelopment Areas 

Building Inspection 

& Permitting 

Code Enforcement 

Business Tax 

Economic 

Development 

Operations 

Leasing 

Activities 

THE LAKELAND CENTER 

Mike LaPan 

RISK MANAGEMENT 

Karen Lukhaub 

INTERNAL AUDIT 

John Zuercher 

INFORMATION TECHNOLOGY 

(Vacant)) 

A-12 Fiscal Year 2008 Annual Budget 

Human Resources 

Client Services 

Accounting & 

Information 

Technology 

Property Operations & 

Maintenance 

Marketing 

Sales 

Purchasing & Stores 

Safety 

Application Development 

& Support 

Network Administration & 

Support 

Technology Support 

Administrative 

Radio Communication 

GIS 

Public Safety 

Telecommunications 

Staffing & 

Compensation 

Workforce 

Development 

& Labor 

Relations 

*Department Organization Charts located in Supplementary Section

City of Lakeland 2008 Organization Chart 

CITIZENS OF THE CITY OF LAKELAND 

OPERATING BOARDS 

Central Florida Regional Planning Council 

Lakeland Area Mass Transit District 

Lakeland Downtown Development Authority 

Legislative/Intergovernmental Relations 

Polk County Joint Airport-Zoning 

Polk County Sports Marketing 

Polk County Visitors & Convention Bureau 

Transportation Planning Organization 

MAYOR AND CITY COMMISSION 

R. L. Buddy Fletcher (Mayor) 

A. Dean Boring James S. Verplanck 

Gow B. Fields R. Howard Wiggs 

Glenn E. Higgins Edie L. Yates 

MUNICIPAL BOARDS & COMMITTEES 

Affordable Housing Advisory 

Affordable Housing Review 

Airport Advisory Board 

Beautification 

Citizen’s Advisory 

Civil Service 


Dixieland Community Redevelopment Area 

Drug-Related Nuisance Abatement 

Enterprise Zone Development Agency 

Firefighter’s Pension Trust 

Historic Preservation 

Housing Authority 

Midtown Community Redevelopment Area 

Planning and Zoning 

Police Officer’s Retirement 

Public Employee Relations 

Retirement Services 

Utility Committee 

Zoning Board of Adjustment and Appeals 

Lakeland is located 

midway between 

Tampa and Orlando 

along Interstate 4 in 

Polk County, Florida. 


Vision, Mission and Values... 

Vision 

Lakeland - a vibrant, culturally inclusive world-class community. 

Mission Statement 

A community working together to provide an exceptional quality of life. 

Core Values 

Leadership 

Commitment to Excellence 

Diversity 

Integrity 

Social Responsibility 

Empowered Workforce 

(see page C-3) 

Goals 

Economic Opportunity 

Communication 

Fiscal Management 

Growth Management 

Quality of Life 


(KSI’s) 

(see page D-5) 

Outcomes 

Enriched Organization Workforce 

Enriched Community Workforce 

Sustainable Business Environment 

Informed and Engaged Employees 

Informed and Engaged Community 

Optimal Management of Existing Financial Resources 

Develop New Financial Resources 

Quality Developments 

Safe, Attractive Neighborhoods 

Quality Public Spaces 

Superior Municipal Services 

Support the Arts and Wellness 

Support Education 

(see pages C-4) 


Vision, Mission and Values... 

Strategies 

Promote an organizational culture characterized by open communication and employee involvement 

Promote effective communication inclusive of all residents and stakeholders 

Encourage a shared sense of community and responsibility through citizen education and involvement 

Promote career development and educational opportunities 

Recruit, hire and retain highly skilled employees 

Establish area “Workforce Development Partnerships” 

Encourage the development of high-skilled labor sectors 

Promote diverse cultural opportunities 

Promote improving level of education 

Promote international relationships 

Support area economic development initiatives 

Promote high skilled-high wage employment opportunities 

Promote the establishment and sustainability of small businesses 

Enhance strategic and budgetary planning with performance measurement systems 

Operate physical assets according to “Best Practices” 

Optimize fiscal capacity of existing financial resources 

Leverage underutilized assets 

Establish public/private partnerships 

Establish perpetual care funds (or endowments) for public and private contributions 

Promote a comprehensive, integrated approach to all land use decisions 

Develop reliable and efficient infrastructure systems that support desired urban development 

Establish incentives to encourage high quality developments 

Promote public safety initiatives and projects that enhance property values 

Counteract the physical and economic decline of neighborhoods 

Empower residents to address neighborhood concerns 

Promote public/private partnerships to develop public recreation spaces 

Implement Parks and Trails Master Plan priorities 

Preserve and enhance unique natural and historic resources 

Establish “Best Practices” benchmarks 

Establish public/private partnerships and promote community events and culturally diverse programs 

Engage in partnerships with area education institutions 

Actions 

(see pages D-8 thru D-23) 


Lakeland at a Glance 

♦ Incorporated January 1, 1885 

♦ Commission - City Manager Form of Government 

♦ Mayor and six-member City Commission, nonpartisan, elected at large 

♦ City Manager appointed by the City Commission 

Demographics 

Population (As of April 1st of each year from Bureau of 

Economic and Business Research-BEBR 2000) 

1998 77,113 

1999 77,483 

2000 78,452 

2001 82,706 

2002 85,517 

2003 88,741 

2004 89,731 

2005 90,851 

2006 91,623 

2007 (est.) 92,722 

2008 (est.) 93,385 

Median Age 38.7 

Percentage of Households 

Single Family/Duplex 77% 

Multi-Family 23% 

Median Household Income (ESRI-2005) $35,574 

Racial Composition 

White 70.6% 

Black or African American 19.5% 

American Indian, Alaskan Native 0.1% 

Asian 2.0% 

Other Race 7.8% 

Education 

For School Year 2006 - 2007 

Number of Public Schools 

Elementary 28 

Middle 8 

High School 6 

Public/Private Colleges 5 

Land Use 

Land Area (sq. miles) 73.31 

Land Use: 

Residential 50% 

Commercial 24% 

Recreation/Open Space 17% 

Public/Institutional 1% 

Industrial 8% 

100% 

(Source: 2007Community Development Land Data Record System) 

Economics 

Office Space (sq. ft.) 190,472 

Retail Space (sq. ft.) 443,846 

Industrial Space (sq. ft.) 1,047,852 

Assessed Taxable Property Valuation 5,287,388,491 

(2006 Tax Year) 

% of Total 

Principal Taxpayers: 

Assessed Value 

Publix Super Markets, Inc. 6.32% 

Rooms To Go Furniture Corp 1.33% 

Watson Clinic 1.21% 

Verizon 1.19% 

H-D Lakeland Mall Joint Venture 0.95% 

Property Tax Millage Rate 3.2942 

Per Capita Debt: 

Total Debt Per Capita (less Electric system debt) $2,046 

(Fiscal Year End 2006) 


Net Adopted Budget: $596,447,887 

FCAT Results (2006) Polk County 

Reading Mean Math Mean 

Elementary 

Grade 3 306 313 

Grade 4 304 306 

Grade 5 293 320 

Middle 

Grade 6 299 294 

Grade 7 301 291 

Grade 8 288 302 

High School 

Grade 9 297 292 

Grade 10 282 311 


Service Statistics 

Police 

Police Officers 236 

Number of service calls 103,360 

Number of 911 calls 51,116 

Average emergency response time (min.) 6.8 

Fire/EMS 

Career Firefighters 140 

Number of fire stations 6 

Number of service calls: 

Fire 2,484 

EMS 16,929 

Parks & Recreation 

Number of parks & facilities 71 

Number of acres 1,232 

Cleveland Heights Golf Course: 

Holes 27 

Memberships 402 

Rounds 76,632 

Lake Mirror Complex: 

Auditorium 

Size (sq. ft.) 6,500 

Number of rentals 227 

Theatre 

Size (sq. ft.) 5,500 


Peggy Brown Building 

Size (sq. ft.) 4,000 


Magnolia Building 

Size (sq. ft.) 4,700 


Number of Libraries 3 

Number of Sports Complex 8 

Number of sports teams 355 

Number of Aquatic Complex visitors 

(Kelly and Simpson Pools) 83,200 

Number of swim classes 177 

Number of swim participants 868 

Lakeland Center 

George Jenkins Arena 

Size (sq. ft.) 24,380 

Capacity (reserved) 8,136 

Exhibit Hall: 

Size (sq. ft.) 28,262 

Youkey Theatre 

Size (sq. ft.) 39,000 

Capacity (reserved) 2,246 

Sikes Conference Center: 

Size (sq. ft.) 44,508 

Total Events 641 

Total Attendance 417,968 

Public Works 

Tons of waste recycled 4,533 

Streets / miles maintained 695 

City vehicles & equipment maintained 1,153 

Bike path / sidewalks (miles) 216 

Electric Utility 

Customer territory (sq. miles) 246 

Miles of transmission lines 145 

Residential accounts 97,969 

Commercial accounts 11,862 

Municipal accounts 532 

Private Area Lights accounts 9,534 

Average daily electric (kWh) 65.83 

Water/Wastewater Utilities 

Water customer territory (sq. miles) 135 

Water customer accounts 51,918 

Miles of water mains 959 

Fire hydrants 3,761 

Annual average water demand (mgd) 25.99 

Daily water treatment capacity (mgd) 51 

Wastewater customer accounts 41,123 

Wastewater lines / force mains 325/150 

Average daily wastewater treated (mgd) 10.43 

Lakeland Linder Airport 

Runway 9/27 (ft. long) 8,500 

Runway 5/23 (ft. long) 8,500 


History of Lakeland 

Lakeland is the heart of Polk County and it is Lakeland’s charm that creates a beautiful blend of a small town 

feel with the convenience and amenities of much larger cities. 

In 1882, Abraham Munn of Louisville Kentucky bought, sight 

unseen, 80 acres of land in an area of small lakes in Polk 

County, Florida. Munn arrived in February 1884 to establish 

the Lakeland Improvement Company (LIC) with two business 

partners. The company platted Munn’s 80 acre purchase 

and began selling lots in the budding town of Lakeland. He 

helped to assure the success of his venture and the survival 

of Lakeland by persuading Henry Plant’s South Florida 

Railroad to locate its depot on LIC land just north of today’s 

Munn Park. The LIC lots constitute much of what is now 

Lakeland’s downtown business district. 

• 1883 - Lewis Ballard provided the first Post Office and General Store 

• 1884 - Herbert Drane opened the first drugstore 

• 1884 - Norman Riggins opened a dry goods store and saw mill 

• 1884 - Munn built the Tremont House (considered to be one of the finest hotels in Central Florida) 

• 1885 - Thirty-four citizens democratically decided to incorporate the town after a 22 to 12 vote 

• 1885 - John Torrence donated the site of Roselawn Cemetery to the City 

• 1886 - First jail was named McDemerott House (after it’s first occupant) 

• 1891 - Lakeland Light and Power Company erected a light plant (3rd city in Florida to have electric lights) 

• 1902 - First telephone exchange was built 

• 1912 - First fire department was organized 

• 1913 - Mail delivery was established 

• 1916 - Cornerstone of the first hospital was laid 

• 1922 - Established a commission-manager form of government 

• 1922 - Florida Southern College moved here from Sutherland (Palm Harbor) 

• 1927 - Polk Theatre was built 

Did you know… 

The earliest dated canoe 

ever found in North or South 

America was uncovered near 

Lakeland and traced to 1100 

B.C. 

In 1883, members of the 

community gathered to select 

a name for their settlement 

among the names rejected 

were Rome City, Redbug and 

Munnville. 



The Spanish American War of 1898 was another 

important event that led to greater development in 

Lakeland. Among the six thousand U.S. soldiers 

encamped here during the war, many wrote letters 

about the attractiveness of the city. As a result of this 

favorable impression and free advertising, many 

soldiers retired here and Lakeland got its first influx of 

tourist during the first winter after the war’s end. 

transportation was another factor. The 1930’s also 

featured the arrival of renowned architect Frank Lloyd 

Wright who designed 12 structures for Florida 

Southern College, the project was named “A Child of 

the Sun.” It is the largest collection of Wright’s 

buildings in the world. 

Similar to other towns in the Southern U.S., “Lakeland 

was agriculturally oriented from the first.” Citrus and 

strawberries were vital cash crops and/or industries to 

Lakeland. In the 1870’s, citrus started to become a 

greater activity in Lakeland when Archie McLeod 

moved down from Alabama 

to plant a grove where 

Florida Southern College 

now stands. In fact, it was 

in Lakeland that the 

seedless grapefruit was 

developed by Ed Tison in 

1887. Tison sold his 

nursery to C.M. Marsh who 

gave his name to the popular fruit. 

By May 26, 1891, the City became one of 

the first three cities in Florida, besides 

Tampa and Jacksonville to have electric 

lights. Today, the city owns and operates 

it’s own electric company, Lakeland 

Electric. 

The Florida boom resulted in the construction of many 

significant structures in Lakeland, a number of which 

are listed on the National Register of Historic Places. 

This list includes the Terrace Hotel (1924), Polk 

Theatre (1927), 

Park Trammell 

Building (1927- 

today known as 

the Chamber of 

Commerce), 

Promenade of 

Lake Mirror (1928) 

and others. 

The “boom” period went 

“bust” quickly and years 

passed before the city 

recovered. Part of the 

reemergence was due to the 

arrival of the Detroit Tigers in 

1934 for spring training. The 

development of the Lakeland 

Municipal Airport as a major facility in Central Florida 

Swans have long been a part of the ambience of 

Lakeland. Records and sightings indicate that swans 

have been on the city’s lakes since at least 1923. For 

different reasons the swan population dwindled to 

zero by 1945. Mrs. Robert Pickhardt wrote to Queen 

Elizabeth inquiring about purchasing a pair of swans 

for Lakeland. A royal representative replied that the 

Queen would donate a pair of swans if the city would 

pay the cost of capture, crating and 

shipping (estimated at $300). A pair of 

white mute swans from England 

arrived in Lakeland and were released 

on Lake Morton on February 9, 1957. 

Today there are over 200 swans here 

including Coscorobas, Australian 

blacks, black-necks, Polish mutes and 

English mutes. They are found on Lakes Morton, 

Wire, Mirror, Parker and at Cleveland Heights Golf 

and Country Club. Quite a few are directly descended 

from the original pair from 1957. 



Lakeland is home to the nation’s second largest experimental aircraft 

convention, the Sun n Fun Fly-In (1973), which attracts aviation enthusiasts 

from around the world every April. 

Mayfaire-by-the-Lake (1970) art festival is another 

notable event held every Mother’s Day weekend 

and draws thousands of visitors each year. 

Hollis Garden (2000) is a 

formal 1.2 acre botanical 

garden located on historic Lake 

Mirror. The garden contains 

several water features and 

displays thousands of flowering 

plants, ornamental shrubs, 

historic trees, herbs and 

vegetables. Recently it was 

voted one of the “Best of Class Gardens” by the Gulfcoast Research and Education Center. 

The newest jewel in the City’s impressive array of parks is Barnett Family Park. 

Barnett Family Park is designed to attract children and families from throughout the 

community. The elaborate sculptures of native Florida animals and beautiful handcut 

Byzantine tiles make the park unique. 

Notable Lakelanders (to list a few): 

Lawton Chiles 

George W. Jenkins 

Lawton Chiles, Senator & Governor of Florida 

George W. Jenkins, founder of Publix 

Lee Janzen, PGA Tour golfer (won U.S. Open) 

Joe Nemechek, NASCAR Nextel Cup driver 

Howard Marshall, NASA scientist 

Lindsey Alley, former Mouseketeer & actress 

Matt Diaz, Major League baseball player 

Forrest Sawyer, ABC and NBC news anchor 

John Daniel Sumner, American singer/songwriter 

Neva Jane Langley, Miss America 

Dr. John S. Jackson, 1st Black Mayor 

Neva Jane Langley 

Dr. John Jackson 



Arts and Entertainment: 

• Polk Theatre - built in 1927. It was restored in 1999 and is supported by revenue from films, its 

Performing Art Series, fundraising, rental income and memberships. 

• Imperial Symphony Orchestra - in 1965 a group of musicians, led by Florida 

Southern College professor Dr. Ken Anderson and Lakeland businessman Jay 

Erwin, organized an orchestra to provide classical music for the community. 

Today that small effort has grown into a highly polished, regional orchestra that 

plays 15 concerts each season. 

• Polk Museum of Art - The Junior Welfare League founded the all-volunteer 

Imperial Youth Museum in 1966. In 1969, the museum was renamed Polk Public Museum to reflect 

the broadened emphasis on history and science. It functions as a cultural arts center for the general 

public. 

• Pied Piper Players - Lakeland Community Theatre is known for its high production values and 

variety of repertoire. Now in its 20th year, Pied Piper Players events each year include its Main 

Stage Series, Theatre For Youth Series, Alternative Stage Series and a 

number of special events throughout the year. 

In short, linking Lakeland’s past to present reveals that its natural resources, 

infrastructure development, favorable climate and location as a popular Florida 

destination will continue to attract the quality of people that have made it a 

historically rich and prosperous city. 

Music on the Promenade 

Interesting Facts… 

The Lakeland News was the first newspaper in Lakeland and 

second in the county. 

The first school in town was called ‘The Academy’ located on 

the corner of Tennessee and Lime. 

There are 13 named “natural” lakes in Lakeland. 

The first Red Lobster restaurant was opened in Lakeland. 

Elvis Presley performed at the Polk Theater on August 6, 

1956. 

Lakeland was recognized nationally by Money Magazine as 

the 10th “Best Place to Live in America” for 1998. 

Sources: 

Dunn, H.; Lakeland: A Pictorial History; The Donning Company, Norfolk Virginia; 1990. 

City of Lakeland; Lakeland Room Special Collections: A Brief History of Lakeland Florida; 2007 

Wikipedia; History of Lakeland Florida; 2007 

Flekke, M. M. and MacDonald, R.M.; Lakeland: Postcard History Series; 2005 

Publix History 

The Ledger 

Various City documents and memoranda 

Brooke Pottery; History of the Lakeland Swans 


Glossary of Terms 

The budget document uses many terms and words that have specific meaning in the context of 

governmental finance or to the City of Lakeland. The glossary defines words and terms that may have very 

specific meaning or may not be in common usage. 

Accrual basis: A basis of accounting using the economic resources measurement focus. Revenues are 

recorded when earned. Expenses are recorded when a liability is incurred. Fixed assets are capitalized 

(i.e. recorded on the balance sheet, not the income statement). Depreciation is recorded on fixed assets. 

Ad Valorem Taxes: Taxes levied on both real and personal property according to the property’s valuation 

and the tax rate. 

Activity: A specific and distinguishable service performed by one or more organizational components of 

the City to accomplish a function for which the City is responsible. 

Adoption: The formal action taken by the City Commission to authorize or approve the budget. 

American Public Power Association (APPA): A service organization for the nation's more than 

2,000 community-owned electric utilities that serve more than 43 million Americans. 

Appropriation: The spending limit adopted or authorized by the City Commission. 

Available (Undesignated) Fund Balance: Refers to the funds remaining from the prior year, which are 

available for appropriation and expenditure in the current year. 

Bad Debt: The estimated amount of accounts owed to the City (receivables) that will not be collected 

during the year. This includes utility accounts, accident damage repair accounts and other miscellaneous 

account receivables, which are deemed uncollectible. 

Budget: A financial plan approved by the City Commission that includes estimates for revenues and limits 

on expenditures. 

Budget Calendar: The schedule of key dates that the City follows in the preparation and adoption of the 

budget. 

Bond: A long term promissory not or IOU. The note includes a specific principal amount and stated 

interest rate. Bonds are used to finance capital projects. 

General Obligation (G.O.) Bond: A type of bond that is backed by the full faith, credit and taxing 

power of the City. 

Revenue Bond: A bond that is backed by a particular revenue source such as water user fees. 

Capital Assets: Assets of significant value and having a useful life of several years. Capital assets are 

also called fixed assets. 

Capital Improvement Plan: A financial plan for the improvement of streets, parks, utilities and other major 

infrastructure items. The capital budget includes revenue sources and expenditure limits. 

Capital Outlay: Fixed assets which have a value of $1,000 or more and have a useful economic lifetime of 

more than one year or assets of any value if the nature of the item is such that it must be controlled for 

custody purposes as a fixed asset. 

Central Business District (CBD): The core area of Lakeland’s downtown. 

Charges for Services: A user fee or rate levied against a person or entity that has received an identifiable 

benefit in exchange. Examples would include bus fare, water usage charges or grave openings. 

Collective Bargaining Agreement: A legal contract between the City and representative of a recognized 

bargaining unit for specific terms and conditions of employment (e.g. hours, working conditions, salary, 

fringe benefits, and matters affecting health and safety of employees). 



Component Unit: A legally separate organization for which the elected officials of the City are financially 

accountable. A component unit can be another organization for which the nature and significance of its 

relationship with the City is such that exclusion would cause the reporting entity’s financial statements to be 

misleading or incomplete. 

Contractual Services: Services rendered to the City by private firms, individuals, or other governmental 

agencies (e.g. maintenance agreements and professional consulting services). 

Contingency: A budgetary reserve for emergencies or unanticipated expenditures/opportunities. 

Debt Service: Principal and interest payments for outstanding debt such as bonds or notes payable. 

Dedicated Tax: A tax levied to support a specific government program or purpose. 

Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over 

revenues during a single accounting period. 

Department: Organizational unit of government, which is functionally unique in its delivery of services. 

Depreciation: The portion of the cost of a fixed asset (i.e. a car or treatment plant) charged as an expense 

during the fiscal year. Eventually the entire cost of the fixed asset will be charged off as an expense. Only 

Enterprise and Internal Service funds have depreciation. 

Employee Benefits: Costs incurred by the City for pension, health insurance, and other benefits provided 

to employees. 

Encumbrance: Recognition in the accounting system that the City has committed to buy or pay for goods 

or services. 

Expenditure: The payment of cash or the transfer of property or services for the purpose of acquiring 

goods and/or services or settling a loss. 

Expense: Charges incurred (whether paid immediately or to be paid at a later date) for operations, 

maintenance, interest or other charges. 

Fiscal Year: The time period for which the budget is authorized and measured by the accounting records. 

The City of Lakeland’s fiscal year begins on October 1 st and ends on September 30 th . 

Florida Municipal Power Agency (FMPA): A wholesale power company owned by municipal electric 

utilities. FMPA provides economies of scale in power generation and related services to support 

community-owned electric utilities. 

Full-Time Equivalent (FTE): The number of employee hours (2080) needed to be equal to one full-time 

employee. Several part-time employees may be combined to make one full-time equivalent. 

Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other 

financial resources. 

Enterprise Fund: Certain activities are treated as self-supporting businesses (e.g. water and 

sewer utilities). The accounting for these activities is accounted for in separate funds called 

enterprise funds. 

Debt Service Fund: Funds used to record the payment of general debt. 

General Fund: General purpose fund supported by taxes, fees and other revenues. The funds 

may be used for any lawful purpose. 

Internal Service Fund: Centralized services that serve all or many established in separate funds. 

The other funds are charged a fee for the services provided by the Internal Service Fund. 

Special Revenue Fund: A fund used to account for the revenues and expenditures of special 

earmarked or legally restricted monies. 

Stormwater Fund: Revenues, received primarily through the collection of residential and 

commercial fees as well as transfers from the Transportation Fund for drainage and lake projects, 

are used for projects approved by the City Commission for stormwater capital activities. 



Fund Balance: The difference between a fund’s assets and liabilities, sometimes referred to as the 

amount carried over from one year to the next year. 

Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial 

accounting and recording, encompassing the conventions, rules and procedures that define accepted 

accounting principles. 

Goal: A broad statement of direction or purpose. A goal is general and often timeless in nature. 

Indirect Cost: A cost necessary for the functioning of the organization as a whole that can not be directly 

assigned to one service. 

Infrastructure: Vital facilities such as roads, sewers, bridges, water lines, public buildings, parks and 

airports that are fixed in location. 

Inter-Fund Transfer: Legally authorized transfers from a fund receiving revenue to a fund through which 

resources are to be expected. 

Intergovernmental: Revenue from another governmental agency such as the State of Florida or the 

United States Federal Government. Some revenues from local units are treated as Charges for Service. 

Lakeland Area Mass Transit District: A component unit of the City that accounts for all activities 

necessary to provide modern bus transportation in the Lakeland area. The City does not have any 

ownership claim against the assets of this entity; however, the City does maintain some control over 

operations in that the majority of its governing board is composed of members of the City Commission. 

Lakeland Downtown Development Authority: A Component Unit of the City that has the responsibility of 

improving the economic condition in the Central Business District. 

Mill: One one-thousandth of a dollar of assessed value. 

Millage: Rate used in calculating taxes based upon the value of the property, expressed in mills per dollar 

of property value. 

Mission: A description of the purpose, values, strategies, and behavior standards that guide an 

organization and move it toward its vision. A mission states what the organization is, what it does, for 

whom and why. 

Modified Accrual: A basis of accounting using the current financial resources as a measurement focus. 

Revenues are recognized when both measurable and available. Expenditures are recorded when a liability 

is incurred. Fixed assets are recorded as an expenditure in the period the asset is acquired. 

Objective: A specific/quantifiable statement of what the City, a department or a unit expects to accomplish 

in a fiscal year. 

Outcome: Desired output oriented accomplishments, which can be measured and achieved within a set 

time-period. Achievement of the outcome advances the organization toward a goal. 

Operating Budget: The day-to-day cost of providing City services. The operating budget does not include 

capital purchases, for items of $1,000 or greater. 

Peace River Water Basin: The Peace River Basin is the region of land in Central and Southwest Florida 

that includes portions of Charlotte, Hardee, Desoto, Highlands and Polk Counties from which water drains 

into the lakes and streams that ultimately supplies water to the Peace River. 

Program: Group activities, operations or organizational units directed to attaining specific purposes or 

objectives. 

Property Tax: A tax levied on real estate as well as commercial and industrial personal property based on 

the value of the property. 



Repurchase Agreements: An agreement where the City transfers cash to a broker-dealer or bank; the 

broker-dealer or bank transfers the securities to the City and promises to repay the cash plus interest in 

exchange for the same securities. 

Retreat: City Commission goal setting meeting held around January of each year. City Manager 

communicates City Commission goals and sets parameters for budget preparation with Department heads. 

Revenue: Money coming into a fund (other than a transfer) such as taxes, user fees, grants, fines and any 

other source of money. 

Southwest Florida Water Management District (SWFMD): Responsible for water resources in sixteen 

west central Florida counties: Charlotte, Citrus, DeSoto, Hardee, Hernando, Highlands, Hillsborough, Lake, 

Levy, Manatee, Marion, Pasco, Pinellas, Polk, Sarasota and Sumter. 

Special Assessment: A compulsory levy made against certain properties to defray all or part of the cost of 

a specific capital improvement or service deemed to benefit primarily those properties. 

Tax Levy: The total amount of revenue raised from general property taxes. 

Tax Rate: The amount of tax levied for each $1,000 of assessed valuation. Often called millage rate. 

Transfer: A transfer is movement of money or assets from one fund to another that is not a payment for 

service. Sometimes a transfer is one fund subsidizing another fund. 

User Fee: Revenue paid by a party directly benefiting from the use of receipt of a public service. 


In 1990 Lakeland made its Hollywood debut 

when the Southgate Shopping Center was 

featured in the hit movie Edward Scissorhands 

starring Johnny Depp and Winona Ryder. 


Abbreviations & Acronyms 

AADF Annual Average Daily Flow 

ACH Automated Clearing House 

AD&D Accidental Death & Dismemberment 

AP Accounts Payable 

ADA Americans with Disabilities Act 

ALS Advance Life Support 

AMI Average Median Income 

AOA Airport Operating Area 

APPA American Public Power Association 

ARA Aramark Food Services 

ARFF Aircraft Rescue & Fire Fighting 

ATC Airport Traffic Control 

BCE Business Cooperative Education 

BICEP Building Inspection Code Enforcement Program 

BITS Building Inspection Transportable System 

BEBR Bureau of Economic & Business Research 

BJA Bureau of Justice Assistance 

BLS Basic Life Support 

BMP Best Management Practices 

BOD Biological Oxygen Demand 

CACO3 Calcium Carbonate 

CADD Computer Assisted Design and Drafting 

CAFR Comprehensive Annual Financial Report 

CAIR Clean Air Interstate Rule 

CBD Commercial Business District 

CBE Cooperative Business Education 

CBIR Community Budget Issue Request 

CDBG Community Development Block Grant 

CDC Community Development Corporation 

CIP Capital Improvement Plan 

CPI Consumer Price Index 

CIS Criminal Investigations 

CLMP Comprehensive Lakes Management Plan 

CM City Manager 

COLA Cost of Living Allowance 

CPR Cardiopulmonary Resuscitation 

CRA Community Redevelopment Agency 

CROW Contracts Right of Way 

CSU Community Services Unit 

DARE Drug Abuse Resistance Education 

DART Domestic Abuse Response Team 

DCA Department of Community Affairs 

DEP Department of Environmental Protection 

DOT Department of Transportation 

DNA Dinoclaustic Neuclic Acid 

DoIt Department of Information Technology 

DOJ Department of Justice 

DRI Development of Regional Impact 

DRT Design Review Team 

DUI Driving Under the Influence 

DV Digital Video 

EAA Experimental Aircraft Association 

ECS Emergency Communications Specialists 

EMS Energy Management System 

EMT Emergency Medical Technicians 

ED WMIS Energy Delivery Work Order Management 

Information System 

EPA Environmental Protection Agency 

EVDO Evolution Data Optimized 

EZ Enterprise Zone 

FAA Federal Aviation Authority 

FAR Federal Aviation Regulation 

FDLE Federal Department of Law Enforcement 

FDOT Florida Department of Transportation 

FEMA Federal Emergency Management Agency 

FHFC Florida Housing Finance Corporation 

FHSAA Florida High School Athletic Association 

FLC Florida League of Cities 

FMPA Florida Municipal Power Agency 

FMPP Florida Municipal Power Pool 

FOAG Florida Office of the Attorney General 

FRCC Florida Reliability Coordinating Council 

FRDAP Florida Recreation Development Assistance Program 

FT Full-Time 

FTE Full-Time Equivalent 

FWC Florida Water Conservation 

FY Fiscal Year 

GAAP Generally Accepted Accounting Principles 

GASB Governmental Accounting Standards Board 

GFOA Government Finance Officers Association 

GIS/CAD Geographic Information System/Computer Aided 

Design 

GKS General Knowledge Study 

GM General Manager 

GPS Global Positioning System 

gWh Giga-watt Hour 

HHR Hurricane Housing Relief 

HOME HOME Investment Partnership Program 

HR Human Resources 

HVAC Heating, Ventilation & Air Condition 

HRMS Human Resources Management System 

IDS Intrusion Detection System 

ILS Instrument Landing System 

IRP Integrated Resource Plan 

IT Information Technology 

JSS Juvenile Services 

KIO Key Intended Outcome 

KSI Key Success Indicator 

kWh Kilowatt Hour 

LAC Lakeland Airside Center 

LDDA Lakeland Downtown Development Authority 


Abbreviations & Acronyms 

LDR 

LEAD 

LEDC 

LFD 

LGN 

LLC 

LLRA 

LPD 

LTC 

LTMA 

M/WBE 

MDT 

MGD 

MLK 

MSG 

MSTU 

MSW 

MWA 

NAMI 

NCAN 

NERC 

NET 

NLC 

NPDES 

O&M 

OCAT 

OH 

OMB 

OMS 

OSG 

OUC 

P&R 

PAL 

PCC 

PCCVB 

PCD 

PDA 

PIAT 

PIF 

PM 

PSC 

PW 

PSN 

PT 

PUD 

QTI 

R&R 

ROI 

SAIDI 

SANS 

Land Development Regulation 

Lakes Education Action Drive 

Lakeland Economic Development Council 

Lakeland Fire Department 

Lakeland Government Network 

Limited Liability Corporation 

Lakeland Linder Regional Airport 

Lakeland Police Department 

Long Term Capital 

Long Term Maintenance Agreement 

Minority/Women-Owned Business Enterprises 

Mobile Data Terminal 

Million Gallons per Day 

Martin Luther King 

Main Street Garage 

Municipal Service Taxing Unit 

Municipal Solid Waste 

Maintenance Water Administration 

National Alliance for the Mentally Ill of Polk County 

National College Access Network 

N. American Reliability Corporation 

Neighborhood Enforcement Team 

National League of Cities 

National Pollution Discharge Elimination System 

Operating & Maintenance 

Organizational Communications Advisory Team 

Overhead 

Office of Management & Budget 

Outage Management System 

Orange Street Garage 

Orlando Utility Commission 

Parks and Recreation 

Police Athletic League 

Polk Community College 

Polk County Convention & Visitors Bureau 

Pollution Control Device 

Personal Digital Assistants 

Process Improvement Advisory Team 

Public Improvement Fund 

Preventative Maintenance 

Public Service Commission 

Public Works 

Project Safe Neighborhood 

Part-Time 

Planned Unit Development 

Qualified Target Industry 

Repair and Replace 

Return on Investment 

System Average Interruption Duration Index 

Storage Area Network 

SCADA System Control Data Acquisition 

SEOC State Emergency Operation Center 

SHIP State Housing Initiative Program 

SIS Special Investigations 

SOAT Strategic Operating Activity Team 

SOP Strategic Operating Plan 

SOS Special Operations Section 

SPCC Simpson Park Community Center 

SRO School Resource Officer 

SWFWMD Southwest Florida Water Management 

District 

SWAT Special Weapons and Tactics 

SWOT Strengths-Weaknesses-Opportunities 

Threats 

TBD To Be Determined 

T&D Transmission & Delivery 

TAC Targeted Areas of Concentration 

TD Tourist Development 

TDT Tourist Development Tax 

TEA-LU Transportation Efficiency Act-A Legacy for 

Users 

TECO Tampa Electric Company 

TIP Truancy Interdiction Program 

TMDL Total Maximum Daily Load 

TO Table of Organization 

TPO Transportation Planning Organization 

U&CF Urban & Community Forestry 

UCM United Conference of Mayors 

UG Underground 

UMS Utility Management System 

USEPA United States Environmental Protection 

Agency 

USF University of South Florida 

UT Utility Tax 

VISTE Volunteers in Service to the Elderly 

VOCA Victims of Crime Act 

VTR Video Tape Recorder 

WA Water 

WC Workers Comp 

WTP Water Treatment Plant 

WW Wastewater 

WWTP Wastewater Treatment Plant 

YTD Year to Date 

Did you know…. 

Lakeland has over 8.5 million 

people within a 100-mile radius. 


THIS PAGE IS INTENTIONALLY BLANK


Budget Overview............................................................................... Section—B 

Budget Highlights.................................................................................B-2 

Budget Summary (Graphs/Charts)......................................................B-6 

Truth in Millage (TRIM) Notification ..................................................B-12 

Ad Valorem Taxes ..............................................................................B-13 

Staffing Changes ................................................................................B-14 

Employee/Population Growth............................................................B-15 

Overview and Financial Policies .......................................................B-16 

Budget Process Overview .................................................................B-20 

B-1 Fiscal Year 2008 Annual Budget

Budget Highlights 

Introduction 

The Fiscal Year 2008 Annual 

Budget, which was adopted on 

September 17, 2007, is a numerical 

reflection of the Fiscal Year 2008 

Business Plan. By allocating our 

resources through a balanced 

combination of strategic alignment 

with the Commissioner’s thirteen 

Outcomes and departmental 

performance Key Success 

Indicators, we believe this budget 

will successfully meet the challenges 

we have before us and set the stage 

for our continued success in the 

future. 

Budget in Brief 

The adopted net operating budget 

for Fiscal Year 2008 for all funds 

totals $596,447,887. This 

represents an increase of 

$9,101,072 or 1.5% over the Fiscal 

Year 2007 budget. The Fiscal Year 

2008 budget is balanced, prudent, 

and responsive to community needs 

as identified in the 2008 Strategic 

Plan. 


Some factors that contributed to the 

changes in the budget are: 

• Adoption of the rolled-back 

property tax millage rate of 

3.2942 - this represents a 7% 

reduction from the prior year 

millage rate of 3.545 mills and 

reduces property tax revenues 

by approximately $1.4 million for 

FY 2008. 

• Increased subsidy of general 

governmental operating costs 

from Lakeland Regional Medical 

Center (LRMC) lease revenue 

from $1.9 to $3 million from FY 

2007 to 2008. 

• Freezing spending for non-payroll 

operating and maintenance costs 

at 2007 levels. 

• Soft freeze on hiring 

replacements for positions that 

become vacant during 2008. 

• Elimination of the $1.6 million 

subsidy of Lakes and Stormwater 

expenses from gas tax revenues 

and general fund revenues. This 

change in strategy required an 

increase in the stormwater fee 

from $2.00 to $4.50 per ERU in 

order to make that fund selfsufficient. 

This change provided 

funding for an increased level of 

effort for street resurfacing, 

sidewalk programs and funding 

for a portion of the debt service 

costs associated with 

construction of the East-West 

roadway extension. 



• A 2.5% across-the-board increase in 

salaries for those employees not in a 

collective bargaining unit. 

• Additional borrowing of approximately 

$45 million to finance capital 

improvements within Lakeland 

Electric. 

• Expiration of a wholesale sales 

power sales contract between Lakeland 

Electric and FMPA in December 

2007, eliminating losses thereafter in 

conjunction with the arrangement. 


In the winter of 1888, 

H.S. Galloway demonstrated the 

profitable character of the 

strawberry crop and its adaptation 

to this area by netting over $600 

from a single acre of strawberries. 

• Progress on a variety of capital projects within the Wastewater System, 

which were financed from the proceeds of a low interest loan from the 

Florida Department of Environmental Protection: 

− Projects Completed: 

* Class A Sludge Stabilization - $10.1 million 

* Northside Plant Chlorine Contact Chamber - $2.2 million 

* Initial phase of West Lakeland Forcemain Expansion - $2.3 million 

− Projects Commencing in FY 2008: 

* West Lakeland Pretreatment Facility - $16 million 

* Second phase of West Lakeland collection system expansion - $9.6 

million 

Funding for the additional annual debt service for these projects required a 

7.5% increase in flow and high strength surcharge rates effective October 1, 

2007. 

Capital Improvements 

The Capital Improvement Program (CIP) elements for Fiscal Year 2008 is programmed 

at $99,289,931. This amount consists of $38,834,425 in General 

Governmental capital and $60,905,506 in Proprietary Fund capital. 

The Lakeland Electric Fund budget also includes another $25 million to be financed 

from a portion of the proceeds of a new revenue bond issue to be sold 

in the Spring of 2008. 



Major Policy Considerations 

Outcomes 

The Outcomes support our Business Plan and Operational 

Budget by tightly linking programs to Key Success Indicators 

and their performance measures. The present Strategic Plan 

is on an annual cycle. 

The Commission’s Annual Retreat in January 2007 produced 

three changes to the City’s Outcomes and Strategic Priorities. 

First, in the Economic Opportunity Goal a strategy was 

added to the Enriched Community Workforce Outcome, 

“Promote Improving Level of Education” to better reflect the 

City’s overall Economic Opportunity Goal. Second, the name 

of the outcome “Support Community Arts, Wellness & Recreation” 

was changed to “Support the Arts and Wellness” and 

recreation was then added to the strategy “Promote public/ 

private partnerships to develop public recreation paces”. 

This change allowed for a better focused set of Actions. 

These changes, along with the new Key Success Indicators 

(KSI’s) that resulted, helped to provide vision and direction for 

the City in the form of this year’s Business Plan. With the 13 

Outcomes set, and appropriate strategies identified, the 

operations of the City are reviewed and redeployed to bring 

the strategic vision to life. While the strategic priorities have 

evolved over the last couple years, true to the spirit of 

continuous improvement, they still link our day-to-day 

activities with the mission that we aspire to achieve. 

Financial Forecasting 

One of the most effective tools we use to manage future 

financial risk and protect ourselves from the unintended 

consequences of short-term decisions is our Forecasting 

Model. Revenues are projected at conservative levels and 

compared to estimated cost increases in payroll, operating 

expenditures, and capital outlay. The purpose of this 

financial exercise is to adequately prepare for future 

challenges, so it is always conservative in outlook. Using this 

tool helps keep us focused on long-term solutions, rather 

than short-term “fixes”, which could lead to negative financial 

impacts in future years. It is important to note that the City’s 

budget has always been balanced. 

2008 Outcomes 






Optimal Management of Existing 

Financial Resources 










Budget Summary 


Revenue Sources 

Charges for Services $ 483,475,291 

Miscellaneous 38,799,187 

Public Service, Communications and Gasoline Taxes 22,682,442 

Intergovernmental 23,917,593 

Property Taxes 17,378,088 

Licenses and Permits 4,177,458 

Fines and Forfeits 976,500 

Prior Years Surplus 5,041,328 

Total Revenues $ 596,447,887 

Miscellaneous 

7% 

Public Service, 

Communications and 

Gasoline Taxes 

4% 

Intergovernmental 

4% 

Property Taxes 

3% 

Licenses and 

Permits 

1% 

Fines and Forfeits 

1% 

Prior Years Surplus 

1% 

Charges for Services 

76% 




Expenditures by Area 

Environmental and Utility Services $ 459,972,203 

Community Safety 54,622,124 

Parks, Recreation and Properties 26,409,609 

Transportation Services 23,280,154 

Cultural and Community Services 14,749,719 

Economic and Community Development 16,502,382 

Legislative Activities 911,696 

Total Expenditures $ 596,447,887 

Community Safety 

9% 

Parks, Recreation 

and Properties 

4% 


Services 

4% 

Cultural and 

Community 

Services 

2% 

Economic and 

Community 

Development 

3% 

Legislative Activities 

1% 

Environmental and 

Utility Services 

76% 




Expenses by Account 

Fuel and Purchased Power $ 226,738,440 

Personnel 114,819,203 

Capital Outlay 80,461,202 

Debt Service 61,091,370 

All Other Operations and Maintenance 45,117,647 

Internal Service Charges 33,288,067 

Professional and Contractual 14,903,377 

Utilities 13,639,409 

Insurance and Fixed Charges 6,389,172 

$ 596,447,887 

Internal Service 

Charges 

6% 

Professional and 

Contractual 

2% 

Utilities 

2% 

Insurance and Fixed 

Charges 

1% 

All Other Operations 

and Maintenance 

8% 

Fuel and Purchased 

Power 

41% 

Debt Service 

10% 

Capital Outlay 

13% 

Personnel 

19% 


Budget Summary by Fund 


General 

Fund 

Special 

Revenue 

Funds 

Debt Service 

Fund 

Capital 

Project 

Funds 

Enterprise 

Funds Total 

Revenue 

Property Taxes 18,686,678 18,686,678 

Public Service, Communications and 

Gasoline Taxes 15,587,852 10,236,000 25,823,852 

Licenses and Permits 4,177,458 4,177,458 

Intergovernmental 10,372,061 1,891,622 6,401,070 1,769,840 20,434,593 

Charges for Services 3,044,162 3,867,407 476,441,469 483,353,038 

Fines and Forfiets 791,500 68,000 859,500 

Miscellaneous 1,907,106 153,000 15,884,623 20,126,713 38,071,442 

Total Revenue 54,566,817 2,044,622 36,389,100 498,406,022 591,406,561 

Expenditures 

Economic and Community Development 

8,925,255 1,992,549 5,389,578 195,000 16,502,382 

Community Safety 51,796,366 - 280,001 2,545,757 54,622,124 

Transportation Services 7,153,062 220,000 79,897 9,330,000 6,497,194 23,280,154 

Legislative Activities 876,696 35,000 911,696 

Environmental and Utility Services - 5,920,299 454,051,904 459,972,203 

Cultural and Community Services 5,516,167 132,073 387,161 8,899,203 14,934,604 

Parks, Recreation and Properties 14,695,055 - 8,449,365 3,080,304 26,224,724 

Total Expenditures 88,962,601 2,344,622 359,898 32,057,160 472,723,606 596,447,887 

Transfers In 34,884,637 359,898 420,000 3,761,302 39,425,837 

Transfers Out (2,180,969) (5,992,265) (31,252,603) (39,425,837) 

32,703,668 359,898 (5,572,265) (27,491,301) 

Addition to/(Reduction of) Fund Balance (1,692,116) (300,000) - (1,240,325) (1,808,885) (5,041,326) 


Summary of All Funds 


PROPOSED 

BUDGET 

LESS 

INTRACITY 

TRANSACTIONS 

NET 

BUDGET 

Revenues 

General $ 91,143,570 $ 34,884,637 $ 56,258,933 

Transportation 10,421,261 10,421,261 

Stormwater Utility 5,920,299 5,920,299 

Public Improvement 16,296,543 350,000 15,946,543 

Community Redevelopment Areas 5,411,322 70,000 5,341,322 

Community Development 2,344,622 2,344,622 

Debt Service 359,898 359,898 

Fleet Management 11,881,151 11,881,151 

Purchasing and Stores 2,972,491 2,972,491 

Facilities Maintenance 4,098,269 4,098,269 

Information Technology 12,645,043 12,645,043 

Wastewater System 40,195,969 3,703,474 36,492,495 

Water Utilities 31,287,926 3,300,000 27,987,926 

Parking System 1,273,061 555,333 717,728 

The Lakeland Center 8,929,254 3,186,020 5,743,234 

Cleveland Heights Golf Course 3,080,304 50,000 3,030,304 

Lakeland Linder Regional Airport 5,294,772 5,294,772 

Solid Waste Management 13,819,708 13,819,708 

Lakeland Electric Utilities 439,744,740 32,616,000 407,128,740 

TOTAL $ 707,120,203 $ 110,672,316 $ 596,447,887 

All Other 

Enterprise Funds 

5% 

General Fund 

9% 

All Other 

Governmental 

Funds 

7% 

Water / 

Wastew ater 

Utilities 

11% 


68% 


Summary of All Funds 


PROPOSED 

BUDGET 

LESS 

INTRACITY 

TRANSACTIONS 

NET 

BUDGET 

Expenditures 

General $ 91,143,570 $ 2,180,969 $ 88,962,601 

Transportation 10,421,261 1,141,261 9,280,000 

Stormwater Utility 5,920,299 5,920,299 

Public Improvement 16,296,543 4,414,260 11,882,283 

Community Redevelopment Areas 5,411,322 436,744 4,974,578 

Community Development 2,344,622 2,344,622 

Debt Service 359,898 359,898 

Fleet Management 11,881,151 11,881,151 

Purchasing and Stores 2,972,491 2,972,491 

Facilities Maintenance 4,098,269 4,098,269 

Information Technology 12,645,043 12,645,043 

Wastewater System 40,195,969 5,668,576 34,527,393 

Water Utilities 31,287,926 7,202,143 24,085,783 

Parking System 1,273,061 1,273,061 

The Lakeland Center 8,929,254 30,051 8,899,203 

Cleveland Heights Golf Course 3,080,304 3,080,304 

Lakeland Linder Regional Airport 5,294,772 70,638 5,224,134 

Solid Waste Management 13,819,708 1,314,720 12,504,988 

Lakeland Electric Utilities 439,744,740 56,616,000 383,128,740 

TOTAL $ 707,120,203 $ 110,672,316 $ 596,447,887 

All Other Enterprise 

Funds 

5% 

General Fund 

15% 

All Other 

Governmental Funds 

6% 

Water / Wastew ater 

Utilities 

10% 


64% 


Truth in Millage (TRIM) Notification 


BUDGET SUMMARY 

CITY OF LAKELAND - FISCAL YEAR 2008 

*THE PROPOSED OPERATING BUDGET EXPENDITURES OF THE CITY OF LAKELAND 

ARE 1.55% MORE THAN LAST YEAR'S TOTAL OPERATING EXPENDITURES. 

Millage Per $1,000 

General Fund 3.2942 

GENERAL SPECIAL DEBT ENTERPRISE TOTAL 

ESTIMATED REVENUES FUND REVENUE SERVICE FUND BUDGET 

Taxes Millage per $1,000 

Ad Valorem Taxes 3.2942 16,755,565 - - - 16,755,565 

Sales and Use Taxes 17,518,965 5,786,000 - - 23,304,965 

Licenses and Permits 4,177,458 - - - 4,177,458 

Intergovernmental Revenues 10,372,061 12,742,692 - 1,769,840 24,884,593 

Charges for Services 3,044,162 3,867,407 - 476,441,469 483,353,038 

Fines & Forfeits 791,500 - - 68,000 859,500 

Miscellaneous Revenue 1,907,106 16,037,623 - 20,126,713 38,071,442 

TOTAL SOURCES 54,566,817 38,433,722 - 498,406,022 591,406,561 

Transfers In 34,884,637 420,000 359,898 43,410,827 79,075,362 

Fund Balances/Reserves 1,692,116 1,711,169 2,653,471 6,056,756 

TOTAL REVENUES, TRANSFERS AND 

BALANCES 91,143,570 40,564,891 359,898 544,470,319 676,538,679 

EXPENDITURES 

General Government Services 18,936,141 1,364,492 - - 20,300,633 

Public Safety 46,327,961 2,249,050 289,260 - 48,866,271 

Physical Environment 781,932 5,920,299 - 454,246,903 460,949,134 

Transportation 6,455,247 9,280,000 70,638 6,497,195 22,303,080 

Economic Environment - 6,801,251 - - 6,801,251 

Human Services - 375,164 - - 375,164 

Culture/Recreation 16,461,321 8,411,526 - 11,979,507 36,852,354 

TOTAL EXPENDITURES 88,962,601 34,401,782 359,898 472,723,605 596,447,887 

Transfers Out 2,180,969 5,992,265 - 70,902,128 79,075,362 

Fund Balances/Reserves - 170,844 - 844,586 1,015,430 

TOTAL APPROPRIATED EXPENDITURES 

TRANSFERS, RESERVES AND BALANCES 91,143,570 40,564,891 359,898 544,470,319 676,538,679 

THE TENTATIVE, ADOPTED, AND/OR FINAL BUDGETS ARE ON FILE IN THE OFFICE OF 

THE ABOVE MENTIONED TAXING AUTHORITY AS A PUBLIC RECORD. 


Ad Valorem Taxes 


The Operating Millage Rate for 

Fiscal Year 2008 will be rolled 

back to the rate of $3.2942 

City Hall, 1927 

Mills 

5.000 

CITY OF LAKELAND 

Property Tax Millage 

4.500 

4.000 

3.500 

3.000 

2.500 

2.000 

1.500 

1.000 

0.500 

0.000 

97 98 99 00 01 02 03 04 05 06 07 08 

Year 


Staffing Changes 

FY 07 FY 08 07 - 08 

Actual Budget Change 

City Manager 5 10 5 * 

Communications 7 6 (1) 

Human Resources 23 27 4 

Planning 25 24 (1) * 

Building Inspection 23 24 1 * 

Central Accounting 25 23 (2) * 

Utilities Billing 12 11 (1) 

Police Department 360 361 1 

Public Works-C & M 62 64 2 

Total General Fund 993 1,000 8 

Community Development 10 11 1 

Facilities Maintenance 53 55 2 

Wastewater 81 83 2 

Water 118 120 2 

Parking Services 6 7 1 

Cleveland Heights 23 22 (1) 

Airport 20 21 1 

Solid Waste 80 85 5 

Electric 664 628 (36) ** 

1,226 1,203 (23) 

Total City 2,219 2,203 (15) 

Total eliminated positions (36) 

Total additional positions 21 

Total City changes (15) 

*Positions were transferred between departments 

**3 positions were transferred and 33 vacant positions were eliminated 

100 

80 

60 

40 

20 

- 

(20) 

Change in Headcount by 

Year 

'97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 

4 33 6 84 71 35 22 6 35 8 52 (15) 

Note: 

Chart shows a material increase in Fiscal Years 2000 and 2001 primarily due to the City acquiring the 

Cleveland Heights Golf Club and the addition of Firefighters, Policemen and Utility workers. 


Employee/Population Growth 

Full-Time Employees Per 1,000 Population 

26 

25 

24 

23 

22 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 * 

Year 

*2008 based on estimated population of 93,385. 


Overview and Financial Policies 

Overview: 

This section contains a summary of the Fiscal Year 2008 Annual Operating Budget and Capital 

Improvement Program, along with a discussion of the process that goes into developing the budget. 

The first section details the Financial Policies of the City upon which all budgeting decisions are made. 

The policies provide guidance to the City Commission and staff in making financial decisions on a daily 

basis. Good policies help ensure that the City’s financial health is maintained and the community 

remains financially stable. Sound stewardship of public funds requires the establishment of written 

standards of fiscal responsibility. The State of Florida prescribes certain standards that apply to 

municipal government; however, The City of Lakeland has financial policies that, in many cases, expand 

upon the standards required by the State of Florida. 

Following that is a discussion of the budget process and how we create the Business Plan and budget 

documents. 

The next section provides a current look at the City’s finances with tables and charts detailing the 

current Fund Balances carried in the City’s main operating funds. 

The Net Combined Budget is the summary of all funds for Fiscal Year 2008. We also include a copy of 

the “Truth in Millage” Notification that we publish in the newspaper prior to adopting the budget. This 

format varies slightly from the net budget, because State law requires showing some interfund transfers, 

which, in effect, double count some revenues and expenditures. 

Information on our Ad Valorem Taxes, a summary of Net Staffing Changes, and a diagram of our Fund 

Structure all precede the Fund Budget Overview, which summarizes the budget by individual fund. 

The last section is the Capital Improvement Program Overview. This section provides the impact on 

operating budget, major capital projects and capital project funding by department and funding source. 

Operating Budget Policies: 

• The budget shall be balanced by fund. Balance by fund is defined as revenues plus Fund 

Balance being equal to or greater than expenditures. Fund Balance is normally reserved for 

capital projects/outlay or one-time expenditures and is not to be used for operational 

expenditures. 

• The budget will provide for adequate maintenance of capital plant and equipment and for their 

orderly replacement. 

• The City will maintain a budgetary control system to insure it adheres to the budget. 

• Appropriations requests will be made by departments (i.e. City Manager, Police,...) in the 

General Fund and on a fund level in all other funds. These requests are approved by the City 

Commission. 

• Unreserved fund balance should be between 5% - 15% of the operating revenues of the 

General Fund to balance unforeseen items and events that occur during the course of a fiscal 

year. This fund balance will act as a cushion or “budget stabilization fund” for the expenditures 

financed within that fund. 

• The City will protect itself against catastrophic losses through a combination of good risk 

management, traditional insurance and where prudent actuarially fund self-insurance programs. 

• Recovery of the specific costs of municipal services will be allocated to the appropriate users 

wherever possible and practical and shall be accounted for within enterprise funds maintained 

by the City on a full accrual basis.. 

• Internal Service Funds shall be self-supporting, and shall recover the cost of the services they 

provide based on a rational allocation of cost to the benefiting City departments. 



Operating Budget Policies (Cont’d): 

• The City will strive to have all Enterprise Funds be self-supporting to the extent practical, 

including debt service and capital improvements. Any subsidies required for these operations 

shall be documented by written guidelines defining the scope, funding source and limitations on 

those subsidies. 

• Although not required by State Law, internal service and enterprise funds will be governed by 

legally adopted annual budgets for cost control and administrative purposes. 

• In no cases will any fund operate in a manner that results in an annual deficit in operating fund 

balance (defined as current assets excluding inventories less current liabilities including the 

long- term portion of accrued payroll liabilities). 

• Operating budgets are prepared on a modified accrual basis, insuring that budgeted 

expenditures within an annual planning period can be financed from available, spendable 

resources. 

Revenue Policies: 

• As much as possible subject to State Law and voter approval, the City will seek to maintain a 

diversified and stable mix of revenue sources. 

• The City will pursue collection of revenues levied against the users of public services. 

• User fees and charges will be established with consideration of the recovery of the full cost of 

providing the related service, to the extent practical. 

• In preparing the budget, the City Manager will estimate revenues using a conservative, objective 

and analytical process. 

• Non-recurring revenues and one-time revenues will not be relied upon to finance the cost of 

recurring expenditures. Non-recurring revenues and one-time revenues should be used for nonrecurring 

expenditures. 

• All grant applications will be prepared with full consideration matching costs and on-going 

recurring costs to be financed from local revenue sources. All grant applications shall be 

authorized by the City Commission. 

Capital Improvement Policies: 

• The City develops a ten-year capital improvement plan. 

• Capital project budgets will be adopted on a project basis at the inception of the project. 

• The City will coordinate development of the capital improvement/replacement budget with the 

development of the annual operating budget. Each capital project is reviewed for its ongoing 

future impact on the operating budget. 

• The City will use the following criteria to evaluate the relative merit of each capital project being 

considered for funding within its capital plan: 

− Projects specifically included in an approved capital asset replacement schedule will 

receive priority consideration; and 

− Capital Projects that will reduce recurring operating costs will receive priority 

consideration. 



Accounting, Auditing and Financial Reporting Policies: 

• An independent audit will be performed annually. 

• The City will produce an audited Comprehensive Annual Financial Report (CAFR) following 

Generally Accepted Accounting Principles (GAAP) as defined by the Governmental Accounting 

Standards Board (GASB) and the Financial Accounting Standards Board (FASB). 

• All Automated Clearing House (ACH) and wire transfers shall follow guidelines as drafted in the 

adopted policy including: 

− Compliance with established internal controls governing authorization and transaction 

processing 

− Prompt recording and reporting of all ACH and wire transactions; and 

− Compliance with all other purchasing requirements. 

• The City will maintain a system of strong internal controls governing all financial transactions, 

and shall promptly implement any changes to those controls recommended to the City in 

conjunction with the review of internal controls conducted with the annual independent audit of 

the City. 

Investment Policies: 

• As required by State Law, the City Commission shall establish an investment policy. 

• The City’s investment objectives, as established in this policy, focus on Safety, Liquidity and 

Yield. 

• Investments shall be commingled into a single, City-wide investment portfolio in order to provide 

for economies of scale with respect to liquidity requirements and maintaining the ability to 

purchase larger blocks of investments. The exception to this will be funds that are invested 

within the various pensions and selected other trust funds, which are governed by investment 

policies for longer term instruments. 

• The portion of the investment portfolio that consists of fixed rate investments shall be structured 

so that investments mature in approximately equal amounts each quarter. 

• Disbursement, collection and deposit of all funds will be managed to insure that cash is invested 

promptly until needed. 

• All depositories shall meet the collateral requirements specified within state statute. 

Debt Policies: 

• Debt may be issued only for the purposes of financing the cost of capital improvements. The 

proceeds of debt issuance can not be used for operations. 

• The projected useful life of capital assets financed from debt issuance must equal or exceed the 

terms of the financing. 

• The revenue stream used to finance the debt must be sufficient to cover all debt costs over the 

term of the financing and shall, to the extent practical, represent revenues to be generated by 

the same capital assets financed from the debt issuance 

• The City shall not pledge ad valorem revenues to the repayment of debt without the express, 

voted approval of the citizens of Lakeland. 

• The City shall adopt a written policy governing the use of derivative financial instruments within 

its debt portfolio. 

• The City follows all State and Federal regulations and requirements regarding debt issuance, 



Purchasing Policies: 

• Purchases will follow all required Federal, State and Municipal requirements. 

• Purchases will be made in an impartial, economical, competitive and efficient manner. 

− Purchases under $500: Each department is responsible for obtaining the best price 

possible. 

− Purchases $501 - $1,500: Each department is responsible for obtaining the best price 

possible using a departmental purchase order to solicit vendors for competitive pricing. 

− Purchases over $1,500: Each department is responsible for obtaining the best price 

possible, requires a purchase order including solicitation of multiple quotations of price, 

prior to City Manager authorization and prior City Commission authorization. 

− Purchases over $10,000: Require formal sealed bids. All invitations for bids must be 

advertised in a newspaper in general circulation at least 5 days prior to the bid opening. 

Written contracts are required. All bid openings will be public. All bids must be awarded 

by the City Commission. Performance bids and/or bid bonds and insurance may be 

required on some projects and purchases. 

• The City shall maintain a written policy regarding the use of procurement cards (credit cards) to 

enter into purchase transactions. All other purchasing requirements also apply to credit card 

purchases. 

Performance Measurement Policies: 

• Annually the City shall review and update the Strategic Plan identifying the Strategic Priorities 

and Key Success Indicators (KSI’s) that measure appropriate results for each priority. 

• Annually each department shall develop departmental performance measures that support 

achieving successful results in the KSI’s with the City Manager’s Office. Goals should be 

related to core services of the department and should reflect customer needs. The measures 

should be a mix of different types, including effectiveness, efficiency, demand and workload. 

Measures should be similar to other cities for benchmarking purposed but also have sufficiently 

aggressive goals to ensure continuous improvement. 

• Department Directors shall establish performance measures for each division or program within 

their department to monitor and project program performance. Annual summaries of progress 

on KSI’s and departmental performance measures will be published and distributed. 


Lakeland was ranked #7 nationally by Bizjournals for 

“10 Hottest Labor Markets in America”, October 2006. 


Budget Process Overview 

How the Budget Was Created 

Annually the City Commission begins a process of strategic planning designed to identify the issues that 

must be addressed to achieve our Mission and that will persist throughout the Strategic Plan. Reviewed and 

updated annually, the strategic plan creates a shared vision for the future of the community. These longrange 

Outcomes developed by the City Commission and reaffirmed during the years Strategic Plan, 

emphasize the values of our customers: 














For each Outcome, Strategies and Actions were developed for implementing policy and operating 

measures. Through this process, Key Success Indicators (KSI’s) and the Business Plan were also 

developed. 

Business Plan 

With the Outcomes and KSI’s set, the operations of the City are reviewed and redirected to bring the 

strategic vision to life. Specific actions, programs, capital purchases, staffing requirements and funding 

levels are developed in response to the needs identified in the strategic plan. The plan is an outgrowth of 

the Outcomes, capturing the City’s Vision in a quantifiable form, improving decision making and resource 

allocation. 

A benefit of using a Business Plan is the direct link between costs, activities and key drivers. We will begin 

to use this model to monitor our performance by developing process maps that link budget items to activities 

and identify value-added and non-value-added activities. 

In developing the Fiscal Year 2008 operating budget, departments analyze existing services and potential 

services keeping in mind the Strategic Plan Outcomes, departmental Actions and KSI’s. The Business Plan 

identifies added and removed services, which are then quantified in the line item budget. They reflect not 

only the Outcomes as set by the City Commission, but also incorporate feedback from customer surveys 

and policy initiatives that contribute to the long-term financial health of the City. 

Departments set goals to meet the needs identified by the Outcomes. To meet these goals, programs within 

the departments have specific Actions that are measured. Future enhancements to further this process will 

ensure each employee knows what the end result should be and how it contributes to the City’s Strategic 

Plan. In this way the budget becomes a tool for monitoring, rather than controlling operating performance. 



Budget Methodology 

The budget for the City of Lakeland is a performance based budgeting system. This type of budgeting 

system identifies a particular level of service performance for each type of service (program) and the 

resources needed to operate it, as well as describes the structure of the departments and the programs 

into which they are divided. The programs budget is separated into activities which are then broken 

down into the following components: 

COMPONENT 

Mission 

Core Services 

Organization Charts 

DESCRIPTION 

The statement must identify the particular purpose for the activity and 

how it relates to the City’s overall mission. 

A listing of the fundamental services that the activity is designed to 

provide. 

Outline of structure within the department. 

Operational and/or Public 

Service Levels 

Performance Measures 

Those key measurements defined by the services provided. 

The performance measures focus on particular accomplishments that 

will be attained within the current year. All are measurable by the 

performance indicator’s supplied. Each performance measure 

includes explicit links showing how objectives and their indicators are 

directly related to the KSI’s and Outcomes they support. 

New Initiatives 

New services or removal of existing services as they relate to the 

Strategic Plan. 

Program/Expenditure Summary The budget for the department, summarized by Program and by major 

category of expenditure: 

• Personal Services—Salaries, Overtime and other pay including 

Vacation, Holiday and Fringe Benefits. 

• Non-Personnel—Internal Service Charges, Professional & 

Contractual, Utilities, Insurance and Fixed Charges, All Other 

Operations & Maintenance, Capital and Debt Service. 

• Transfers to/from other programs. 

• Revenue Sources—Taxes, Licenses & Permits, 

Intergovernmental, Charges for Services, Interest Income and All 

Other. 



Approach to Budget Review Process 

Start Up 

We begin by reviewing all current services in light of the Strategic Plan. Are current services sufficient or 

necessary? What new initiatives should be undertaken to meet constituent requirements? A budget 

calendar is then developed driven in large part by the Truth in Millage (TRIM) dates (see TRIM notice on 

page B-12). We then develop a list of recommended changes arising out of this analysis, forming the 

basis for the Business Plan. 

2008 Budget Calendar 

01/25 & 01/26 City Commission Retreat 

03/06 Budget Kick-Off for Department Heads (DH) 

03/13 Submit 3-Year T/O worksheets and train DH. Submit Line Item Budget 

worksheets to Internal Service Fund DH 

04/02 Submit Program Allocation data worksheets to DH 

04/16 Return completed Line Item Budget worksheets to Finance. 

Submit 3-Year T/O worksheets and Program Allocations to City Manager 

04/30 Submit Program Narratives, Line Item Budget & CIP worksheets to DH. 

Citizens Advisory Committee comments on agency funding to City 

Commission 

05/14 Return completed Program Narratives, Line Item Budget & CIP 

Worksheets to Finance 

05/21 - 06/22 Review departmental budgets and hold meetings with DH 

07/02 Receive Certification of Value from Property Appraiser 

07/16 - 07/30 Hold budget sessions with City Commission 

07/16 Adopt Property Tax Millage Rate, set dates for Public Hearings 

07/19 Deliver proposed millage rate to Property Appraiser 

08/17 Publish notice of public hearing on Commission salary 

08/20 Submit Budget Document to City Commission 

09/04 Hold first public hearing on tentative budget, proposed millage rate, adopt 

proposed millage rate 

09/13 Publish notice of Public Hearing on final budget 

09/17 Second Public Hearing to adopt final budget and millage rate 

09/28 File Certification of Compliance with Florida Law 

Beginning with each Activity’s Mission Statement, which is a driving force behind the Activity’s budget 

and should set the direction of the department, we develop a projected budget based on the previous 

year’s budget with any new initiatives appended and any discontinued services removed. 

From there, goals and Key Success Indicators are developed that relate to each other and to the 

Activity’s mission and the City’s Strategic Plan. Goals and objectives should be realistic and quantifiable 

and improvements should support the efficiency and effectiveness of the Activity. 



Current goals and objectives may be used to establish a starting point for the future. 

In March, the Finance Department distributes to departments a target budget for the coming year, which 

is based on projections of current year expenditures, as well as the two prior years actual expenditures. 

Operating costs are included in this target budget. At the same time, Capital Improvement Program and 

physical inventory worksheets are distributed for department input. 

Verification of all numbers and assumptions made in these categories is carried out by departmental 

staff. Personnel changes such as retirements, projected salary increases or changes in hours worked 

are then submitted. 

Operating Expenses 

The target budget will also contain operating expenses based on projections of the current year’s 

expenditures. 

The actual users of the supplies and services review their practices and habits involving daily 

expenditures for possible efficiencies. Departments review the line item account codes for accuracy of 

description and determine if they reflect the actual types of expenditures. 

Lastly, they provide justification for any changes from the target budget with the use of information from 

current year expenditures or information obtained from other sources, such as trends in next year’s 

contracts or service costs provided by the Purchasing Division. 

Capital Expenses 

Departments also evaluate all existing equipment, facilities, and other capital items, to determine if 

useful life has been exceeded, or will be exceeded, in the coming budget year. 

They then identify all recommended capital expenditures from this evaluation of equipment. Vehicle life 

expectancy information is provided by the Public Works Department-Fleet Services Division. 

Each department maintains a ten-year Capital Improvement Program plan for its equipment needs and 

submits for review. 

Business Plan 

Taking into account the market environment, customer expectations and emerging issues, the changes 

to service structure (discontinued services, new initiatives, etc.) are outlined and cross-referenced to the 

Strategic Plan. 

City-wide financial strategies are identified to address the long-term needs of the City in 

relation to emerging issues that have been identified through the strategic planning 

process. 

Anticipated results are identified and linked to Key Success Indicators for inclusion in 

the City’s performance measurement system. 



Budget Format 

A Municipal budget document should provide sufficient, meaningful and useful information to elected 

officials, City Staff and to the public. To that end, we have developed a budget document that serves 

four primary functions: 

Policy Document 

Financial Plan 

Operations Guide 

Communication Device 

Together, these budget elements define what the City of Lakeland has done, what it plans to do and 

how it will accomplish its objectives. 

The budget is a program/performance based plan that links prescribed organizational goals and 

objectives with the financial resources necessary to achieve them. Each of the budget’s programs 

represent a “product” of the City. Contained within each program are objectives and achievements. The 

program/performance budget is integrated with line item financial information to ensure optimal budget 

control. 

This program/performance budget enables the City Commission and the public to analyze the budget by 

priorities based on program goals and performance objectives rather than line item costs. In addition, 

this format provides information so that the City Commission and the public will have a better 

understanding of the allocation of resources among programs and the measurable work that each 

department will accomplish. 

The Fiscal Year 2008 budget includes an Introduction section followed by Budget Overview, 

Long-Range Planning, Performance Budget, Line Item Budget, Capital Improvement Planning (CIP) and 

Supplementary Information Sections. 

Approving The Process 

During the months of June - August, recommended operating and capital 

improvement program budget documents are prepared and presented to the City 

Manager and to the City Commission for review. 

The City Commission either approves or makes changes in the recommended 

budget(s) and returns to staff for further study. 

Public hearings and final adoption of the budget occurs in mid-September. 


Lakeland was ranked #8 

nationally by Inc.com for 

“Boomtowns 2006: Top 20 

Cities for Doing Business”. 



Monitoring The Budget 

The Finance Chief Accountants are authorized to transfer budget amounts within individual 

departments. 

Actual expenditures and operating transfers out may not exceed the adopted budget at the individual 

fund level. 

Appropriations which are neither expended, encumbered, nor specifically designated to be carried over 

lapse at the end of the fiscal year. 

Amending The Budget 

If, during the course of the fiscal year, it becomes evident that a particular fund is unable to provide the 

required level of services to the community due to unexpected higher costs of providing the service, the 

budget may be amended. 

The Director of Finance submits to the City Commission a request to amend the budget. The request 

contains explanations written by the Director(s) of the department(s) needing additional funds. 

The request also includes a proposal for financing the additional expenditures, usually either by 

appropriating from the fund balance or by submitting evidence of expected surplus current year 

revenues. 

City Commission approval is required for budget amendments which alter the budget of any fund. 




Long-Range Planning ....................................................................... Section—C 

Introduction & Mission Statement ......................................................C-2 

Core Values...........................................................................................C-3 

Outcomes..............................................................................................C-4 

Environmental Scan .............................................................................C-6 

Financial Health & Strategy .................................................................C-9 

Revenue Sources ...............................................................................C-16 

Debt Overview.....................................................................................C-21 

C-1 Fiscal Year 2008 Annual Budget

Introduction 

This section outlines the elements of our long-range 

financial planning process. 

First, we recap the Strategic Plan for Fiscal Year 

2008. Our Mission Statement, Core Values and 

Outcomes are summarized over the next few pages. 

Following is the Fiscal Year 2008 Business Plan 

Environmental Scan, which is an overview of the 

economic and developmental forces at work in the 

community describing changes in the demographic, 

technological, legislative and service demand areas. 

We also look outside our organization at other cities 

and private sector competitors to see what levels of 

service and operational strategies are being used 

throughout the world. We believe in using “best 

practices” to model our systems. 

Future enhancements to this document will provide 

reviews of the results from our Financial Trend 

Monitoring System, a tool that we use to monitor our 

relative performance in some key financial measures. 

All of the tools listed above are used in the 

development of the Forecast. This is where we 

attempt to anticipate the impact of our changing 

environment, as well as plan for future operational 

and capital expenditures. A brief overview of our 

significant Revenue Sources follows on page C-16. 

Based on our forecasts, we have created a financial 

strategy for the short-term that positions us to best 

plan for the long-term trends and conditions. 

Lastly, a Debt Management Overview is provided 

with brief explanations of debt purposes and debt 

trends. 

Mission Statement 

A community working together to 

provide an exceptional quality of life. 


Core Values 

Leadership 

We will lead by example, learn from the past, provide 

direction for the present and plan for the future. 

Commitment to Excellence 

We will achieve measurable success and continuous 

improvement through investment of resources, 

accountability and high expectations for quality. 

Diversity 

We will utilize our differences to encourage participation, 

opportunity, equality, respect and responsiveness to our 

community. 

Integrity 

We will conduct ourselves in an honest and ethical manner 

to earn the trust of employees and citizens. 

Empowered Workforce 

We will cultivate a work environment which offers employees the 

authority to act through supportive leadership, mutual respect, 

trust, personal responsibility and open communication. 

Social Responsibility 

We will enhance the quality of life for all citizens 

through partnerships and programs that embrace 

cultural diversity, safety and community involvement. 


Outcomes 


Promote career development and education 

opportunities by offering leadership training classes 

and classes from the City University. Recruit, hire 

and retain highly skilled employees by developing a 

Benefits Summary Booklet, providing an Employee 

Wellness Clinic, revising the Employment 

Webpage, to provide helpful information for job 

applicants and 

structure a competitive 

retirement benefits 

package. 


Establish area “Workforce Development 

Partnerships” with area schools by developing a 

power academy to attain a skilled workforce for 

Lakeland Electric. Develop a Medical District 

Master Plan in partnership with stakeholders and to 

encourage the development of high-skilled labor 

sectors. Promote diverse cultural opportunities. 


Promote an organizational culture characterized by 

open communication and employee involvement by 

implementing a 360 degree feedback process, 

conducting periodic surveys and providing feedback, 

promoting a Suggestion Box program and establishing 

monthly meetings between Department Heads/ 

Directors and their respective workgroups. 


Promote effective communications with all residents 

and stakeholders by providing a website for citizens to 

provide feedback to City officials and develop Lakeland 

Government Network (LGN) 

as a media brand that 

includes a stand alone cable 

television station and internet 

webcast channel to 

encourage community spirit, 

educational progress and 

local government support. 

Encourage a shared sense of 

community and responsibility through citizen education 

and involvement by establishing a section on the City 

website providing information on City Services and how 

the City compares to other benchmark organizations. 

Explore and develop citizen education and increased 

involvement in the process of local government through 

the efforts of the Citizens and Employee Boards and 

Committees program. 




Support area economic development initiatives by 

establishing the small aircraft transportation program 

with a goal of achieving an active and expanding role 

in this new aviation transportation system. Explore 

the potential of related research business/industry 

park development opportunities to expand 

employment and community tax base promoting high 

skilled high wage employment opportunities. 

Develop financial benchmarks for all municipal 

operations and services. Implement a process 

improvement program throughout the organization and 

develop key success indicators aligned to outcomes, 

integrating budgetary planning with performance 

management to enhance strategic and budgetary 

planning with performance measurement systems. 

Develop and implement a methodology to recover the 

cost of municipal services that are being financed from 

general tax revenues; providing an improved process 

for matching revenues to programs. 


Develop public/private initiatives to enhance the City’s 

revenue capacity. Establish perpetual care funds (or 

endowments) for public and private contributions. 


Outcomes 


Review planning development and design 

standards to ensure every new development is 

sustainable and enhances the City’s built 

environment. Implement a transition from the 

development of individual neighborhood plans to a 

more comprehensive sector planning approach. 

Develop reliable and efficient infrastructure 

systems that support desired urban development. 


Establish “Best Practices” benchmarks by meeting 

necessary requirements for compliance to Clean 

Air Interstate Rules, conducting residential and 

commercial customer satisfaction surveys and 

establish performance measures that can be used 

to benchmark the City to other government 

agencies. 


Promote public safety initiatives and projects that 

enhance property values such as implementing the 

city-wide sidewalk program, design and 

construction of new streetscape projects in the 

Downtown and expand fire rescue services in 

southwest Lakeland. Counteract the physical and 

economic decline of neighborhoods by pursuing 

the acquisition and 

recycling of vacant 

and abandoned 

lots into the private 

housing market. 

Empower 

residents to 

address 

neighborhood 

safety concerns 

through activities 

of the Neighborhood Association Coalition. 


Work with the Imperial Symphony towards 

developing a joint grant application with the 

Community Foundation in order to develop a 

funding source that will provide additional arts 

programming for the Lakeland Center and 

Community. Develop a partnership with local 

artists in order to showcase local artist work on an 

on-going basis through public art displays. 


Landscape and beautify neighborhoods in 

collaboration with neighborhood associations. 

Expand and improve Library facilities and services 

in response to community partnerships and 

identified needs. Expand Parks facilities and 

services pursuant to adoption of Parks and Trails 

Master Plan. Preserve and enhance unique 

natural and historic resources. 


Partnership with Polk County School Board to 

supply computer training to residents at 

community centers. Visit local schools promoting 

utility programs, electrical safety and conservation. 

Play an active role in master planning and 

development of the proposed USF campus to 

encourage meeting the educational and workforce 

development needs in concert with the High Skills 

Initiative. 


Environmental Scan 

Economic Analysis 

The U.S. economic expansion continues in 2007, 

though not as brisk as prior years, solid growth is 

forecasted to continue into 2008. After growing more 

than 3% in 2006, the U.S. Gross Domestic Product 

(GDP) growth slowed to an annualized rate just over 

0.5% in the first half of 2007, representing a much 

slower pace than the prior four years. This decrease 

is in direct relation to the current housing struggles as 

they are associated with consumer lending and 

borrowing. Declined wealth through housing values 

has also had a variable affect on consumer 

confidence. Rising delinquency and foreclosure 

rates along with speculative investors continue to 

push property values down. Large quantities of 

newly built and unsold homes have flooded the 

market, further enhancing the construction slowdown. 

Overall, the U.S. housing market continues to 

dampen 2007 economic expectations. 

The U.S. labor market remains strong with 

unemployment rates holding at 4.5%. Payroll job 

growth expansions through the first half of 2007 

averaged 145,000 new jobs per month. This number 

represented a 22% decline from the 187,000 average 

new jobs per month posted in 2006. Despite this 

slowed payroll growth, labor compensation continues 

to grow at a steeper pace than 2006. 

Consumer spending in the U.S. currently accounts 

for two thirds of all economic activity. After a 

booming 4.2% growth rate in the first quarter of 2007, 

consumer spending has declined slightly, 

representing a predicted stabilization. Accounting for 

this decline is the demand for automobiles, furniture 

and building supplies. Of these industries, furniture 

and building materials have taken the most direct 

impact from the currently slumping housing market. 

Though the downturn in the housing market has had 

a significant impact on the economy, it is expected to 

ease over time. Originally forecasted to ease in 

2007, the current decline is lagging with slow home 

sales and could last slightly longer than originally 

anticipated. 

As economic growth remains moderate, core inflation 

remains a noteworthy concern. The consumer price 

index (CPI) is expected to rise by 2.3% in 2007 

indicating a steady increase in the prices paid for 

consumer goods. With summertime oil prices 

approaching $77 per barrel and energy prices 

fluctuating, inflation indicators remain unclear of a 

projected pattern. Also affecting the CPI, are 

projected increases in unemployment figures. 

Though the increase should help compensation 

levels, it will also relate to a tighter job market. 

Despite a somewhat slow start to 2007, many 

economists believe the national economy is 

rebounding and will continue to grow at a moderate 

pace keeping track with prior years of expansion. 

Legislative News – Property Tax Reform 

As always, the City of Lakeland faces a number of 

legislative issues in the year to come. Of these 

impending items, none has a greater potential impact 

on Florida’s residents than the much debated 

Property Tax Reform. 

Several years of exceptional appreciation in the value 

of real property have created a systematic divide 

among Florida’s property owners. Over the last five 

years, double digit appreciation has provided a 

considerable amount of wealth to property owners in 

many areas of the State. Conversely, these 

escalated property values have created a substantial 

property tax burden. Taxes on properties have 

outpaced many Floridians ability to pay and new 

residents to the state are finding home ownership 

simply unattainable. In Lakeland, property 

appreciation rates have been much lower than many 

larger metropolitan areas and especially in coastal 

communities. Cities of Lakeland’s size within the 

interior portion of the state experienced only two 

years of double-digit appreciation. The Save Our 

Homes Amendment, created to protect property 

owners from dramatic increases in taxable value has 

insulated many of Florida’s property owners, making 

it difficult to relocate within the state because of the 

substantial loss in tax benefits. The systematic 

inequities associated with increased valuations have 

created a number of issues with no simple solution. 

As a result of this growing concern, Governor Bush, 

in June of 2006, issued an executive order 

establishing the Property Tax Reform Committee. In 

the summer of 2007, Legislatures approved the first 

phase of what could be the largest tax cut in Florida 

history. 

Local governments will have to limit the growth in 

their tax collections to the range of personal income 

growth in Florida. 



1200 

1000 

800 

600 

400 

200 

0 

Specifications regarding the Property Tax Reform are 

as follows: 

In many cities, property tax in Florida is the single largest 

tax source currently used to fund government. Reserved 

for local governments to use in funding a wide variety of 

public goods and services, property taxes typically 

account for 25% to 50% of local governments revenues. 

In Lakeland’s case, approximately 19% of the General 

Fund is financed from property taxes. 

Phase I 

• Cities, counties and special taxing districts are 

required to freeze their tax collection revenues at this 

year’s level and then make additional cuts ranging 

from 3% to 9%. 

• Local governments will have to limit the growth in 

their tax collections to the rate of personal income 

growth in Florida, plus taxes on new construction. 

Phase II 

• On January 29, 2008 a constitutional amendment will 

be on the ballot allowing registered voters to decide 

on the so called “super-sized” homestead exemption. 

If approved by 60% of the voters, it would give 

homesteaded property owners a choice between 

keeping their existing exemptions and caps or 

moving to the super exemption. 

• If approved, voters that opt to utilize the super 

exemption will give up their Save Our Homes cap 

which limits the increase in a homes taxable value to 

3%, in exchange for a new exemption that shields 

75% of a homes value from taxation up to $200,000. 

It exempts an additional 15% in value between 

$200,000 and $300,000. Homeowners would be 

guaranteed a minimum exemption of at least 

$50,000. 

Residential Construction Units 

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 

Single Family 

Multi-Family 

Land Development Trends 

Residential 

In 2006, the City of Lakeland continued to expand upon 

the booming central Florida real estate market issuing 

544 single-family residential construction permits and 

issuing multi-family permits which accounted for 

additional 1,158 units. As most of the state slowed in 

2007, new residential construction in Lakeland remained 

on a steady pace as consistently demonstrated in the 

prior two years. 

Geographically, the city limits continue to expand through 

annexation. With an estimated size of 73.3 square miles 

and population at 91,623 Lakeland is the 22 nd largest city 

in Florida with densities much smaller than other cities of 

this size. With the voluntary annexation of more than 

1,500 acres of vacant land in southwest Lakeland, the 

City is continuing to experience a great deal of new 

residential activity. Developers in southwest Lakeland 

have plans for more than 4,000 single and multi-family 

units. Northeast Lakeland continues to gain momentum 

with the construction of the Bridgewater Development of 

Regional Impact (DRI) and the future plans for the 

Williams DRI. Complementing the City’s well rounded 

growth in the southwest and northeast Lakeland, 

residential redevelopment activities in central Lakeland 

have surfaced as an emerging trend. In-fill lots and 

consolidated building projects, though currently account 

for a small percentage of new activity, are gaining 

popularity with larger residential redevelopment activities 

on the horizon. As a whole, residential development 

continues to provide a solid economic foundation for the 

City’s local economy. 

As growth continues to follow the high-tech corridor of 

I-4, the City of Lakeland has become the center 

of a mega-geographic area. At just over 30 miles 

from Tampa and 50 miles to Orlando, an 

estimated 8.5 million people live within a 100 mile 

radius of Lakeland. These numbers, along with a 

favorable economy, will result in the City’s 

continued expansion in residential development. 

Industrial 

Despite the apparent residential real estate slow 

down, Lakeland’s industrial market is thriving. 

With an increase of nearly 4,000 jobs in 2006 

and the in-migration of 10,000 people from the 

Tampa Bay and Orlando Metropolitan Statistical 

Areas (MSA’s) Lakeland’s economy continues to 

expand. 



Lakeland’s ideal logistical location has made it a 

hub for industrial real estate. New company 

relocations and numerous expansions by existing 

companies have created a significant decrease in 

the vacancy rate of existing buildings. As vacancy 

rates decrease and demand increases, the rental 

rates for available industrial space continue to rise. 

Current rental rates for industrial property are 

averaging $4.97 per square foot (psf); this 

represents nearly a 4% increase from the summer 

of 2006. With increased demand, rental rates for 

Lakeland’s most abundant property type, 

warehouse/distribution space, are averaging $4.74 

psf mid-way through 2007. 

to collectively bargain, govern and regulate such 

issues as zoning and land usage is under constant 

threat. Second, unfunded mandates are a 

significant financial threat to the City. These 

mandates may appear in the form of requiring 

additional services or additional benefits to 

employees, without a corresponding funding 

source. Also, negative impacts occur when 

legislation and regulatory requirements are 

changed that reduce the City’s revenue sources 

with no provision for replacement funding. 

The City of Lakeland expects the industrial market 

conditions to continue to experience high levels of 

leasing and demand activity, thus providing a 

continued increase in rental rates. With nearly 1.4 

million square feet of new industrial/warehouse 

space currently under construction, Lakeland can 

anticipate construction levels to surpass those 

experienced in 2006. 

Customer Expectations 

The most important element of the strategic 

planning process which precedes the Business 

Plan is identifying and understanding customer 

requirements. We use several sources of data, 

including: 

Comprehensive Citizen Surveys - Beginning in 

2001, we have used surveys to measure 

satisfaction and solicit opinions on a variety of 

services and policy issues. 

Stakeholder Group Meetings - An intensive 

workshop for community stakeholders aimed at 

determining the critical long-term issues facing the 

City. In addition to facilitated meetings designed to 

solicit input from stakeholders and experts on 

narrow topics selected for their strategic value. 

Neighborhood Meetings - Meetings held 

throughout the City in an open forum. 

Emerging and Legislative Issues 

The City’s legislative concerns, especially in the 

long-term, fall into two basic categories. First, is 

the issue of “home rule”, where the authority of the 

City’s elected officials is being usurped by other, 

higher levels of government. The ability of the City 


Financial Health & Strategy 

The City of Lakeland provides a wide variety of services to the citizens of Lakeland. In many cases, the nature 

of these services accommodates recovery of the operating and capital costs associated with those services in 

the form of a user charge levied against the users based on actual consumption. Examples of these are 

electric, water, wastewater and solid waste management services, stormwater management, a parking system 

and a public golf course. These are referred to as “enterprise” services. Other services, such as provision of 

public safety, transportation systems and leisure activities do not lend themselves to recovery of the underlying 

costs directly from the users of those services. Accordingly, the day to day operating costs associated with 

these services are generally financed from generic revenue sources such as property and sales taxes. These 

are referred to as “general governmental” services. 

The City has a long-held strategy of establishing user fees for enterprise services that will attempt to recover 

the underlying costs directly from users whenever practical to do so. To the extent these services can be 

performed by the City at costs that are competitive with rates and charges for the same services offered by 

other local governments in the state or by the private sector, the City has adopted the practice of marking up 

the prices levied for those services to accommodate a payment in lieu of taxes or a dividend from those 

enterprise operations to the General Fund. These “transfers” help to finance a portion of the operating costs of 

those general governmental services that are financed from property and sales taxes. The percentage of the 

gross revenues earned by these utility operations that is transferred to the General Fund for FY 2008 is 

budgeted as follows: 

Electric 6.3% 

Water 15.9% 

Wastewater 8.4% 

Solid Waste 9.5% 

In the aggregate, this represents approximately 34 percent of the total General Fund budget for FY 2008. This 

represents a decrease from an aggregate 41 percent for the 1998 fiscal year and 46 percent in fiscal year 1988. 

As with any enterprise, a major concern is cost control. The City of Lakeland is committed to providing quality 

services at a reasonable cost. One of the best measures of whether or not that goal is being attained is a 

comparison of fees charged by Lakeland, in the form of utility rates AND tax rates, compared to other 

municipalities. The following represents a comparison of the total amount paid in FY 2007 by a typical 

residential homeowner to their local governments, based on a typical “basket of services” offered by those 

municipalities. 

Annual Cost 

7,000 

6,000 

Utilities 

Sales Tax 

County, School, District Property Tax 

City Property Taxes 

5,000 

4,000 

3,000 

2,000 

1,000 

- 

Bartow 

Jacksonville 

Gainesville 

Lakeland 

Tallahassee 

Orlando 

Tampa 

West Palm Beach 



In each case, the category of “Utilities” represents the cost of electric, water, wastewater and solid waste 

service, based on consumption volumes typical for the average residential customer of Lakeland. In 

cases where the electric utility in a compared municipality is NOT owned by the local government, the 

rates charged by the private company that serves that municipality are used. 

In the aggregate, Lakeland compares favorably to the other cities in this survey. At a property tax 

millage rate of 3.545 mills (based on the FY 2007 property tax levy) and an average residential taxable 

value of approximately $91,000, Lakeland’s property tax burden is amongst the lowest in the state of 

Florida. On the other hand, the price of electricity provided by Lakeland’s municipal electric utility is 

generally higher than many other utilities in Florida, given Lakeland’s relatively high reliance on natural 

gas as a fuel source used to generate electric power. For the municipalities in this sample, the 

combined annual cost of utility services in Lakeland is 3 % higher than the average for the group, while 

the combined annual tax burden (including utility and sales taxes) is 13% less than the average for the 

group. 

The capital cost of providing general governmental services are generally financed from a combination 

of impact fees, grants, gasoline taxes, and the proceeds from the lease of a City-owned hospital to a 

private, not-for-profit corporation. The latter revenue source has grown an average of 8% per anum of 

the past 15 years – approximately double the growth rate of the other revenue sources. It represents 

approximately 50 percent of the total funds available to finance the capital cost of general governmental 

services. 

Starting in FY 2000, the City began transferring a portion of the lease revenues to the General Fund to 

help finance the ongoing operating costs associated with construction of new fire stations and funding 

for police officers under expiring Federal Grants. The ten year capital improvement program for fiscal 

years 2007 thru 2016 shows that 39% of that revenue source will be diverted to financing operating 

costs. 

During a strategic planning session held by the Lakeland City Commission in January 2007, a total of 

over $100 million in unfunded capital projects of a general governmental nature were identified. It was 

concluded that a restructuring of the funding strategy to eliminate the payment of operating costs from 

the proceeds of the lease would provide sufficient funds to finance the deficit in capital projects. Various 

strategies were discussed, which involved replacing the lease proceeds used to finance operating costs 

with increases in more traditional revenue sources dedicated to that purpose, including property tax and 

utility dividends. 

Subsequent to that planning session, the Legislature for the State of Florida adopted property tax reform 

as a major initiative. In conjunction with that, legislation was passed at the state level which compelled 

local governments to reduce property tax rates as “phase one” in the tax reform process. A referendum 

will be placed before Florida voters in January of 2008 that, if passed, would further reduce property tax 

revenues available to local governments such as Lakeland. 

As a result of this legislation, there was very little opportunity to restructure the cross-subsidy of 

operating versus capital costs associated with general governmental services. The long-range capital 

budget adopted for the 2008 thru 2017 timeframe showed a slight decrease in the percent of the annual 

lease revenues diverted to financing operating costs from 39% to 36%, however there still remains a 

significant shortage in funding for capital improvements needed over the remaining 10 years. 

The financing strategies to be adopted by Lakeland (as well as for all other local governments in Florida) 

will be impacted significantly by the continuing impact of property tax reform. One of the proposals 

mandated by the tax reform legislation imposed upon local governments in Florida is an annual cap on 

the increase in property tax revenues equal to the value of new construction during the year (the rolledback 

rate) plus a percentage factor equal to the change in state-wide per-capital personal income. 



The following chart demonstrates growth in general governmental operating expenses in the City of 

Lakeland (total spending within the General Fund) since 1991, compared to an “index” based on 

historical increases in property values from new construction and the percentage growth in state-wide 

per capita income: 

General Fund Expenditures - Compared to increase 

new construction/growth in per capita income 

Annual Spending 

105,000,000 

100,000,000 

95,000,000 

90,000,000 

85,000,000 

80,000,000 

75,000,000 

70,000,000 

65,000,000 

60,000,000 

55,000,000 

50,000,000 

45,000,000 

40,000,000 

35,000,000 

30,000,000 

1991 

1992 

Annual Spending Index 

1993 

1994 

1995 

1996 

1997 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

2008 

Annual Spending-Actual 

This chart demonstrates that overall, the growth in the rate of spending within Lakeland’s General Fund 

has generally tracked below the index for the past ten years. This suggests that Lakeland has done a 

reasonable job in managing increases in spending rates, assuming the index adopted by the state 

legislature is a realistic benchmark of “acceptable” rates of spending growth. 

However, the 

primary revenue 

sources available 

to Lakeland to 

finance this growth 

in spending have 

(generally) not 

kept pace with this 

index: 

Annual Revenues 

45,000,000 

40,000,000 

35,000,000 

30,000,000 

25,000,000 

20,000,000 

15,000,000 

Combined Utility Transfers - Compared to 

increase new construction/growth in per capita 

income 

Annual Transfer Growth Index" 

1991 

1992 

1993 

1994 

1995 

1996 

1997 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 


Annual Transfer - Actual 



This source of revenue has not kept pace with the growth index. The temporary decreases in fiscal 

years 2005 thru 2007 were the result of decreases in the annual transfer from the City-owned electric 

utility system to the General Fund, in response to significant reductions in net revenues of the electric 

system available to accommodate those transfers during that period of time. Overall, the inability of 

these utility-based enterprise operations to generate profits necessary to keep pace with spending 

growth is due primarily to the need to keep the utility rates assessed within those operations reasonable 

in relation to the rates and charges levied for the same services within comparable city’s in the state. 

28,000,000 

Non-ad valorem taxes - Compared to increase 

new construction/growth in per capita income 

23,000,000 

Annual Revenue 

18,000,000 

13,000,000 

8,000,000 

Annual Growth Index 

1991 

1992 

1993 

1994 

1995 

1996 

1997 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 


Non advalorem tax growth-Actual 

These revenues, which consist of taxes on electric and water utilities, taxes on communications 

services, and a portion of a one-half sales tax levied by Polk County, have not kept pace with the growth 

in the index – primarily since fiscal 2003. The period from 2001 thru 2003 was marked by significant 

increases in tax revenues from telecommunication services sold within Lakeland, mostly the result of 

changes in the taxing methodology adopted state-wide during that period of time. Since that time, sales 

of those services have been relatively flat. 

Revenues from half cent sales taxes increased an average of 7 percent annually during the five year 

period 2002 thru 2006, however revenues have decreased state-wide since then, due to some extent by 

the much slower pace of new building construction. 



Property Taxes - Compared to increase new 

construction/growth in per capita income 

19,000,000 

17,000,000 


15,000,000 

13,000,000 

11,000,000 

9,000,000 

7,000,000 

5,000,000 

2.995 mills 

1991 

1992 

1993 

1994 

1995 

1996 

Property Tax Growth Index 

3.545 mills 

1997 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

Property taxes are the only significant source of revenue available to finance the cost of general governmental 

services that has kept pace with the growth index adopted by the State of Florida. In recent years, this revenue 

source has exceeded the index – primarily because of a .55 mill increase in the tax rate adopted in fiscal year 

2004 to finance significant increases in the cost of public safety that occurred during that year. Fiscal years 

2006 and 2007 saw further increases in that revenue source, resulting from double-digit percentage growth in 

property appreciation during those years. Lakeland experience property appreciation of approximately 9.5 

percent for fiscal year 2008, however the impact of mandated roll-back of tax rates negated that increase. 

Strategically, the City of Lakeland is at a cross-road with respect to determining the best approach toward 

financing the operating costs of local government. Lakeland is relatively unique in that it owns profitable utility 

operations (electric, water, wastewater, solid waste) which have been able to provide dividend transfers to the 

General Fund. These transfers have historically enabled Lakeland to maintain low property tax rates. As 

demonstrated, this source of revenue is not growing at the pace necessary to sustain the level of subsidy 

necessary to maintain the lower than average ad valorem tax rate – absent increasing reliance on other 

revenue sources. In recent years, the relative slow growth rate from this source of revenue has been offset by 

slower than indexed rates of spending growth, and higher than index rates of property tax growth. Given the 

impacts of property tax reform and the continued shortfall in financing available to pay for capital improvements, 

Lakeland will need to consider some fundamental changes in its approach. 

Lakeland has historically balanced its annual budget without reliance on formal, written policies that determine 

the dollar value of transfers to the General Fund from utility operations. Instead, Lakeland has simply 

performed an annual “balancing” of the need for revenues within the General Fund versus the financial ability of 

these operations to make larger annual transfers while still maintaining competitive rates. Lakeland will most 

likely need to address the adoption of more formal policies regarding the dollar value of these transfers – not 

necessarily for the purpose of increasing the level of reliance on those sources of funds – but to better identify 

the extent to which changes in property tax rates will be needed to financed the continued cost of government 

at it’s current levels of service. 


Property Taxes - Actual 



Cash Reserves 

The following chart shows the historical dollar value of cash reserves held by the City at the end of 

each fiscal year since 1998. This represents the amount of working capital on hand within the 

General Fund (which finances general governmental operating costs) and the combined working 

capital balances in the Public Improvement, Transportation, Stormwater and Community 

Redevelopment Funds (which finance general governmental capital costs) at the start of each 

fiscal year. 

Cash Reserves - General Governmental Activities 

7,000,000 

6,000,000 

Operating 

Capital 

5,000,000 

4,000,000 

3,000,000 

2,000,000 

1,000,000 

0 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 

The total value of working capital at the start of FY 2008 represents approximately 9 percent of the 

FY 2008 budgeted expenditures for these general governmental activities. By comparison the 

total value of working capital on hand at the start of FY 1998 represented approximately 10 percent 

of budgeted expenditures for general governmental activities 



The following chart shows similar information for the enterprise funds maintained by the City of Lakeland: 

Cash Reserves - Enterprise Funds 

80,000,000 

70,000,000 

Lakeland Electric 

All Other Enterprise Funds 

60,000,000 

50,000,000 

40,000,000 

30,000,000 

20,000,000 

10,000,000 

- 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 

The dollar values shown above for Lakeland Electric represent unrestricted cash on hand. This number 

excludes approximately $25 million set aside in an unrestricted account to pay down debt obligations 

starting in FY 2009 and also excludes approximately $10 million in unrestricted cash set aside to fund 

capital projects that have already been appropriated and which will be expended over the course of the 

next two years. The dollar amount shown for the other enterprise funds represents total net working 

capital of those operations, combined. 

The dollar value of cash reserves within Lakeland Electric has fallen significantly since 2006 as a result 

of the impact of natural gas prices on a wholesale power sales contract between Lakeland Electric and 

the Florida Municipal Power Agency. Under the terms of that contract, Lakeland Electric is obligated to 

sell up to 100 MwH of electricity to FMPA at a contract price that was fixed back in 2000. As a result of 

the recent escalation of prices in natural gas, the contract price is not sufficient to cover the underlying 

costs generating the power. As a result, the utility has experienced significant losses as a result of that 

contract. Over the seven year term of the contract (which ends December 15, 2007), the utility is 

expected to lose in excess of $92 million on this transaction. In response to that, the City reduced the 

annual dividend paid from Lakeland Electric to the General Fund starting in FY 2005 by an aggregate 

amount of approximately $14 million. Lakeland Electric also deferred certain capital projects in the last 

year. The remainder of the losses incurred in conjunction with the contract had the effect of reducing 

cash reserves, as indicated above. This contract expires during the first quarter of FY 2008, and 

accordingly it’s impact on working capital is minimal going forward. 

Total cash-based liquidity of $43.5 million within Lakeland Electric is equivalent of 52 days of operating 

expenses. Inclusion of other unrestricted cash in this calculation increases that number to 94 days of 

total unrestricted liquidity. 

Total working capital for all other enterprise funds combined represents approximately 10.5% of the FY 

2008 budget for those funds. 



The City of Lakeland relies on a variety of revenue sources in order to finance the cost of services 

provided to its citizens. Some of these revenues can be directly associated with the cost of specific services. 

Examples include the user fees charged for electricity, water, wastewater and solid waste collection services, 

use of parking facilities, and certain fees for recreational facilities including the city-owned golf course. The 

amount charged increases or decreases based on the volume of services provided (i.e. electric revenues are 

based on an amount per kWh). For these services, the intent is that 100 percent of the cost of providing that 

service is recovered thru the imposition of this user fee. 

Other governmental revenues sources can not be related directly to underlying services, primarily because 

the services do not lend themselves to cost recovery using a direct user charge. Examples are police and fire 

services, maintenance of roadways and parks, libraries, etc. These public services are financed through a 

variety of “generic” revenue sources including property, sales and utilities taxes, and state and local grants. 

The City of Lakeland also relies on the profits earned by the Electric, Water, Wastewater and Solid Waste utility 

operations as a source of revenue to finance these same general governmental functions. 

Property Tax Revenues 

Percent 

23% 

22% 

21% 

20% 

19% 

18% 

17% 

16% 

15% 

14% 

13% 

12% 

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 

Year 

The State of Florida mandates that City’s include no more than 95 percent of the calculated tax proceeds in 

preparing the annual budget. This reduction is intended to compensate for discounts offered to taxpayers, and a 

small percentage of tax bills that go unpaid each year. Because of the relatively large annual percent increases 

in taxable values, the significance of this revenue source as a percentage of the General Fund budget has been 

growing. The City’s property tax rate remained level at 2.995 mills from 1991 thru 2003. In FY2004, the millage 

was increased to the rate of 3.545 mills and remained the same until the 2008 Tax Reform where the rate was 

rolled back to 3.2942. The tax rate is adopted by the City Commission in conjunction with preparation of the 

annual budget. The property appraiser’s office certifies the taxable values of property in the City by July 1 of 

each year. 

Public Service Taxes, Franchise Fees and 

Communications Services Tax 

The City levies: 

• A 10 percent Public Services Tax on the sale of electricity, water and natural gas (metered or bottled) within 

the city limits. 

• A tax on fossil fuel oil in the amount of 4 cents per gallon. 

• A Communications Services Tax on telephone service, (including local, long distance and mobile services), 

and on cable TV service. The City’s share of this tax is 6.43 percent. This rate was subsequently increased 

to 7.03 percent by the state of Florida representing the additional discretionary surtax of .60 percent that is 

remitted to the county school board. 

• The City has extended a franchise agreement to Peoples Gas System (a division of Tampa Electric 

Company) to distribute metered gas within the City limits. The franchise agreement calls for a payment to the 

City equal to 6 percent of monthly gross revenues. 



Half Cent Sales Tax Revenues 

County and Municipal governments in Florida are entitled to a distribution equal to 9.653 percent of total sales 

tax proceeds attributable to sales within each county. Those revenues are shared between the County 

government and each of the Municipal governments within the County. Effective July 1, 2004, this revenue 

source decreased by approximately 8.7 percent, based on the State of Florida’s change in funding procedures 

related to the state-run court system. This decrease was intended to be offset by increases in the amount of 

State Revenue Sharing funds disbursed to cities and counties. 

State Revenue Sharing Revenues 

The State of Florida distributes revenues to each county and municipal government based on a Revenue Sharing 

act adopted in 1972. At one time, this distribution was based on the dollar value of cigarette taxes collected within 

each county, however the methodology was changed in FY 2000 to remove the cigarette taxes as the basis for 

the distribution, and now the basis for this distribution consists of a stated percentage of the general state-wide 

sales, use, and other taxes. This calculation is performed by the State Department of Revenue, based on 

population data provided by each county. This revenue source has been relatively flat over the past ten years. 

The portion of the general state-wide sales and use tax dedicated to the Revenue Sharing fund increased from 

1.0715 percent to 1.3409 percent in July 2004. 


Business Tax (Formerly Occupational Licenses) Revenues 

The City issues receipts (licenses) to all commercial business enterprises located within the City limits. A fee is 

assessed to each user, based on a predefined fee schedule that considers the type of business conducted and 

the volume of business 

Business Tax Receipt Revenues 

conducted. By state law, 

the rates charged per the 

1,700 

adopted fee schedule may 

be increased every other 

1,600 

year, in an amount that 

1,500 

does not exceed 5 percent 

per receipt. 

1,400 

1,300 

1,200 

1,10 0 

The last change to the rate 

structure was a 5% 

increase adopted by the 

City in 2005. 

1,000 

900 

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 

Fiscal Year 

Building Permit Revenues 

Permit fees are issued for construction/renovation occurring within the City limits. Separate permit fees are 

levied for landscaping, building, plumbing, electrical, and other mechanical improvements. This fee is intended 

to cover the cost of inspections performed by building inspectors employed by the City. This fee structure was 

increased by 6 percent for fiscal 2006. 



Federal, State and Local Grant Revenues 

The City applies for grants from various federal, state and local agencies to help finance specific operating 

costs. In recent history, the majority of these grants have been to hire additional police officers. These grant 

programs typically reimburse the City for a stated percentage of specific program costs. This revenue source 

has been declining rapidly as the federal government scales back it’s funding for law enforcement. This chart 

represents a comparative history of the revenues from these grants, along with the underlying program 

expenses over the last ten years. 

Fiscal # of Funded Total Grant % 

Year Postions Cost Revenues Funded 

1997 51 2,010,000 1,234,000 61% 

1998 69 2,927,000 1,744,000 60% 

1999 74 3,271,000 1,974,000 60% 

2000 77 3,278,000 2,202,000 67% 

2001 54 2,523,000 1,519,000 60% 

2002 37 1,935,000 1,379,000 71% 

2003 31 1,344,000 934,000 69% 

2004 23 1,233,000 799,000 65% 

2005 23 1,133,772 587,042 52% 

2006 13 1,009,853 768,342 76% 

Charges for Service Revenues 

Charges for Services represent user fees assessed directly against the users of municipal services. The most 

significant of these are parks and recreation fees, which generated approximately $1.5 million last year against 

total operating expenses of $11.2 million (excluding capital). These revenues consist of facility rental fees, 

recreational class/program fees, tennis and swimming fees, and parking and expense recovery fees related to 

the Detroit Tigers major and minor league activities at Marchant Stadium. This category of revenues also 

includes a variety of other fees, as follows: 

• Lot Clearing and Cleaning 

• Building Demolition 

• Sale of fire inspection permits 

• False alarm fees 

• Reimbursement for overtime services provided by the Lakeland Police Department, established in 

conjunction with the collective bargaining agreement with the police union 

• Wrecker Service permitting fees 

• Public Records Copying 

• Zoning fees 

• Cemetery fees 

Did you know... 

The Detroit Tigers began 

their pre-season training in 

Lakeland in 1934. 



Fines and Forfeits Revenues 

This category consists primarily of the proceeds from fines issued for motor vehicle traffic infractions. Also 

included in this category: 

• Revenues that pass-thru the City and are paid to police officers who have achieved certain levels of 

higher education as supplemental compensation. 

• Proceeds from confiscated cash and property seized by law enforcement agencies. 

• Collection of fines levied by the City’s Code Enforcement Board. 

Miscellaneous Revenues 

The majority of the revenue included in this category represents investment income earned on working capital 

held by the General Fund and the various restricted sub-funds maintained within the General Fund: 

• Hollis Gardens Maintenance Trust Fund 

• Law Enforcement Trust Fund (confiscated property) 

• Recreation Facilities 

• Cultural Activities Reserve 

This category also includes: 

• Approximately $100,000 in proceeds from leases of various city-owned buildings to private entities. 

The majority of these leases include some provisions for CPI increases 

• Proceeds from the sale of cemetery lots 

• Contributions and donations from private entities 

• Cost reimbursements collected from other city funds/departments for the use of radio equipment 

maintained by the Radio shop 

Gasoline Tax (1 Cent Municipal Fuel Tax) Revenues 

The amount of this tax is equal to 1 cent per gallon of gasoline sold within the municipal limits, less an 

administrative fee (retained by the state) not exceeding 2% of the gross proceeds of the tax. 

The proceeds of this tax shall be used for the purchase of transportation facilities, roads and street rights-of-way; 

construction, reconstruction, and maintenance of roads, streets, bicycle paths, and pedestrian pathways; 

adjustment of city-owned utilities as required by road and street construction; and construction, reconstruction, 

transportation-related public safety activities, maintenance, and operation of transportation facilities. Municipalities 

are authorized to expend the funds received under this section in conjunction with other cities, counties, the state 

or federal government in joint projects. 

Gasoline Tax (9th Cent Fuel Tax) Revenues 

This is an optional tax, levied by the county, and shared with municipalities within the county based on an 

interlocal agreement. Per that interlocal agreement the distribution formula is weighted 50% towards the ratio of 

each municipality’s population to total county population, and 50% towards the ratio of each municipality’s lane 

miles to total county lane miles. For FY 2005, this calculated ration equaled 14.302% of the total county taxes 

(an increase from the FY 2004 percentage allocation of 14.006% and a decrease from the FY 2003 percentage 

allocation of 14.802%). 



6 Cents Local Option Fuel Tax Revenues 

This is an optional tax, levied by the county, and shared with municipalities within the county based on an 

interlocal agreement. The distribution formula is identical to that used for the 9th cent fuel tax. The eligible uses of 

these funds are also identical to those of the 9th cent fuel tax. 

5 Cents Additional Local Option Fuel Tax Revenues 

This is an optional tax, levied by the county, and shared with municipalities within the county based on an interlocal 

agreement. The distribution formula is identical to that used for the 9th cent fuel tax. The proceeds of this tax shall 

be used for “transportation expenditures” needed to meet the requirements of the capital improvements element of 

an adopted comprehensive plan or for expenditures needed to meet immediate local transportation problems and 

for other transportation-related expenditures that are critical for building comprehensive roadway networks by local 

governments. Expenditures for the construction of new roads, the reconstruction or resurfacing of existing paved 

roads, or the paving of existing graded roads shall be deemed to increase capacity and such projects shall be 

included in the capital improvements element of an adopted comprehensive plan. Expenditures of this revenue 

source shall not include routine maintenance of roads. 


Debt Management Overview 

The City of Lakeland (the “City”) incurs long term 

debt – either in the form of bonds issued directly in 

the name of the City or other loans obtained from 

pooled debt programs managed by third parties – for 

the purpose of funding capital improvements to City 

facilities and infrastructure. Although the City has 

established specific policies related to the issuance 

and structuring of debt (see page B-18), the overall 

level of outstanding debt is not constrained by a 

specific legal limit. However, because most of the 

City’s debt is revenue based, rating agency and 

market requirements effectively constrain bond 

issuance. The City also funds a significant amount of 

capital improvements through “pay-as-you-go” cash 

financing. Pay-as-you-go financing comes from cash 

outlays of various revenues including state and 

federal grants, impact fees, certain lease payments, 

and other operating revenues. As of September 30, 

2006, the City had outstanding long-term debt of 

$684.8 million. 

Purpose of Debt 

City of Lakeland 

Outstanding Debt by Use 

FY2006 

Electric system improvements include: construction 

and conversion of generating assets; environmental 

projects; renewal, replacement and expansion of the 

transmission and distribution network; and numerous 

other projects. Water and wastewater improvements 

include construction and improvements to water and 

wastewater treatment systems and replacement and 

expansion of distribution and collection networks. All 

other projects encompass a variety of governmental 

and development projects, including improvements to 

and/or expansion of the Lakeland Linder Regional 

Airport, the Lakeland Center, the Cleveland Heights 

Golf Course, public safety facilities and parks and 

recreation facilities. 

As shown, the bulk of debt incurred by the City is for 

the provision of basic utilities, i.e., electricity, water 

and wastewater. The City operates a municipally 

owned electric system, including power generation, 

as well as transmission and distribution. In many 

communities, these services are provided through 

investor-owned (private) utility companies. In those 

communities, the debt (or equity) used to finance 

electric utilities would appear in the financial 

statements of the private corporations, not the city or 

town. Because the City of Lakeland owns and 

operates the electric utility, it incurs a much larger 

amount of debt than most other cities of comparable 

size. 

All Other Uses, $83.4M 

12% 

Water & Wastew ater 

System, $104.0M 

15% 

Electric System, $497.3M 

73% 

Debt issued by the City was incurred to fund capital 

improvements to three major categories of assets: 

the electric system, the water and wastewater 

system, and all other projects. Nearly threequarters 

(73%) of the City’s outstanding debt 

funded electric system improvements. Water and 

wastewater projects make up another 15%, while 

all other uses account for the remaining 12% of 

outstanding debt. 

Debt Trends 

Overall Debt: Over the last decade the City’s 

outstanding debt has increased by about 14% ($85 

million). The increase is largely the result of the 

issuance of a significant amount of debt ($120 

million) in FY 2001, which was used to fund the 

conversion of one of the Electric Department’s major 

generating assets. Except for this major outlay, the 

Millions of $ 

750 

700 

650 

600 

550 


Outstanding Debt 

500 

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 

Fiscal Year 



City’s overall debt would have remained relatively 

level or declined. 

During FY 2007, total outstanding debt will remain 

relatively constant. Scheduled repayments and 

new debt will roughly offset one another. During 

FY 2008, overall debt is expected to increase by at 

least $20 million, while borrowing for electric 

system environmental remediation projects is 

expected to exceed projected debt repayments. 

Other Measures of Debt: Over the last decade, the 

Lakeland area has experienced substantial 

development and population growth. Although the 

dollar volume of debt outstanding is important, 

other normative measures, such as debt per capita 

(per person) and debt as a percentage of personal 

income, provide a more accurate gauge of an 

area’s debt burden. Debt per capita measures 

debt against the size and growth of the population 

served, by projects being financed. While debt as 

a percentage of personal income measures 

outstanding debt against an area’s ability to pay for 

projects. As shown below, Lakeland’s debt per 

capita has remained relatively flat over the last ten 

years, reaching $7,474 per person in 2006. Debt 

as a percentage of the area’s annual personal 

income has declined, dropping to 29% as of 2005 

(the last year for which data is available). As 

noted, most of the City’s debt has been incurred to 

finance electric system improvements. In other 

communities, these type of projects are financed 

through investor-owned utility companies. As 

such, any debt incurred to finance projects would 

not appear on that city’s books. If Lakeland’s 

electric system related debt is excluded from the 

calculations, debt per capita would drop to $2,046 

and debt as a percentage of personal income 

would be under 8%. 

Types of Debt 

The City’s long-term debt consists primarily of 

bonds ($652.1 million – 95%) along with certain 

loans ($32.7 million – 5%). Bonds are formal 

borrowings issued through Wall Street to investors 

under trust indentures that specify the security for 

and source of repayment for the debt. The City 

has several different types of bond debt, which are 

detailed below. The City’s loans consist almost 

exclusively of monies borrowed through various 

State programs. 

Bonds: The City of Lakeland has four distinct 

revenue bond programs which are summarized in 

the table on page C-23. Revenue debt consists of 

a promise to repay bonds from a specified revenue 

stream. In contrast, general obligation debt entails 

a promise of the “full faith and credit” of a 

governmental entity and a requirement to repay 

any such debt from all available revenues, 

including the use of the entity’s taxing power. In 

Florida, local general obligation debt requires voter 

45% 

43% 

41% 

39% 


Debt Trends 

$8,500 

$8,000 

Personal Income 

37% 

35% 

33% 

$7,474 

$7,500 

$7,000 

Per Capita 

31% 

29% 

29% 

$6,500 

27% 

25% 

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 

Fiscal Year 

$6,000 




Revenue Bond Programs 

9/30/2006 

Type 

Source of Repayment 

Amount 

Outstanding 

Outstanding 

Through 

Interest Rate 

Energy System 

Water and Wastewater 

System 

Dedicated Tax 

Capital Improvement 

Rates, fees, charges and other 

operating revenues of the 

electric system – primarily 

payments from electricity 

customers 

Rates, fees, charges (including 

impact fees) and other 

operating revenues of the 

electric system – primarily 

payments from water and 

wastewater users 

Specified taxes, including: (a) 

taxes imposed by the City on 

utility services (electricity, 

water, gas & local 

communications); and (b) 

certain tourism taxes collected 

by Polk County on behalf of the 

City 

Non-ad valorem revenues from 

any source legally available 

(not including ad valorem taxes 

on real and personal property), 

subject to availability & 

appropriation 

* includes $139.5 million of variable rate debt 

$523.3 M 2037 3.05% to 6.05%* 

65.4 M 2033 3.50% to 5.00% 

31.3 M 2022 3.50% to 4.50% 

32.0 M 2017 3.85% to 5.00% 

approval through a referendum. The City has not 

had any general obligation debt outstanding since 

1971. As shown, the overwhelming portion of the 

City’s bonds ($588.7 million - 90%) are utility system 

revenue bonds. They are user based debt: the 

bonds are issued for utility system improvements and 

repaid from the fees charged to the users of those 

utilities. 

Utility revenue bonds effect the operations of the 

relevant systems in two ways. They fund necessary 

improvements to the systems in questions allowing 

them to continue operating and producing services. 

In addition, the debt service requirements of the 

bonds are a component of cost that helps determine 

the level of fees charged. 

Loans: As noted, the City’s debt includes loans, 

primarily from the State of Florida under two 

programs. These include $19.8 million in loans 

through the Sunshine State Government Financing 

Commission for various City projects and $12.4 

million through the State Revolving Loan Program for 

wastewater projects. The security for the Sunshine 

State loans consists of a pledge of non ad valorem 

revenues similar to the City’s Capital Improvement 

Bonds. The State Revolving Loans are repaid from 

excess revenues of the wastewater system, and are 

subsidized by the State at below market rates. The 

City also has a small amount ($0.6 million) of other 

miscellaneous loans. 



Recent Debt Management 

Activities 

During FY 2006, the City issued $44.9 million of 

Energy System Revenue Bonds to fund capital 

improvements to the electric system. These 

included significant environmental remediation 

projects related to one of the City’s electric 

generating plants. In addition, the City entered into 

a hedging agreement to fix the interest rate on an 

additional $45 million of future Energy System 

Bonds Revenue. These bonds are expected to be 

issued during FY2008. 

In January 2007, the City entered into a Bond 

Warrant Agreement granting an irrevocable option 

to an underwriter which, if exercised, would cause 

the City to refund $158.6 million of its outstanding 

debt at a future date. This refunding would not 

increase the City’s related debt service payments. 

In exchange for granting this option, the City 

received an upfront payment of $7.68 million. 

During FY 2006, the City increased its borrowings 

under the State’s Revolving Loan Program by $4.4 

million. Additional borrowing under this subsidized 

loan program is expected to occur during FY 2007 

and FY 2008. 

Debt Service Requirements 

The debt service requirements for all of the City’s 

outstanding long-term debt - including both bonds 

and loans is shown on the table below. 

A more detailed explanation of the City’s debt and 

debt management activities can be found in the 

City’s Comprehensive Annual Financial Report and 

its Annual Report to Bondholders, both of which 

are available on the City’s website. 


Outstanding Debt Summary 

YEAR PRINCIPAL INTEREST 

2007 8,095,114 26,432,739 

2008 25,205,014 30,256,709 

2009 29,034,751 30,904,354 

2010 34,586,259 31,515,481 

2011 30,935,148 30,448,867 

2012 - 2016 158,748,293 126,573,664 

2017 - 2021 94,387,106 78,143,702 

2022 - 2026 70,288,920 62,223,534 

2027 - 2031 83,118,567 44,318,589 

2032 - 2036 109,930,000 21,963,102 

2037 - 2038 40,440,000 1,598,961 

TOTAL $684,769,172 $484,379,702 

TOTAL 

34,527,853 

55,461,723 

59,939,105 

66,101,740 

61,384,015 

285,321,957 

172,530,808 

132,512,454 

127,437,156 

131,893,102 

42,038,961 

1,169,148,874 


In February 1884 the Lakeland 

Improvement Company Inc. was 

created with a capitalization of $50,000 

so that streets and avenues could be 

laid out for the town’s people. 



Performance Budget ......................................................................... Section—D 

Performance Budget Overview ................................................................................... D-2 

Sample Performance Budget Page............................................................................. D-3 

Measuring Results........................................................................................................ D-4 

Key Success Indicators (KSI’s)................................................................................... D-5 

Strategic Planning & Performance Measurement Process Map.............................. D-6 

Service & Operations Strategy.................................................................................... D-7 

Fiscal Year 2007 3rd Quarter Status of Actions ........................................................ D-8 

Fiscal Year 2008 New Actions Summary.................................................................. D-22 

Outcome Pages........................................................................................................... D-24 

Process Improvement Teams.................................................................................... D-33 

Department Performance Levels............................................................................... D-34 

Program Performance Levels 

Economic and Community Development.................................................... D-47 

Community Safety ......................................................................................... D-79 

Transportation Services.............................................................................. D-105 

Legislative Activities ................................................................................... D-125 

Environmental & Utility Services ............................................................... D-135 

Cultural & Community Services................................................................. D-161 

Parks, Recreation and Properties .............................................................. D-175 

Internal Services .......................................................................................... D-189 

D-1 Fiscal Year 2008 Annual Budget

Performance Budget Overview 

Introduction 

This chapter details how we will allocate our 

resources. Based on the Strategic Plan and 

Business Plan, initiatives and programs are 

selected and assigned to departments. 

The Strategic Planning & Performance 

Measurement Process Map on page D-6 shows 

how this system is interrelated over time, and how 

the different elements work together. 

Fiscal Year 2007 Actions lists our current 

initiatives, the Outcome they support and their 

status. Fiscal Year 2008 Actions lists our new 

initiatives by Outcome and the supporting lead 

department. 

Measuring Results provides an overview of how 

the performance measurement system is reported 

and will be developed to provide results for the City 

once benchmarking data has been compiled. 

Service and Operations Strategy describes our 

existing services, ongoing and new actions. 

Department Performance Levels consists of 

significant accomplishments for each department in 

Fiscal Year 2007. 

Understanding Departmental 

Performance Budgets 

The Activity’s budget is separated into the following 

components: 

Mission Statement - the statement must identify the 

particular purpose for the activity and how it relates 

to the City’s overall mission. 

Core Services - a listing of the fundamental 

services that the activity is designed to provide. 

Organization Charts - Outline of program structure 

of the primary department and/or responsible 

division for the delivery of service within the subject 

Activity. 

The Operational and/or Public Service Levels 

indicate the volume, frequency or level of service 

provided. 

Performance Measures (KSI’s) - the City-wide 

objectives focused on program accomplishments 

that will be attained within the current year. All 

objectives are measurable by the performance 

indicators supplied. 

Each performance measure includes explicit links 

showing how objectives and their indicators are 

directly related, Outcomes and the City-wide Goals 

they support. 

New Initiatives - new services or the removal of 

existing services as they relate to the Strategic 

Plan. See Program Performance pages for a list of 

the new initiatives by Activity 

Did you know….. 

in May 1891, Harry P. Sloan, Plant 

Manager for the Lakeland Light and 

Power Company threw the switch, 

which turned on the current, and Lakeland 

was lighted by electricity for the 

first time. 

Program/Expenditure Summary - the budget for the 

Activity, summarized by program, if applicable, and 

by major category of expenditure: 

• Personal Services - salaries, overtime 

and other pay including vacation 

payment incentive, holiday pay and 

temporary wages; 

• Benefits - FICA, retirement 

contributions, health and other 

benefits; 

• Other Expenses - supplies, repairs, 

utilities, services and other costs; 

• Capital - departmental machinery and 

equipment. 


Sample Performance Budget Page 

1 

Title 

5 

Operational and/or Public Service Levels 

Indicates the department. 

2 

Mission 

The statement must identify the particular purpose 

for the Activity and how it relates to the City’s 

overall mission. 

3 

Core Services 

A listing of the fundamental services that the 

Activity is designed to provide. 

4 

Organization Charts 

Outline of program structure of the primary 

department and/or responsible division for the 

delivery of service within the subject Activity. 

Indicates the volume, frequency or level of service 

provided. 

6 

Performance Measures 

The City-wide objectives focus on particular 

program accomplishments that will be attained 

within the current year. 

7 

New Initiatives 

New services or the removal of existing services as 

they relate to the Strategic Plan. 

8 

Program/Expenditure Summary 

The budget for the Activity, summarized by 

program, if applicable and by major category of 

expenditure. 

1 

2 

6 

3 

7 

4 

8 

5 


Measuring Results 

Quarterly Performance Review 

Overview 

The City has developed a performance 

measurement and management system to align 

services and programs with the City Commission’s 

13 Outcomes identified in the Fiscal Year 2008 

Strategic Plan. The system will enable departments 

to systematically measure results and make timely 

adjustments when results fall short of expected 

performance levels. Three components make up the 

system: 

• Quarterly Actions Performance Reporting 

• Annual Key Success Indicator (KSI) 

Measurements 

• Annual Composite Index 

These elements play an important part in the City’s 

overall Business Plan, and help keep the 

organization on target. 

Future plans are underway for a Financial Trend 

Monitoring System. 

Quarterly Action Performance Reporting 

A total of 143 Actions were developed by the City’s 

operating and support departments for 2007. Each 

of the Actions are strategically aligned to the City’s 

Vision/Mission/Goals. Reporting data consisting of 

progress updates, labor hours and non-labor costs 

was accumulated on a quarterly basis. 2007 was 

the first year this information was gathered; 2008 will 

see an adjustment to the data gathered ensuring the 

information is strategic in nature and not a day-to-day 

operational task. 

The 2007 Actions are summarized beginning on 

page D-8. 

KSI Measurements 

A total of 56 performance measures or key success 

indicators (KSI’s) have been established to measure 

results achieved through services and programs 

provided by the City’s operating and support 

departments. Each of the measurements support at 

least one of the thirteen Outcomes. 2008 will be the 

first year this data is gathered, resulting in 

performance measurements that will begin to drive 

the organization on its road to efficiency and 

performance excellence. 

Composite Index 

The Composite Index will be comprised of 

indicators, carefully chosen to give an overall 

snapshot of our financial and operating results. The 

fiscal year index scores will provide data used for 

trend analysis and projections of future costs. 

Future Business Plan publications will provide 

descriptive charts for each indicator, along with 

summary information describing the current trends. 

Water Customer 

Accounts grew 

2.5% in 2006. 

New Residential 

Construction 

Permits were flat 

in 2006. 

The crime rate per 1,000 residents for 

Fiscal Year 2006 was 6% as 

compared to 6.3% in Fiscal Year 2005. 

Wastewater Customer 

Accounts grew 2.34% 

for Year. 2006. 

Warehouse/ 

Industrial Square 

Footage Permitted 

increased 129% in 

2006. 

The 2008 KSI’s are summarized on page D-22. 


Key Success Indicators (KSI’s) 

Enriched Organization Workforce (4) 

1 Training Hours for all Departments 

2 Full-time (FT) Permanent Employees Who Left 

the City 

3 Diversity of Applicant Pool 

4 Employee Job Satisfaction 

Enriched Community Workforce (2) 

1 Private & Public Average Annual Wage 

2 Educational Levels of the Community 

Sustainable Business Environment (9) 

1 Businesses Renewing Business Tax Licenses 

2 Cost of Living Index for Lakeland 

3 New FT Jobs in Lakeland 

4 Square Footage of Industrial Space/Permitting 

5 Square Footage of Office Space/Permitting 

6 Square Footage of Retail Space/Permitting 

7 Electric Utility Customer Accounts 

8 Water Utility Customer Accounts 

9 Wastewater Customer Accounts 

Informed and Engaged Employees (3) 

1 Website Hits on Internal Communication 

Mediums 

2 Participation Hours on Internal COL Advisory 

Teams & Committees 

3 Employee Satisfaction with Internal 

Communications 

Informed and Engaged Community (5) 

1 External Communication Mediums Viewed 

2 Citizen Communication Satisfaction 

3 Volunteer Hours donated to COL by Citizens 

4 Cases Logged through the Citizen Action Center 

5 Presentations to Citizen Groups 

Optimal Management of Existing Financial 

Resources (7) 

1 City’s Ability to Finance Debt 

2 Residents Perception of Economic Issues and 

Various City Services 

3 Millage Rate 

4 Wastewater Utility Rate 

5 Solid Waste Utility Rate 

6 Electric Utility Rate 

7 Water Utility Rate 

Develop New Financial Resources (3) 

1 Annual Grant Monies Received 

2 Annual Contributions & Donations to the COL 

3 Annual Contributions from New Income 

Streams 

Quality Developments (4) 

1 Median Home Price in Lakeland 

2 Home Owner Satisfaction Regarding Growth 

3 Commercial Satisfaction Regarding Growth 

4 Public Green Space Ratio 

Safe, Attractive Neighborhoods (3) 

1 Participants in Neighborhood Partnerships 

2 City Crime Rate (Part I Crimes) 

3 Code Enforcement Cases Corrected 

Quality Public Spaces (5) 

1 Citizen Satisfaction with Quality of Life 

2 Lake Water Quality 

3 Traffic Rating 

4 Roads - Level of Service Standard 

5 Miles of Sidewalk within the COL 

Superior Municipal Services (2) 

1 Citizen Satisfaction with Municipal Services 

2 Electric Service Reliability 

Support the Arts and Wellness (4) 

1 City Monies Supporting the Arts 

2 Participants Using Recreation Facilities 

3 Acres of Active Parks 

4 Miles of Walking and Bicycle Paths 

Support Education (5) 

1 COL Employees Mentoring Hours 

2 Internships/Co-op Positions with the COL 

3 School Resource Officers Hours 

4 Usage of Library Resources 

5 Partnerships Established with Educational 

Agencies 


Legend 

Box Color Purpose 

Report to Commissioners 

Quarterly Action Process 


Budget Process 

Words in red identify proposed items being added 

to the process in 2008. 


Service & Operations Strategy 

This is the first year of publication of our Strategic 

Plan established for Fiscal Year 2008. The 

Strategic Plan is updated in a workshop where the 

environmental issues impacting the City, customer 

requirements and past performance are explored. 

The resulting plan communicates the shared vision 

and direction for the City, which all subsequent 

tactical and financial planning supports. The 

thirteen outcomes identified by the City 

Commission for this strategic planning cycle are as 

follows: 






Optimal Management of Existing Financial 

Resources 


Quality Development 






While the Strategic Plan sets out the Vision, the 

Business Plan outlines tangible plans for making 

the Vision a reality. In each of the Outcome areas, 

Department Directors have developed Actions that 

will change the way the City operates in order to 

address the thirteen Outcomes and implement the 

Vision expressed in the Strategic Plan. 

A Word About Existing Services and 

Actions 

In some sections, we have highlighted Actions that 

were implemented in Fiscal Year 2007. However, 

the emphasis is on multi-year implementation and 

the evolution of existing Actions. For a complete 

list of the 2007 Actions, see page D-8. 

Unless specifically identified as a reduction in 

service, all City services will continue to be 

provided in the same high quality and timely 

manner our customers have come to expect. 

New Actions 

New Actions are chosen that will in some way 

assist us in achieving our Vision, Mission and 

Goals. We include those that we feel are 

significant contributors to supporting our Outcomes 

or that put additional demand on our resources. In 

this way, we identify the most significant actions we 

plan to take next year. For a complete list of the 

2008 Actions, see page D-22. 

For a complete list of Actions and KSI’s by 

Outcome, see pages D-24 thru D-32; and for more 

details about the services we provide and the 

performance measures we use to manage those 

services, please reference the program sections 

beginning on page D-47. 

Lake Mirror 

Lake Morton 

Fort Frasier Trail 


Fiscal Year 2007 3rd Qtr. Status of Actions 


Airport Communications Plan Continuing Establish methods to educate and inform 

both aviation and non-aviation residents of 

the Airport's ongoing and changing role 

within the community. 

Adopting new community friendly flight 

routes. Annual Report in progress. 

Benchmark Web (OCAT) 

Completed Establish a section on City website that 

provides information on City Services and 

how the City compares to other benchmark 

organizations. 

Data to be linked is being gathered by 

various departments. 

Boards and Committees 

Programs 

Completed Explore and develop citizen education and Quarterly meetings held and annual dinner 

increased involvement in the process of local concluded. 

government through the efforts of the Boards 

and Committees program. 

Citizen Survey Feedback 

(OCAT) 

City Services Student 

Outreach 

Continuing 

Continuing 

Conduct annual evaluation of city operations 

by residents using qualitative and 

quantitative social science research 

techniques showcased on City and 

employee websites. 

Explore programs to make students aware of 

City services and highlight the City as a 

possible employer. 

Citizen Survey being developed for FY08. 

Program will be initiated during the 2008 

school year. 

Customer Feedback 

Program (OCAT) 

Continuing 

Digital Divide Continuing Reduce the socio-economic differences in 

communication between those in the 

community with regular, effective access to 

digital technologies and those without. 

Provide customer survey cards at City Will incorporate OCAT's "How We Are Doing" 

Facilities and develop procedure to postcard. 

collect and respond to customer satisfaction/ 

dissatisfaction feedback. 

The cable franchise agreement is due to be 

completed by late summer in 2007. 

Lakeland Branding 

Campaign 

Completed Develop City of Lakeland branding campaign 

incorporating "Close to Everything, Away 

From It All" slogan throughout the City using 

a variety of marketing techniques. 

Campaign complete, slogan to be used going 

forward. 

Lakeland Government 

Network (LGN) 

Continuing 

Develop Lakeland Government Network as a 

media brand that includes a stand alone 

cable television station and internet webcast 

channel to encourage community spirit, 

educational progress, and local government 

support. 

Currently partnering with Polk County 

Government (PGTV) to share air time on 

Brighthouse Channel 19. A 10-year plan for 

FY08 being reviewed. 

Public Inquiry and Complaint 

Process (OCAT) 

Abandoned Standardize the complaint process in order 

to allow tracking and facilitate a process to 

assist in routing of calls to the responsive 

City agency. 

Action abandoned...task transferred to the 

Information Technology Department. 

Out- 

Strategic Plan Public 

reach (OCAT) 

Continuing 

Inform the public on initiatives aimed at 

achieving strategic goals using annual 

calendar, Lakelandgov.net and other 

pro-active techniques. 

Continuing to publish on the Intranet and the 

Internet. 

Citizen Action Center Continuing Provide a website for citizens to provide 

feedback to City officials. 

90% Complete 

Lakeland Center Community 

Marketing 

Continuing 

Develop a marketing program to increase 

awareness of the local community with 

increased attention towards developing 

events that will attract the Lakeland/Polk 

County demography. 

Significant progress with the changes within 

our Marketing plan. Email list grown by over 

50%; Hits on web page have exceeded 

100,000 for the year. Lakeland Center My 

Space page continues to grow. 

Lakeland Electric Customer 

Workshops 

Continuing 

Conduct residential customer and 

commercial educational workshops. 

Planning a seminar on new lighting and energy 

saving roof coating technologies for 

large commercial customers. 



Lakeland Electric Open 

House 

Completed Increase public participation at Open House 

event at the McIntosh Plant to allow 

community to learn about the utility. 

Held on March 31, 2007. Completed on time 

and under budget. 

Diversity Education 

(Lakeland Vision) 

Continuing 

Develop a public educational effort engaging 

the citizenry on tolerance and diversity. 

Mini-conference executed in collaboration 

with USF Lakeland's Diversity Office. Second 

Annual Multicultural Festival taking place on 

September 21st. Event will coincide with 

other multicultural-themed events from 

September 20th to 23rd. A steering 

committee is being formed. 

Diversity Education/Series 

(Lakeland Vision) 

Abandoned Develop active participation in Diversity Task 

Force to improve attitudes and respect for 

individuality through a series of events 

celebrating all cultures. 

The Communications Department has turned 

over the action item to Lakeland Vision 

(separate 2007 Action item) and all progress 

will be reported by Lakeland Vision. 

Law Enforcement Citizen 

Education 

Web Site Performance 

Measures 

Completed Educate citizens as to the Vision, Mission, 

Goals, Objectives, and operation of the 

department through citizen education 

programming. 

Continuing Promote effective communications with all 

residents and stakeholders of the City of 

Lakeland by publishing law enforcement 

monthly performance measures. 

Open House held on March 17, 2007. The 

event was well attended. 

Monthly performance measures continue to 

be posted on the department's web site. 


Emergency (Storm) 

Operations Plan (OCAT) 

Completed Add Emergency (Storm) Operations Plan 

area to website to allow employees to see 

contact and related information for 

emergency (storm) preparation. 

A section has been created on 

Lakelandgov.net so employees can access 

storm information from home and will be 

updated annually prior to June 1st. 

Employee Survey/Feedback 

Completed Conduct periodic surveys and provide 

feedback from surveys to employees via 

In-Site, Access and employee forums. First 

internal communications benchmark survey 

completed in June 2006. 

In-Site Tutorial (OCAT) Continuing Add tutorial area to InSite for common City of 

Lakeland administrative tasks. 

Action completed. Employees will be 

surveyed annually every March. 

Compiling a list of tutorials for InSite and will 

submit that list to the Communications 

Department for appropriate action. 

Organizational 

Communication Initiatives 

Strategic Plan Employee 

Forums (OCAT) 

Abandoned Explore and develop internal organization Action abandoned. 

communication methods by incorporating 

new initiatives as well as those suggested by 

the Organization Communication Advisory 

Team (OCAT) using a variety of internal 

communication techniques. 

Continuing 

Establish monthly meetings between City of 

Lakeland Department Heads/Directors and 

their respective workgroups, e.g., brown-bag 

lunches, to discuss how their department 

aligns to the City Strategic Plan (City 

Manager's office representative will attend 

one meeting annually. 

The annual employee meetings in addition to 

the coordination of the monthly employee 

meetings for City Management (i.e. “field 

meetings” where City Management talks to 

employees on their job sites) are the 

responsibility of the Communications 

Department. 

Suggestion Box (OCAT) 

Continuing Develop a campaign promoting the 

Suggestion-Box program using intranet 

InSite, Access newsletter and other 

proactive tools of communication. 

Monthly values are highlighted in ACCESS 

newsletter. Nominations for employees who 

are exemplifying values are received on 

InSite and entered in a random drawing for a 

gift card. 

Values Campaign (OCAT) Continuing Develop campaign to promote values 

throughout City organizations; (i.e., badges, 

posters, employee meetings, etc). 

Campaign officially kicked off in April. Videos 

posted on InSite. 



360 Degree Performance 

Reviews (OCAT) 

Continuing Implement a 360 degree feedback process 

and enforce the mandatory, annual review/ 

Personnel Performance Review (PPR) 

process for all employees. 

Awaiting settlement of Human Resources 

Functions to determine where this Action will 

be housed. 

Organizational Values 

(OCAT) 

Employee Information Kiosks 

(OCAT) 

Completed Develop organizational values to connect 

Vision and Mission to the Strategic 

Operating Plan. 

Completed Facilitate placement of information kiosks in 

each department for employees to access. 

Values developed and highlighted monthly. 

Installed kiosks in various locations. 

Voice-Over-Internet Protocol 

(VOIP) 


Medical Corridor Plan 

Work Education and 

Internship Partnerships 

Abandoned Implement Voice-Over-Internet Protocol Abandoned due to lack of funding. 

System for City operational departments 

providing open platform for multiple end-user 

equipment, voice mail replacement, and 

network consolidation and efficiency of 

capital and operational expenses. 

Continuing Develop Medical District Master Plan in partnership 

with stakeholders including Watson 

Clinic and Lakeland Regional Medical 

Center; this is a real estate master plan to 

address uses, buildout and creation of a 

larger more dense medical district. 

Continuing Conduct activities with educational and 

business partners to target increased 

participation from employees in educational 

and internship opportunities to increase the 

number of technical and highly-skilled 

individuals available in the workforce. 

Through the Acquisition and Relocation 

Assistance Pilot Program, the Mid Town CRA 

has been able to commit to providing three 

homeowners with assistance. 

Point of Delivery Agreement established 

enabling Barry Univeristy to provide courses 

toward a Bachelor's of Public Administration 

using our Police Department community 

room. In exchange, our employees can 

receive a 20% discount in tuition and can use 

CityU training toward college credit. 

Lakeland Electric Power 

Academy 

Continuing Develop power academy with area schools 

to attain a skilled workforce. 

Interviews of Power Academy Coordinator 

currently underway. Recommendation to 

relocate the site of the academy closer to the 

academic facilities was accomplished. Hosted 

Tenorac High School principal, facility planner 

and curriculum coordinator on three tours of 

Lakeland Electric's work area. 


Airport Training Program 

Continuing Establish an ongoing training program in 

Airport operational areas to promote and 

ensure the safety of airport personnel and 

airport users. 

Met with other airport operators to determine 

best practices at the lowest cost for 

continuing operational education. 

Advanced Life Support (ALS) 

Service 

Continuing 

Provide Advanced Life Support (ALS) level 

service from all fire stations requiring 

paramedic training and certification status 

and necessary equipment. 

Six firefighter paramedic students are 

scheduled to graduate in September. 

Following ambulance ride time they will be on 

the street in November. A priority dispatch 

system has been identified and we are 

working with the Lakeland Police Department 

(LPD) to implement. 

Technical Rescue Team 

Continuing Upgrade Technical Rescue Team to Urban 

Search and Rescue Team Standards by 

9/30/2008 through procuring equipment and 

conducting requisite training. 

672 hours of training in confined space 

operations, vehicle machinery rescue, and 

rope rescue were completed during the 3rd 

quarter. 

Career Development 

Opportunities (OCAT) 

Continuing 

Educate employees about positions' 

qualifications, eligibility and certification in 

concert with employment needs where there 

will be high turnover and therefore career 

and promotional opportunities. 

Continued participation in Career Caravan 

days. Sharing of the Retirement Eligibility 

results with the Civil Service and Pension 

Board. 



College Partnerships 

Continuing Work closely with area schools and colleges 

to develop special class offerings for City of 

Lakeland Employees. 

Completed discussions with Barry University 

about having special classes utilizing the 

COL Training Center and other COL 

resources. New Bachelors in Public 

Administration courses to begin soon. 

Employee Recognition/ 

Reward Programs 

Abandoned Facilitate and promote inter-departmental 

development and utilization of employee 

recognition/reward programs. 

In the planning stage. 

Employment Manual 

Employment Webpage 

Completed Implement uniform method to provide new Efforts were coordinated between Civil 

employees information beyond orientation; Service and Benefits. Employee packets 

i.e., benefits package, City University, were expanded to provide employees with 

Employee Assistance Program, Retirement more information in their orientation packets. 

Planning and also including the City's Vision, 

Mission, Strategic Goals and Values. 

Continuing Revise the assessment services webpage to 

provide more helpful information for job 

applicants, current employees, and 

interested citizens. 

Ready to present to Director for review and 

then make appropriate changes to current 

website. This item should be accomplished 

before the next quarterly update. 

Exit Interviews and 

Strategies (OCAT) 

Continuing Conduct exit interviews, consolidate 

information and provide information to City 

management on a quarterly basis. 

Converted pen and paper questionnaire to 

online survey software. In process of piloting. 

Questionnaire will begin to be 

administered immediately and report issued 

at the end of this quarter. 

Hiring Toolkit 

Leadership Training (OCAT) 

Continuing Develop toolkit for assisting hiring authorities 

with recruitment process 

Survey for Department Heads (DH), Senior 

Management and other hiring authorities has 

been prepared. Will be administered during 

third quarter. This survey will identify the 

areas needing to be addressed with toolkit. 

Continuing Establish a requirement that Department All supervisory job descriptions were 

Head incumbents complete at least 15 hours reviewed and minimal supervisory/leadership 

of Leadership/Management Education per training requirements, via the appropriate 

year. 

CityU training Level, were added. Tools to 

assist individuals in identifying and tracking 

their training needs were enhanced. 

Pension Benefit Structure 

Performance Evaluation 

Process 

Completed Structure a competitive retirement benefits 

package to attract and retain specific highly 

skilled market segments. 

Continuing Pilot a new performance evaluation model 

incorporating pay for performance and 360 

degree evaluation principles and 

implementation of employee performance 

goals and measurements. 

Tthe Retirement System as a whole has 

completed an entire valuation cycle with the 

newly hired actuaries. The Employees' 

Pension Board adopted new actuarial 

assumptions, including an update of the 

mortality tables. 

Meetings were held with the Police and Fire 

performance evaluation monitoring 

committees and/or representatives to 

address needs and problems during the 2nd 

quarter of the pilot. Feedback on the process 

lead to several process improvements. 

Promotional Certification 

(OCAT) 

Completed Establish a requirement that candidates 

selected for promotions witin the City of 

Lakeland possess the requisite CityU 

certification level, or obtain same within a 

twelve-month period. 

Added CityU to specific job descriptions as a 

requirement. 



Recruitment/Hiring Process 

Review (OCAT) 

Continuing Conduct process analysis and development Process review completed for Civil Service/ 

project in an effort to improve the recruitment Recruitment portion. Areas left for review 

and hiring process as well as a checklist/ include Employee Relations and Timekeeper 

process to coordinate system information portions. Six areas identified for significant 

when employees are hired or change improvement in Civil Service Sections. 

positions, departments, divisions, etc. 

Retention Strategies 

Continuing Focus efforts on retainment strategies for 

new and longer term employees, as well as 

for highly competitive jobs in the market. 

Updated Civil Service information with new 

pay-study data, reviewing parameters 

relating to Deferred Retirement Option Plan 

(DROP) impact and possible changes to 

DROP plan (in progress), generating new 

employee section on InSite for FAQ's. 

Time Management 

Curriculum (OCAT) 

Continuing Add mandatory Time Management Class First class was held on June 7th, 20 students 

into City University curriculum for Levels I, II, enrolled and attended the class. Two 

and III. 

sessions scheduled in the first quarter of 

FY08. Classes will be offered in the months 

of January, March, May and July of FY08. 

Workforce Diversity 

Campaign 

Lakeland Electric Leadership 

Development Plan 

Law Enforcement Annual 

Awards Ceremony 

Benefits Summary Booklet 

Continuing Launch a comprehensive multi-faceted 

approach to sensitizing and educating 

workforce on diversity issues with cultural 

diversity class becoming mandatory for all 

employees by FY08. 

Continuing Develop and implement plan to address 

aging workforce issues. 

Completed Conduct a department-wide annual awards 

program in recognition of the achievements 

of law enforcement personnel. 

Completed Develop a booklet of benefits that would 

provide a brief summary of coverages 

available to City employees. 

Beginning in August the first of a series of 

articles about diversity and diversity issues 

will be placed in ACCESS. The goal is to 

have an article addressing a Diversity issue 

every other month. 

City Manager approved actions to address 

many "At Risk" positions. Progressive pay 

plans are being developed for several key 

positions. Work Force Planning & 

Development Team Leads are working 

through positions for knowledge capture and 

transfer. 

Awards ceremony held in February. 

1) The pension, employee relations and 

health/life benefits information prepared for 

newly hired employees was consolidated to 

streamline the orientation process, with the 

goal of reducing confusion experienced by 

new employees. 

Employee Wellness Clinic 

Continuing First year's implementation cost to provide 

an on-site alternative for City employees to 

handle minor emergencies and injuries, as 

well as preventive health maintenance. 

Wellness Clinic's Grand Opening will be 

August 3, 2007 

Safety Training Records 


Small Aircraft Transportation 

System (SATS) 

Completed Maintain Safety training records in a central All training scorecards from both Safety Fairs 

location so that each employee can access conducted this year have been added to the 

their own training history and determine what centralized database. 

classes they need in order to be in 

compliance with their department's 

requirements. 

Continuing Establish the small aircraft transportation 

program with a goal of achieving an active 

and expanding role in this new aviation 

transportation system. 

We renegotiated and executed the final 

contract with DayJet for on-demand 

pay-per-seat transportation services from 

Lakeland Linder Regional Airport. 



USF Lakeland Research/ 

Commerce Park 

Continuing 

Explore potential of related research 

business/industry park development 

opportunities to expand employment and 

community tax base. 

One obstacle to on time development of the 

USF Campus at Williams DRI was funding for 

Pace Road and this was addressed by the 

legislature but unfortunately no appropriation 

was made by Florida Dept of Transportation. 

However, additional options may be 

considered. 


Revenue Expansion 

Abandoned Develop public/private initiatives to enhance 

City's revenue capacity. 

Abandoned in 2nd quarter, will be redefined 

in 2008. 


Aircraft Rescue and Fire 

Fighting (ARFF) Vehicle 

Continuing Acquire an Aircraft Rescue and Fire Fighting 

(ARFF) vehicle to help increase the level of 

aviation safety and to promote new business 

development. 

Took delivery of the Aircraft Rescue and Fire 

Fighting vehicle. Held discussions with Police 

and Fire and began revision of operational 

and emergency operations manuals. 

Auxiliary Air Services 

Aviation Marketing Plan 

Impact Fee Study 

Continuing Investigate the costs and benefits of 

establishing scheduled charter air taxi 

service for passenger and/or cargo service. 

Continuing Implement a three-year contract for 

consultant-based marketing plan to expand 

aviation and aviation-related industries and 

operations. 

Continuing Complete and implement the results of new 

Impact Fee Study to be undertaken by a 

consultant to evaluate fire protection, law 

enforcement and parks. 

Prepared for and conducted an initial meeting 

with other airports to discuss charter 

proposal. 

Continued the ongoing process coordination 

with the Economic Development Consultant; 

continued pursuit of other developments. 

The City Commission has not taken action on 

the recommended impact fees for fire, law or 

parks per the completed fee studies. Some 

delay was due to the need for the City to 

ascertain what type of property tax revenue 

cuts would be passed by the legislature. 

Defined Contribution 

Retirement Program 

Continuing 

Analyze retirement plans for possible 

expansion of defined contribution form of 

benefits. 

Consideration should be directed towards the 

retirement health insurance issue. Costs for 

maintaining have been identified. 

Financial Benchmarks 

GFOA "Distinguished Budget 

Award" 

Not Started Develop financial benchmarks for all 

municipal operations and services. 

Continuing Attain Government Finance Officers 

Association Distinguished Budget Award 

through adaptation of City budget as an effective 

policy-making, communications, 

financial, and operational tool. 

No progress made in 3rd quarter due to 

budget planning priorities as a result of 

proposed property tax cuts. 

Modeling budget format using Coral Springs 

Budget as a template. FY08 Budget will be 

submitted for award. 

Procedural Documentation 

(OCAT) 

Process Improvement 

Program (OCAT) 

Program-Based Revenues 

Continuing Establish and facilitate inter-departmental Procedural documentation has been included 

process to develop written documentation for in the Process Improvement Advisory Team 

distinct or unique positions and operational (PIAT) proposed methodology. The 

functions. 

methodology is being presented to City Management 

on July 23, 2007. 

Continuing Implement a process improvement program 

throughout the organization. 

The PIAT has developed a City-wide process 

improvement methodology. The 

methodology includes a department 

consisting of internal resources and includes 

employee mentoring and training, project 

team management, department-team and 

employee assistance, communications, 

reporting and recognitions. 

Abandoned Develop and implement a methodology to Abandoned in 2nd quarter, no update 

recover the cost of municipal services that required. 

are being financed from general tax 

revenues; providing an improved process for 

matching revenues to programs. 



Proprietary Funds Efficiency 

Study 

Not Started Evaluate historic subsidies across funds and 

develop an action plan with the goal of 

minimizing any subsidies. 

A policy will be written to identify those funds 

that will be subsidized by the end of the 4th 

quarter. 

Revenue Policies 

Strategic Planning Execution 

Client Services Incentive 

Program 

Continuing Establish written policies defining City Revenue Sources document designed. 

revenue sources and adapting administrative 

guidelines to National and State benchmark 

standards where appropriate. 

Continuing Develop key success indicators (KSI's) 

aligned to Outcomes of City's Vision and 

Strategic Goals and execution through a 

system and structure to integrate budgetary 

planning with performance management. 

Continuing Develop an incentive program in order to 

increase sales and financial return on facility 

and equipment rentals. 

Key Success Indicators identified and 

presented to City Manager and Department 

Heads. 3 Performance Management System 

Vendors made presentations to the SOAT. 

Based on budget constraints, will continue to 

develop the program but hold off on initial roll 

out until later in 2008. 

Lakeland Center Renovation 

Continuing Improve the aesthetic appearance and 

readiness of the Lakeland Center. 

Arena renovation is 85% completed. 

Distribution Reliability 

Improvement 

Continuing 

Install additional distribution line switches to 

improve power restoration flexibility. 

Four switches have been installed in 

association with distribution circuit upgrades. 

Electric Cost of Service Rate 

Study 

Completed Evaluate existing tariffs and contracts for 

offering equitably allocated and competitive 

rate structures for all customer classes. 

Phase III of the project completed. 

Electric Production 

Benchmarks 

Street Lights Inventory 

Continuing Implement and develop strategies for Production formed a Process Improvement 

continuous improvement in energy 

team to reduce the high number of pending 

production as recommended by the Navigant work orders. To date, the work order backlog 

Study. 

has been reduced from over 2,000 in May, 

2006 to 800 as of June, 2007. 

Continuing Develop an inventory of street lights within No progress was made as a student intern 

the Electric Service territory, including an was not available until July. Very little 

assessment of the un-recovered capital costs progress is expected the fouth quarter with 

for each unit. 

the resource's limited availability. 

Parks and Recreation 

Operation Streamline 

Continuing Reduce third party and internal expenses 

while streamlining operational process. 

The Food and Beverage Operations have 

been completely reviewed during the third 

quarter. We are in the process of updating 

the final procedural changes that we will be 

implementing during the fourth quarter. 

Energy Efficiency Program 

City Property Value 

Database 

Continuing Implement enhanced energy efficient The Trane Company has developed the 

equipment including Heating Ventilation and computer model of the Lakeland Electric 

Air Conditioning, plumbing, lighting and other Administration Building and has been running 

electrical components for City of Lakeland time of day and season schedules on the 

facilities by studying one major facility each HVAC, Electrical and Plumbing components 

year. 

within the building. Trane is in the final 

analysis stage of study. 

Completed Implement database to keep track of new Property Appraisal report now available 

City buildings, expansions and demolitions to online utilizing Assetmaxx software. Provides 

ensure no lapse in insurance coverage by numerous reports including insurance, 

adding, revising or deleting values as accounting transactions, system building and 

needed. 

adhoc. 

Disaster Response Training 

Continuing Expand focus of disaster response plan to 

include all disasters, either natural or 

man-made. 

Hurricane Plan has been completed and 

distributed to various departments. Plans' 

name changed to Emergency Operations 

Plan (EOP). 




Airport Infrastructure 

Development Plan 

Continuing Develop an implementation plan for 

proposed infrastructure development 

projects. 

Issued contract, held initial meetings on 

preliminary cost estimates and the impact on 

sub-task priorities. 

Airport Master Plan 

Airport Security Access 

Systems 

Runway 5-23 Rehabilitation 

project 

Continuing Revise the master plan and airport layout 

plan to reflect the timing of capital projects. 

Continuing Install and implement additional measures of 

security required by current regulations. 

Continuing Complete the reconstruction of Runway 5-23 

to include new Precision Approach Path 

Indicators (PAPIs) on runways 5 and 23. 

Continued meetings with the Airport advisor/ 

consultant, awaiting notification from the 

Federal Aviation Administration on future 

grant funding. 

The contractor installed additional door 

access controls on the temporary fire station/ 

tower building. 

The FAA allowed grant budget underruns to 

be utilized for mandated revisions in airfield 

markings and runway striping. Completed the 

engineering agreement and bid package. 

Annexation Impact Analysis 

Continuing Evaluate future annexations to incorporate 

the goal of achieving enhanced community 

development and municipal services for 

affected residents within the subject area. 

The process for developing an Annexation 

Impact Analysis has slowed with the 

uncertainties created by this year’s heavily 

debated property tax reform. The tax reform 

may reshape Lakeland’s annexation outlook. 

City staff continues to evaluate the cost 

impact and feasibility. 

Built Environment 

Sustainability 


Process 

Abandoned Review planning development and design 

standards to ensure every new development 

is sustainable and enhances the City's built 

environment. 

Continuing Complete fully automated development 

submission and review process for 

commercial site plans and subdivision plats. 

This Action being merged with the Planning, 

Development and Design Standard action 

item. 

Pending the Subdivision Review Team's 

proposed changes. 

Fiscal Impact Analysis Model 

Garden District Plan 

Continuing Develop a computerized fiscal impact 

analysis model that will allow financial and 

operational analysis to be conducted for 

selected development proposals. 

Continuing Continue to implement the Garden District 

Plan and publicize related zoning 

amendments to encourage high-value 

residential reinvestment in this central city 

neighborhood. 

The Florida Legislature has delayed required 

financial feasibility analyses until Dec. 2008 

per House Bill (HB) 7203. The State 

continues to work on a revised computerized 

fiscal impact model spreadsheet program. 

Lime Street two-way project completed. 

Orange Street and Lake Avenue four-way 

stop completed. Work continues on private 

structures including rehabilitation of former 

Garden Club building and the conversion of a 

residence into an office. 

Municipal Sign Ordinance 

Review 

Continuing Submit recommendations to the City Discussions occurring between LDDA, City 

Commission regarding changes to sign ordinance 

that are being proposed by the Cham- 

owners with the intent of resolving before 

staff, the Chamber and downtown business 

ber of Commerce. 

year end. 

Planning, Development and 

Design Standards 

Continuing 

Review planning, development and design 

standards to ensure non-traditional housing 

development can be pursued to 

accommodate international, transnational 

and creative class residential interests. 

A consultant’s proposed scope of work was 

prepared for the Commercial Design Review 

Guidelines project. 

Sector Planning 

Continuing Implement a transition from the development 

of individual neighborhood plans to a more 

comprehensive sector planning approach. 

A public survey was developed; A plan was 

developed to get information regarding the 

sector planning effort in front of the public, 

including on the web. Staff-level meetings 

were held. 



Site Plan Review 

Continuing Reorganize and automate the Site Plan 

Review and Subdivision Plat submission 

process. 

Incremental improvements continue to be 

made to the process. The new permit center 

conference room provides a much needed 

“home base” for the Development Review 

Team. 

Subdivision Plat Review 

Process 

Continuing 

Reorganize existing subdivision plat review 

process, update the Land Development 

Regulations relating to the review and 

approval of subdivision plats, then automate 

the review process. 

The Subdivision Review Team (SRT) 

continues to draft proposed revisions to the 

subdivision regulations. The revisions 

include redefining the preliminary and final 

plat stages and making major changes to 

sections regarding construction performance 

guarantees. 

Transportation Plan 

Continuing Update the Transportation Element in the Staff developed a detailed scope of work for 

Comprehensive Plan to identify priority the project with the help of Purchasing. This 

improvement projects encompassing scope was issued in May, 2007, and sent to 

traditional roadway, transit, aviation and rail five consultant firms on the City's continuing 

projects, coupled with the development of an contract list. Three firms responded with 

exceptional system of non-vehicular written proposals and two firms short-listed. 

facilities. 

Lakeland Downtown 

Redevelopment (LDDA) 

Continuing 

Implement redevelopment plans for the 

Lakeland Downtown Development Authority 

(LDDA) expansion areas. 

The draft Disposition and Development 

Agreement between the City of Lakeland, the 

Lakeland Community Redevelopment Agency 

and Feltrim Developments has been 

submitted to the Feltrim Developments Team 

for their review. A total of $8,274,684 has 

been spent. 

Kelly Recreation Complex 

Expansion 

Landscape Projects Facility 

Regional Police Services 

Edgewood Drive Extension 

Lime Street Two-way 

Conversion 

North Lakeland Stormwater 

Improvements 

Continuing Design and construct additional recreational 

space to accommodate programming 

demands. 

Abandoned Expand beautification efforts by establishing 

a facility in south Lakeland in order to 

de-centralize and improve support for 

landscaping projects. 

Continuing Develop and implement a plan for regional 

distribution of police services to obtain 

optimal efficiency of police resources, 

personnel, and services in transition to 

regional sub-stations. 

Continuing Complete the extension of Edgewood Drive 

from South Florida Avenue to Harden 

Boulevard. 

Continuing Complete conversion of Lime Street 

between Florida Avenue and Ingraham 

Avenue into a two-way street. 

Continuing Complete the North Lakeland master plan 

stormwater improvements project. 

Straughn Trout was selected as the architect 

for this project. They are currently surveying 

the facility and completing a building 

analysis. Program/class study meetings are 

scheduled. 

This action has been abandoned. 

A meeting was held on May 17, 2007 to 

examine the detail proposals for department 

reorganization to support the regionalization 

plan. Further analysis of the alternatives 

continues at this time. 

The right-of-way maps have been modified to 

accommodate the phasing of this project. 

The Design/Build criteria package is close to 

completion and will be ready for advertising in 

August. It is still our goal to move forward 

with right-of-way acquisition. 

The Public Works Department completed the 

improvements of turning radii of Lime Street 

between Ingraham Ave. and Massachusetts 

Ave. and converted this Phase 1 segment 

into two-way traffic. We are in the process of 

acquiring the last two pieces of right-of-way. 

Basin A - Design 95% complete. Application 

submitted to SWFWMD for a permit. Legal 

descriptions being prepared for needed 

easements. Construction specifications being 

prepared. Basin B - Design 90% complete. 

The consultant is inquiring for an exemption 

from SWFWMD. 



Sleepy Hill Road Widening 

Continuing Complete the widening of Sleepy Hill Road 

from 2 lanes to 4 lanes. 

The project is substantially complete. The 

new roadway is fully operational and only a 

few items remain to be addressed by the 

contractor. Waiting on street lighting to be 

installed. 

Waring Road Extension 

Continuing Complete the extension of Waring Road from 

Old Medulla Road to West Pipkin Road. 

Right-of-way acquisition is moving forward. 

The eminent domain case will be filed late 

Summer. 

English Oaks Force Main 

Construction 

Continuing Expansion of the Southwest Wastewater 

Collection and Transmission Systems in a 

timeframe to address anticipated growth. 

The Parkway Authority has tentatively 

approved submittal. Staff is currently 

arranging meetings with the Florida 

Department of Transportation (FDOT), Polk 

County, and City of Lakeland Right-Of-Way 

(ROW) agents. Black & Veatch has 

submitted 90% of plans for review. 

Northeast Wellfield Permit 

Process 

Northside Chlorine Contact 

Chamber (NCCC) and 

AutoThermophilic Aerobic 

Digestion (A-TAD) 

Construction 

Continuing Complete the water use permitting process to 

obtain additional supply which in turn will 

allow continual growth in the greater 

Lakeland area. 

The administrative hearing has been delayed 

until August 2007. 

Completed Ensure treatment capacity is available for The Northside Chlorine Contact Chamber 

future development and increase the rating of construction has been completed. A 

the plant with construction to meet Florida purchase order has been issued for 

Department of Environmental Protection AutoThermophilic Aerobic Digestion (A-TAD) 

(FDEP) permit requirements. 

chamber. Construction is scheduled to begin 

in Fall 2007. 

Southwest Irrigation Utility 

Continuing Develop an alliance with Polk County Utilities 

and area municipalities to share information 

and develop alternative water resource and 

reuse strategies. 

Negotiations with Polk County continue. 

Water Balance Study 

Water Transmission Mains 

Not Started Complete Water Balance study to adequately 

prepare for projected near and long-term 

growth demands. 

This project is on hold pending approval of 

our Water Use Permit. 

Continuing Expand the Southwest Water Transmission An outside engineering firm has been hired to 

System in a timeframe to address anticipated update the hydraulic model and size new 

growth. 

water mains. 

West Lakeland Wasteload 

Reduction Facility (WLWRF) 

Continuing Complete design, permitting, financing and 

construction of proposed Wastewater High 

Strength Pre-Treatment Plant. 

Bids have been received. Low bid was 

approximately $17 million. Staff is awaiting 

direction from City Administration. 


Downtown Streetscape 

Program 

Continuing Design and construct new streetscape 

projects in the Downtown as funds are 

budgeted and projects are identified. 

Public Works (PW) Engineering obtained the 

FDOT permit for the construction of the Pilot 

Bank streetscape on Florida Avenue. 

Construction will be scheduled once 

easement agreement is received from the 

Pilot Bank property owners. 

In-Fill Housing 

Continuing Consider additional programs to incentivize 

the development of in-fill housing and 

expand the availability of varied housing 

types for new residents including streamlined 

approval; waivers of impact and other fees; 

changes in traditional zoning standards; 

The Lakeland Community Redevelopment 

Agency (LCRA) is in the process of initiating 

a master plan for the Parker Street Target 

Area. Model Block Homebuyer Assistance 

Program is being tested. The LCRA is also 

working on an in-fill housing incentive 

program to encourage builders. 

Lot Acquisition Program Continuing Pursue the acquisition and recycling of 

vacant and abandoned lots into the private 

housing market. 

Outside attorney is finalizing quiet title 

lawsuits and will issue title insurance to the 

City on said lots. 



Metro-Lakeland Housing 

Study 

Continuing Utilize the Metro-Lakeland Housing Study to 

directly influence housing initiatives in ways 

that enhance and implement Community 

Redevelopment Area (CRA) and 

Neighborhood Improvement Plans. 

The Lakeland Community Redevelopment 

Agency continues to move forward with the 

recommendations of the Metro Lakeland 

Housing Study. 

Fire Services Expansion Continuing Expand fire rescue services in southwest 

Lakeland through the design and 

construction of a new fire station, and the 

hiring of new personnel also trained in 

aircraft rescue and firefighting. 

ARFF truck was delivered and driver training 

has been completed. Temporary Airport 

station was opened June 4th and is currently 

being staffed 24 hours a day, 7 days a week. 

Private Area Lighting 

Continuing Provide electric commercial and residential 

customers with a means to add lighting to 

premises. 

115 private area lights were installed the 3rd 

quarter. 

Neighborhood Association 

Coalition Meetings 

Brick Street Policy 

Continuing Empower residents to address neighborhood 

safety concerns through activities of the 

Neighborhood Association Coalition (NAC). 

Continuing Create a new City Brick Street Policy to 

allow property owners to petition for 

conversion of asphalt streets to brick streets 

and to share the cost for the upgrade. 

The third quarter Neighborhood Association 

Coalition (NAC) meeting was held. The 

discussion focused on the department's 

Hispanic Outreach Program and the recent 

classes conducted by the NAC involving 

human trafficking and the Neighborhood 

Emergency Action Team. 

The City Manager's office is reviewing the 

proposed Brick Street Policy. 

City-wide Sidewalk Program 

Continuing Implement the City-wide sidewalk program 

including planning, budgeting, designing, 

permitting, obtaining needed rights of way, 

construction and maintaining the existing 

sidewalks. 

The City received favorable support of the 

New Jersey Road sidewalk project and 

began the construction in June 2007. We 

received a Notice to proceed from Federal 

Department of Transportation (FDOT) for the 

construction of the sidewalk improvements 

project. 


Cultural Assistance Trust 

Fund 

Completed Develop $2 million Trust Fund producing 

financial support for community programs. 

Annual transfer complete; next transfer in 

2008 with final transfer in 2011. 

Art in Public Places 

Continuing Encourage continued placement of public art 

as recommended by the Public Art 

Committee. 

8th Annual Lemon Street Sculpture Show 

selected and installed in partnership with The 

Polk Museum of Art. Unveiling held in April. 

Lake Mirror Masterplan 

Construction 

Library Facilities Expansion 

Neighborhoods Beautification 

Continuing Construct Lake Mirror Park and facilities 

elements including North Promenade, 

Longreen, The Mirrors, pedestrian 

connection from the Iowa Street garage to 

the promenade, Main Street Overlook, and 

renovation of the Lake Mirror Center. 

Continuing Expand and improve Library facilities and 

services in response to community 

partnerships and identified needs. 

Continuing Landscape and beautify neighborhoods in 

collaboration with neighborhood 

associations. 

The remainder of the Lake Mirror project is 

out to bid. The Lake Mirror Renovation has 

been put on hold, due to costs, until the rest 

of the project bids come in. 

Build-out of E-library space at Lake Miriam 

Square continued during third quarter. 

Flooring issues and late arrival of lights for 

stack areas have held up opening. Staff 

trained and working at the Main Library until 

opening. 

The Martin Luther King Beautification Project 

has been completed. The Memorial 

Beautification project is pending irrigation well 

installation. Federal Department of 

Transportation (FDOT) Beautification Grant 

for Memorial Blvd from Wabash to I-4 

Intersection received. 



Parks and Trail Services 

Expansion 

Continuing Expand Parks facilities and services 

pursuant to adoption of Parks and Trails 

Master Plan. 

Parks Impact fee workshop held with City 

Commission in April further action pending. 

Teneroc land swap pending state approval. 

Jackson Park Renovation is substantially 

complete. 

Lake Gibson Southwest 

Drainage Basin Project 

Continuing 

Complete construction of a series of 

stormwater treatment facilities in the 

southwest drainage basin to Lake Gibson. 

Conceptual Design is complete and a 

meeting was held with Public Works, the 

consultant, and the Water Management 

District. 30% of plans are in progress. The 

City received a $113,666.88 reimbursement 

from the SWFWMD per the cooperative 

funding agreement for the Watershed 

Management Plan. 

Lake Hollingsworth Westside 

Treatment Strands Project 

Continuing Complete construction of stormwater Significant public feedback was received 

treatment retention strands between the path regarding the proposed project subsequent to 

and the lake on the western side of Lake staking the easements for appraisal services. 

Hollingsworth. 

An update presentation was given to the City 

Commission. An alternatives analysis is 

underway, by Moduss Engineering, to 

investigate best management practices. 


Fire Services Benchmarks 

Continuing Establish best practices benchmarks and 

report activity using those measures by 

participating in the Florida Benchmarking 

Consortium. 

Initial phase of benchmarking completed. The 

Lakeland Fire Department (LFD) is fully 

participating in the Florida Benchmarking 

Consortium. 

Clean Air Act Improvements 

Customer Satisfaction 

Surveys 

Continuing Meet necessary requirements for compliance Low NOx Burners/Overfire Air System: 

to Clean Air Interstate Rule. 

Installation of low NOx burners and overfire 

air system was completed on 5/18/07. 

Testing and tuning is currently underway. 

Selective Catalytic Reactor (SCR): Sargent & 

Lundy continues design work under 

Engineering Services Contract. Contract to 

supply catalyst for SCR awarded to Haldor 

Topsoe, Inc. Bids received to furnish ID Fan 

Modifications. 

Continuing Conduct residential customer satisfaction Conducted residential customer satisfaction 

surveys maintaining a rating of 85% or above survey during the month of April with a result 

and conduct commercial customer 

of 84%. Next survey is scheduled for month 

satisfaction surveys semi-annually maintaining 

a rating of 80% or above. 

satisfaction survey scheduled for 

of July. Next Commercial customer 

October. 

Fleet Program Benchmarks 

Road Repair and 

Stormwater/Drainage 

Maintenance Benchmarks 

Continuing Participate in the development of a Fleet 

repair performance measures benchmark 

tool that participating government agencies 

will be able to utilize. 

Continuing Participate in the development of a road 

repair and stormwater/drainage benchmark 

tool that can be used by all participating 

government agencies. 

Information meeting held in late April. 

Discussions started to determine what 

measurements will be used. 

The data is being cleaned up and will be 

ready next quarter for review. We will look at 

data submitted by Tallassee and Gainesville 

to benchmark with as these two cities are 

similar geographically and demographically. 

Purchasing & Central Stores 

Process Improvement 

Completed Work towards achievement of The Florida 

Association of Public Purchasing Officers 

(FAPPO) 2006-07 Award for Excellence & 

Best Practice in Public Procurement, which 

recognizes local agency contributions to the 

public purchasing profession. 

"Award for Excellence & Best Practice in 

Public Procurement" for 2006-07 was earned 

by Purchasing in April 2007. 




USF Campus Development 

Continuing Play active role in master planning and 

development of proposed USF campus to 

encourage meeting the educational and 

workforce development needs in concert with 

the High Skills Initiative. 

The City Attorney's office called a meeting on 

May 25th with various city officials and USF 

representatives. Utility, park, road, transit 

and other infrastructure and service issues 

(re: cost, maintenance authority etc) were 

discussed. 

Lakeland Electric School 

Programs 

Continuing Visit local schools promoting utility programs, Made presentations to 3 classes and 

electrical safety and conservation. 

attended 4 community events 

Community Center Computer 

Program 

Continuing Partnership with Polk County School Board 

to supply computer training to residents at 

community centers. 

Classes concluded in May with the end of the 

school year, and we are hoping to be able to 

replace the last 13 computers by the end of 

the budget year. Summer Tutoring classes 

currently have access to this lab. Contracted 

instructors provide assistance to participants. 

Support the Arts, Wellness and Recreation 

Imperial Symphony 

Partnership 

Continuing Work with the Imperial Symphony towards 

developing a joint grant application with the 

Community Foundation in order to develop a 

funding source that will provide additional 

arts programming for the Lakeland Center 

and the Community. 

No action during the 3rd quarter. The 

Symphony is reviewing budget concerns for 

07/08. 

Lakeland Center Community 

Partnerships 

Continuing Develop a partnership with local artists We are evaluating the potential for 

(through Polk Cultural Arts Board) in order to Community grant support in order to develop 

showcase local artists work on an on-going the concept further. We hope to work with the 

basis through public art displays. 

Polk Museum in order to move this forward 

during the 4th Qtr. 



Fiscal Year 2008 New Actions Summary 

Outcome Action Title Purpose of Action End Dept 


Lakeland Electric Power 

Academy 

Develop a power academy with area schools 

to attain a skilled workforce. 

FY2008 


Employee Appreciation 

Program 

Incorporate an employee appreciation 

program with annual City Manager 

meetings. 



Expand succession 

planning efforts by 

identifying departmental 

needs and internal 

plans, as well as 

developing plans for a 

second city-wide 

succession planning 

program group for 

FY10. 

Identify departments' succession planning 

needs citywide, and determine with them if 

their internal plans are sufficient to meet 

those needs. If not, work with them to 

improve their plans. Also, identify 

competencies to aid in developing plans for 

them. 


Human 

Resources 


COL Website Upgrade Upgrade COL website with new features 

including ability to create electronic mailing 

list. 



Monthly News Show - 

LGN 

Produce a monthly segment that provides FY2008 

newsworthy topics of interest to our residents 

including an in-depth look at how our City 

departments operate as well as the latest 

events in the City of Lakeland. 


Help the Homeless 

Develop and implement 10-year plan to end 

homelessness in Lakeland. 




Provide Electronic 

Messaging Upgrade in 

Emergency Operations 

Center for Improved 

Overall Internal 

Communication 

Between All City EOC 

Stations 

Earn the 2007-08 

National Purchasing 

Institute for 

Achievement of 

Excellence in 

Procurement Award for 

the City's Purchasing 

Department. 

1) Finish upgrade of Emergency Operations 

Center with installation of electronic 

messaging system. 

2) Target noise-reduction strategies for the 

EOC room and apply to process/system. 

Building on the achievement of the Florida 

Association of Public Purchasing Officers 

2006-07 Award for Excellence & Best 

Practice in Public Procurement Award by the 

Purchasing Department, work toward 

attainment of the 2007-08 National 

Purchasing Institute Award of Excellence. 



Risk 

Management 

Risk 

Management 


Fiscal Year 2008 New Actions Summary 

Outcome Action Title Purpose of Action End Dept 


Comprehensive Review Develop questionnaire to distribute to City 

of Current City Safety managerial staff for input regarding safety 

Operational Plan concerns and/or suggestions. Identify the 

main issues to be addressed and mitigate 

other issues before they become a concern. 


Risk 

Management 

Reduction of Employee 

Health Care Plan's 

Large Loss Claim Costs 

Related to Emergency 

Room Visits & Hospital 

Admissions 

Identify high risk preventative medications for FY2008 

diabetes, asthma & cardio-vascular 

conditions & place them on the first tier of the 

City's prescription drug 

Risk 

Management 

North American Electric 

Reliability Corporation 

Meet necessary requirements for compliance 

to NERC. 



Electric Generation 

Improvements 

Electric Production 

Organizational 

Improvements 

Unit 5 Reliability 

Improvements 

Prepare Airport Rates 

and Charges Document 

Financial Trend 

Monitoring System 

Provide reliable, cost effective and 

environmentally compliant electric 

generation. 

Develop and implement processes for 

continuous improvement. 

Install system improvements and upgrades to 

increase unit availability. 




Perform a comprehensive review of regional FY2008 

market rates and charges of airports of 

similar size and infrastructure level and 

prepare a formal rates and charges 

document that will promote competitive rates. 

Research and move forward with the implementation 

of a Financial Monitoring System. 




Airport 

2008 Performance 

Excellence 


Clean Air Act 

Compliance 

Meet necessary requirements for compliance 

to Clean Air Interstate Rule (CAIR). 

FY2009 



Electric Customer 

Satisfaction Survey 

Advanced Metering 

Infrastructure (AMI) 


community programs 

Conduct residential satisfaction surveys 

quarterly; maintaining a rating of 85% or 

above. Conduct commercial customer 

satisfaction surveys semi-annually; 

maintaining a rating of 80% or above. 


Conduct pilot project to demonstrate further FY2008 

and investigate the implementation of AMI for 

automated electric power metering and 

remote electric service reporting and control. 

Visit local schools and attend community FY2008 

events promoting utility programs, electrical 

safety, and conservation. 

D-23 Fiscal Year 2008 Annual Budget 



Lakeland Electric


Ongoing Actions 

Technical Rescue Team 

(2007, 2008) 

Lead Department: Fire Department 

Upgrade Technical Rescue Team to Urban Search and 

Rescue Team Standards through procuring equipment 

and conducting requisite training. 

Advanced Life Support (ALS) Services 


Lead Department: Fire 

Provide Advanced Life Support (ALS) level service from 

all fire stations requiring paramedic training and 

certification status and necessary equipment. 

Employee Recognition/Reward Program 


Lead Department: Human Resources 

Facilitate and promote inter-departmental development 

and utilization of employee recognition/reward programs. 

Performance Evaluation Process 



Implement the Performance Evaluation/Pay for 

Performance process to all City departments and 

prepare for a FY09 beta year rollout. 


2008 Goal 

1 Training Hours for all Departments 23.69 hours per FTE 

2 

Full-Time Permanent Employees 

Who Left the City 

3 Diversity of Applicant Pool 

65% of Certification display 

adequately diverse candidates 

4 Employee Job Satisfaction 134 total rating out of 216 

New Actions 

Lakeland Electric Power Academy 

Lead Department: Lakeland Electric 

Estimated Expenses: $110,000 

Develop a power academy with area schools to attain a 

skilled workforce. 

Employee Appreciation Program 

Lead Department: Communications 


Incorporate an employee appreciation program with 

annual City Manager’s meetings. 

Succession Planning 


Estimated Expenses: $500 

Identify departments’ succession planning needs Citywide 

and determine with them if their internal plans are 

sufficient to meet those needs. Work with departments 

to improve their plans and identify competencies to aid in 

developing next steps. 





1 Private & Public Average Annual Wage $33,914 

2 Educational Levels of the Community 85% 



USF Lakeland Research/Commerce Park 


Lead Department: Community Development 

Explore potential for related research business/industry 

park development opportunities to expand employment 

and community tax base. 



1 Businesses Renewing Business Tax License 80% 

2 Cost of Living Index for Lakeland 98 

3 New Full-Time Jobs in Lakeland 600 

4 Square Footage of Industrial Space/Permitting Retain 1,026,285 sq. feet 

5 Square Footage of Office Space/Permitting Retain 215,483 sq. feet 

6 Square Footage of Retail Space/Permitting Retain 457,159 sq. feet 

7 Electric Utility Customer Accounts 2.51% 

8 Water Utility Customer Accounts 1% Increase 

9 Wastewater Utility Customer Accounts 1% Increase 





1 Website Hits on Internal Communication Mediums 

2 

Participation Hours on Internal COL Advisory Teams 

& Committees 

>202k hits on Insite and >86k views 

on Ask City Management 

Increase employee participation in 

internal advisory teams and 

committees. 

3 Employee Satisfaction with Internal Communications ≥67% Very Satisfied/Satisfied 

New Actions 

Achievement of Excellence in Procurement 

Award 

Lead Department: Risk Management 


Attain the 2007-08 National Purchasing Institute’s 

Achievement of Excellence in Procurement Award. 

Provide Electronic Messaging Upgrade in 

Emergency Operations Center (EOC) 



To finish the upgrade of the EOC and target noisereduction 

strategies. 




1 Annual Grant Monies Received $14,381,145 

2 

Annual Contributions & Donations to City of 


3 Annual Contributions from New Income Streams 

$275,655 

Implement a survey of services 

recovered through a user charge 

(versus taxes) by other cities and 

determine opportunities. 




Citizen Survey Feedback 

Lead Department: Communications Department 

Conduct annual evaluation of City operations by 

residents using qualitative and quantitative social science 

research techniques showcased on City and employee 

websites. 

Customer Feedback Program 



Provide customer survey cards at City facilities and 

develop procedures to collect and respond to customer 

satisfaction/dissatisfaction feedback. 


1 External Communication Mediums Viewed 

2 Citizen Communication Satisfaction 

3 

Volunteer Hours Donated to the City of Lakeland by 

Citizens 

4 Cases Logged through Citizen Action Center 

New Actions 

Community Diversity Inclusion 

Lead Department: Lakeland Vision 

Develop a public educational effort engaging the citizenry 

on diversity and inclusiveness. 


>5,493 hits on Video on Demand and 

>12,783 hits on the City Commission 

Agenda/Calendar 

Develop a benchmark that 

measures the citizen satisfaction of communication 

methods used by the City. 

18,100 hours 

Implement a Citizen Action Center on the 

City’s website that will log and track 

citizen action items. 

5 Presentation to Citizen Groups ≥70 presentations 

Monthly News Show - LGN 



Produce a monthly segment that provides newsworthy topics 

of interests to our citizens. 

City of Lakeland Website Upgrade 



Upgrade COL website with new features. 

Help the Homeless 



Develop 10-year plan to end homelessness in 

Lakeland. 





Client Services Incentive Program 


Lead Department: Lakeland Center 

Develop an incentive program in order to increase sales 

and financial return on facility and equipment rentals. 

GFOA “Distinguished Budget Award” 


Lead Department: Finance 

Attain Government Finance Officers Association 

Distinguished Budget Award through adaptation of City 

budget as an effective policy-making, communications, 

financial and operational tool. 

Aviation Marketing Plan 


Lead Department: Airport 

Implement a three-year contract for a consultant-based 

marketing plan to expand aviation and aviation-related 

industries and operations. 

Auxiliary Air Services 



Investigate the costs and benefits of establishing 

scheduled charter air taxi service for passenger and/or 

cargo service. 

Procedural Documentation 



Establish and facilitate an inter-departmental process to 

develop written documentation for distinct or unique 

positions and operational functions. 

Process Improvement Program 



Implement a process improvement program throughout 

the organization. 



1 City’s Ability to Finance Debt 

2 

Residents Perception of Economic Issues and 

Various City Services 

3 Millage Rate 

4 Wastewater Utility Rate 

5 Solid Waste Utility Rate 

6 Electric Utility Rate 

7 Water Utility Rate 

Achieve average underlying bond ratings 

of A+ within two years on electric utility 

bonds and maintain no less than AA– 

ratings on our water/wastewater bonds. 

Implement a benchmark that measures 

public perception of economic issues 

facing the City. 

Maintain millage rates below state-wide 

average. 

Reflect at or below comparable utility 

rates with other cities. 



Reflect at or below comparable (non-fuel) 

utility rates with other cities. 





Financial Resources (cont’d) 

New Actions 

Airport Rates and Charges Document 



Perform a comprehensive review of regional market 

rates and charges of airports of similar size and 

infrastructure level and prepare a formal rates and 

charges benchmark document that will promote 

competitive rates. 

Unit 5 Reliability Improvements 


Estimated Expenses: $6,847,000 

Install system improvements and upgrades to increase 

unit availability. 

Review City Safety Operational Plan 



Develop questionnaire for managerial staff regarding 

safety concerns and/or suggestions and develop plan to 

address issues. 

Electric Production Organizational 

Improvements 



Develop and implement processes for continuous 

improvement. 

Reduction of Employee Health Care Plan’s 

Large Loss Claim Costs Related to ER Visits 

and Admissions 



Identify the most commonly used preventative medicines 

and work to place them on the first tier of the City’s 

prescription drug plan. 

North American Electric Reliability Corporation 

(NERC) Compliance 



Meet necessary requirement for compliance. 

Electric Generation Improvements 


Estimated Expenses: $23,500,000 

Provide reliable, cost effective and environmentally 

compliant electric generation. 

Develop Financial Trend Monitoring System 

Lead Department: City Manager’s Office 


Research and move forward with the implementation of a 

Financial Monitoring System. 



1 

City/Dividend Contributions Supporting the 

Arts 


Establish a trust fund equal to $2 million 

2 Participants Using Recreation Facilities 433,287 Participants 

3 Acres of Active Parks 430.9 total Acres 

4 Miles of Walking and Bicycle Paths Increase paved paths by 1 mile 




Southwest Irrigation Utility 

Lead Department: Water Department 

Develop an alliance with Polk County Utilities and area 

municipalities to share information and develop 

alternative water resource and reuse strategies. 


Regional Police Services 


Lead Department: Police Department 

Develop and implement a plan for regional distribution of 

police services to obtain optimal efficiency of police 

resources, personnel and services in transition to 

regional sub-stations. 


1 Median Home Price in Lakeland $196,000 

2 Home Owner Satisfaction Regarding Growth 

3 Commercial Satisfaction Regarding Growth 

4 Public Green Space Ratio 

Establish a 50% satisfaction rating from 

homeowners regarding growth and 

infrastructure related issues. 

Implement a survey that measures 

business and commercial satisfaction 

regarding development, infrastructure and 

amenities. 

Maintain a public space ratio of .120 

acres/resident 



Neighborhood Association Long-Term 

Strategic Alignment 


Lead Department: Police Department 

Empower residents to address neighborhood safety 

concerns through activities of the Neighborhood 

Association Coalition (NAC). 

Downtown Streetscape Program 



Design and construct new streetscape projects in 

downtown as funds are budgeted and projects are 

identified. 



1 Participants in Neighborhood Partnerships 4,625 

2 City Crime Rate (Part I Crimes) Reduce City crime rate below prior year. 

3 Code Enforcement Cases Corrected 72.1% of all cases 





1 Citizen Satisfaction Rating with Quality of Life 85% Satisfaction Rating 

2 Lake Water Quality 

Implement a benchmark that measures 

public perception regarding lakes and 

quality of life in Lakeland. 

3 Traffic Rating Reduce crashes by 1% 

4 Roads - Level of Service Standard 

Local Streets ≥70 

Collector Roads ≥80 

5 Miles of Sidewalk within City of Lakeland 218.59 miles 



USF Campus Development 



Play an active role in the master planning and 

development of the proposed USF campus to encourage 

meeting the educational and workforce development 

needs in concert with the High Skills Initiative. 



1 City of Lakeland Employees Mentoring Hours 296 hours 

2 

Internships/Co-op Positions with the City of 


15 interns at 7,200 hours 

3 School Resource Officer Hours 11,200 hours 

4 Usage of Library Resources Circulation: 685,000 

5 

Partnerships Established With Educational 

Agencies 

9 Partnerships 




Road Repair and Stormwater/Drainage 

Maintenance Benchmarks 


Lead Department: Public Works 

Participate in the development of a road repair and 

stormwater/drainage benchmark tool that all participating 

government agencies will be able to utilize. 

Fleet Program Benchmarks 


Lead Department: Public Works 

Participate in the development of a fleet repair 

performance measurements benchmark tool that all participating 

government agencies will be able to utilize. 


1 Citizen Satisfaction with Municipal Services 

2 Electric Service Reliability 


Implement a benchmark that will measure 

overall citizen satisfaction of municipal 

services. 

*SAIDI: 128 

*CAIDI: 78 

*System Average Interruption Duration Index (SAIDI): Measures the total annual power outage duration 

(in minutes) for the average customer. Customer Average Interruption Duration Index (CAIDI): 

Measures the average restoration time (in minutes) experienced by the customers who had service 

interruptions. 

New Actions 

Electric Customer Satisfaction Survey 



Conduct quarterly residential satisfaction surveys with 

the goal of maintaining a satisfaction rating of 85% or 

above. Also conduct semi-annual commercial customer 

satisfaction surveys with the goal of maintaining a 

satisfaction rating of 80% or above. 

Lakeland Electric Community Programs 



Visit local schools and attend community events promoting 

utility programs, electrical safety and conservation. 

Advanced Metering Infrastructure (AMI) 



Conduct pilot project to demonstrate and investigate the 

implementation of AMI for automated electric power 

metering and remote electric service reporting and 

control. 


Process Improvement Teams 

Introduction 

Fiscal Year 2008 brings the implementation of a, 

new to the City of Lakeland (COL), process 

improvement methodology to be further refined and 

consistently trained throughout the City. This 

methodology will use the train-the-trainer approach 

to ensure each COL employee is subjected to and 

empowered by the process improvement culture. 

This methodology was developed by the Process 

Improvement Advisory Team (PIAT) and based on 

many improvement methodologies (Kaizen, 

Deming, DMAIC and several Corporate plans). 

Although the COL has taken part in projects 

involving process improvement, this will be the first 

formalized City-wide methodology. 

The new methodology will be used to identify those 

processes that define each department’s Core 

Services. Once those processes are identified, the 

methodology will be used to ensure cost 

effectiveness and efficiency. In addition to this 

top-down approach, when the annual 

Stakeholder’s Group Meetings or Citizen Surveys 

indicate that customer requirements have 

significantly changed or when performance 

measures show that a service or delivery system 

needs improvement, a process improvement team 

will be convened. If the issues warrant, the team 

will be a Cross Functional Process Improvement 

Team with representatives from the departments 

that own, support or are stakeholders in the 

process. 

All City teams will follow a defined process 

beginning with identifying and refining the problem 

statement based on initial research and data 

gathering. The problem is analyzed through 

flowcharting and reviewing more detailed data on 

the process. Additional data are collected as 

needed. The team uses the data to form a 

hypothesis on what component(s) of a process is 

underperforming and how customers react to the 

hypothesis. More data are gathered to explore the 

best ideas. When the team is clear on “what is 

broken,” solutions are generated. The best 

solutions are tested, refined and then implemented 

through an action plan. Stakeholders and 

customers are consulted in all phases. The team 

develops measures to monitor results and uses the 

results to develop further refinements. 

In addition to the high profile Process Improvement 

Teams, cross functional teams and departmental 

teams do research to improve performance. 

These team efforts may be part of a routine cycle 

of review, in reaction to stakeholder or customer 

input (complaint data), or because of Key Success 

Indicator (KSI) performance data that suggests an 

improvement is needed. 


Department Performance Levels 

Each of the City’s departments develop a work plan 

and new initiatives based on the current Strategic 

Plan. The Business Plan then summarizes the new 

initiatives and the Performance Budget summarizes 

the resources allocated to each Activity and the 

performance measures negotiated to define 

acceptable results. The Program section of this book 

(beginning on page D-46) gives a brief overview of the 

Program Area summaries. It’s accompanied by a 

sample performance budget page with numbered 

explanations. 

Significant Accomplishments 

for Fiscal Year 2007 

City Manager’s Office 

The Fiscal Year 2007 Budget was funded without an 

increase in the current 3.545 ad valorem tax rate 

supporting a General Fund Budget of $87,198,792. An 

estimated actual comparison of revenues to 

expenditures projects a net surplus (deficit) for the 

year of $5.75 million. For the balance of the Total City 

Budget of $587,346,815, various rate increases in 

electric, water, wastewater, solid waste, recreation 

fees, golf fees, and impact fees were considered over 

the course of the fiscal year to provide sufficient funds 

to support operations, staffing and other resource 

requirements. We will end Fiscal Year 2007 within 

budget across all funds. 

In Fiscal Year 2007, a number of significant financial 

and organizational issues impacted the City, notably 

the Wholesale Power Supply Agreement with the 

Florida Municipal Power Agency (FMPA). The FMPA 

agreement that was originally executed in 2000 for a 

10-year term for the provision of up to 100 megawatts 

of power was structurally flawed by not affording 

Lakeland Electric the ability to adjust fuel costs at 

levels sufficient to compensate the utility for its actual 

costs. The FY 2007 FMPA projected losses, through 

July, are $82.4 million coupled with an additional $9.9 

million for the remaining term of the contract. In 

response to the projected losses over the term of the 

agreement, the City Commission adopted a strategy 

which involved considerable cost reductions and 

controls within the operating budget of the Lakeland 

Electric Enterprise Fund including a reduction of the 

utility’s dividend to the General Fund. The reduced 

dividend approach was funded through capital project 

deferments and the use of reserves. Additionally, 

5.5% of Lakeland Electric’s authorized positions were 

targeted as personnel freezes estimated at $2.3 million 

in annual savings. 

Fiscal Year 2007 also reflected the organization’s 

response to the unprecedented rate of growth. The 

2000 Census reported Lakeland’s population at 78,452 

while Lakeland’s 2007 population is estimated to be 

93,428, according to the University of Florida’s Bureau 

of Economic and Business Research, a 19.1 % 

increase from the last Census. The Community 

Development Department indicates over 8,850 new 

residential units are in various permitting stages that 

are expected to be completed over the next five years. 

As such, it is expected that the City will attain a 

population of over 100,000 well before the original 

target of 2010. The record growth continues to place 

strains throughout the organization as employees 

strive to respond to site plan reviews, building permit 

applications and inspections, maintain an expanding 

system of utilities and roadways, and provide service 

for expanded facilities and programs in response to the 

growing population. 

The organization completed and implemented a 

Classification & Compensation Study for general 

employees during Fiscal Year 2007. The Study was 

designed to position the City of Lakeland’s 

compensation practices at levels consistent with 

markets in which we compete for retention of 

personnel and for attraction of new employees. The 

City previously addressed competitive compensation 

issues with unionized personnel in the Police and Fire 

Departments through the negotiation of multi-year 

Collective Bargaining Agreements with the Police 

Benevolent Association and the International 

Association of Fire Fighters. 

We continued the City’s Strategic Planning Initiative to 

attain the City Commission’s adopted Vision, Mission 

and Goal Statements aligned to outcomes, strategies, 

action items and the annual budget. In 2007, we 

developed City Values and kicked off the Values 

Campaign connecting employee performance 

expectations to organizational activities as well as 

developed Outcomes, Strategies and Key Success 

Indicators (KSI’s) measuring the overall success of our 

organization in addressing our customer’s needs. 

Values and KSI’s will conscientiously assist us in 

making improvements to ensure those needs are met. 



City Manager’s Office (cont’d) 

Based on the KSI’s, departments will begin to capture 

data and measure these indicators in 2008. Using that 

2008 KSI data, the citizens will begin to see the 

dissemination of this information and benchmarking 

against comparable cities. This is a significant 

accomplishment and will continue in the forthcoming 

years with greater enhancements and connectivity. In 

addition to the KSI’s, the Strategic Plan document and 

Business Plan document have been formalized and 

prepared for distribution. Through the 3 rd quarter, of 

the 143 strategic actions reported, 20 were completed, 

111 were in progress and only 12 were not started or 

abandoned. 

Based on Property Tax Reform, the total tax rate for 

Fiscal Year 2008 will decrease by $0.2508 mills. 

We’ve been able to accomplish this and balance the 

Budget by placing a soft-freeze on hiring; freezing the 

spending levels on operating and maintenance costs 

at 2007 amounts; and deferring the funding for some 

major capital improvement projects to later years. 

Police 

The Lakeland Police Department (LPD) reduced a 

shortage of sworn officers in the uniform patrol 

divisions by hiring civilians to take the place of officers 

currently assigned to administrative duties and 

redeploying those officers to the field. 

The department continued studying the concept of a 

regional command structure to meet the challenges 

posed by increases in both population and land area of 

the City as well as achieving greater effectiveness, 

efficiency, and accountability in the command 

structure. 

Continued to nurture our partnership with various 

neighborhoods in Lakeland through the Neighborhood 

Association Coalition (NAC). Emphasis shifted from 

tactical issues, better handled by the Neighborhood 

Liaison Officers, to more strategic issues encouraging 

and empowering the neighborhoods to work with us 

and take a more active role in their safety and security. 

Refocused the Targeted Areas of Concentration (TAC) 

process, Lakeland Police Department’s version of 

COMPSTAT, through more frequent meetings to 

respond even more quickly to the rapidly-changing 

crime trends in the City. 

Continued to serve our citizens through the 

Community-Oriented Policing (COP) philosophy. 

Utilized the concept of Problem-Oriented Policing 

(POP) to focus on and more effectively respond to 

specific issues in the City. 

Continued support of the athletic, mentoring and 

tutoring activities of the Police Athletic League (PAL). 

Through both support from the City and private 

donations, a bus and a van were acquired and being 

used to support all three parts of the league. 

For the second year in a row the K-9 Unit claimed the 

4-man Team Trophy at the United States Police 

Canine Association (USPCA) Trials in Marion County. 

Three LPD officers placed in the top ten scores for 

individual handlers in the patrol dog competition. 

Developed and implemented a strategic roadway 

safety plan to proactively respond to the significant 

increase in traffic fatalities within the City in 2005 and 

2006. 

Continued the process of recruiting qualified minority 

and protected class employees to ensure the 

department’s diversity reflects that of the City it serves. 

Did you know….. 

In 1885 the City fulfilled one of its first 

priorities of instilling law and order when 

the town built its first jail. Named for its 

first occupant the jail was promptly called 

the “McDemerott House.” 

Our latest class of recruits reflects the following efforts: 

1 Black male, 1 Hispanic male, 1 Hispanic female, and 

1 White male. Overall department levels are 82% 

White, 12% Black, 5% Hispanic, and 1% Other. 



Airport 

Airport Fire Station (#7) opened with a 24 hour 

Airport presence operating a new Aircraft Rescue 

and Firefighting Vehicle. Air Traffic Operations at 

the Airport were up 33% in FY07. The Airport 

Minimum Standards for Commercial Operators 

document was completed and approved by the City 

Commission and we have updated and published a 

Federal Aviation Administration (FAA) approved 

Airport Emergency Operations Plan. 

Several FDOT/FAA Grant projects have been 

completed or are nearing completion. Including the 

installation of new security fencing and access 

control systems on the Airport and the re-striping of 

Runway 9/27, taxiways G, F and associated ramp 

areas. The striping and fencing projects will open 

up a taxiway and provide heightened security on 

the field. 

The Airport hosted the following successful onairport 

events: The annual Sun ‘n Fun Fly-in, the 

Florida Jets and Top Gun international Radio 

Controlled aircraft events, Wings ‘n Things, the 

Beechcraft Pilot Proficiency Program and the RV 

Aircraft Fly-in. 

Our maintenance/operations staff installed PAPI 

(Precision Approach Path Indicator) Systems on 

Runways 5 and 23 and two additional lighted 

windsocks. These light units and wind indicators 

will enhance safety for landing aircraft. 

Polk Community College (PCC) has signed a lease 

to operate out of the former Keiser College 

building. The Airport, PCC and Sun ‘n Fun have 

engaged in a joint effort to bring aviation related 

training to the airport and the community. Other 

new leases include an office lease with Publix that 

will initially add an additional 17,000 square feet; 

and a 105-room Hilton Garden Inn with full service 

restaurant and conference center. Land lease was 

negotiated to be constructed on the front out parcel 

of the LLRA Terminal Building. The new hotel is 

projected to be open in the last quarter of 2007. 


• Filled the remainder of senior management 

team positions. 

• Completed an Integrated Resource Plan (IRP) 

revision and initiated a detailed risk analysis. 

• Completed and implemented a full revenue 

requirements rate change. 

• Successfully modified our gas hedging 

program without disruption. Engaged The 

Energy Authority (TEA) to serve as both 

consultant and financial hedge fund 

implementation agent. 

• Initiated a workforce plan and established a 

Power Academy with the Polk County School 

Board. (Opens August ’08). 

• Unit 5 improved operation to a 90% plus 

availability. 

• Completed a major outage of Unit 3 on-time 

and within budget. 

• Initiated changes in plant performance to meet 

Clean Air Interstate Rule (CAIR) requirements. 

• Completed a business continuity plan. 

• Conducted a review and prepared to meet new 

North American Electric Reliability Corporation 

(NERC) compliance rules. Florida Reliability 

Coordinating Council (FRCC) Audit will be 

December, 2007. 

• Initiated a new conservation program for FY08 

implementation. 

• Reduced permanent Table of Organization to 

628 full-time equivalents (FTE’s). 


Completed the first experience study of the 

Retirement Plans, resulting in installing and testing 

new actuarial assumptions with a go-live date of 

October 1, 2007. Renegotiated the Deferred 

Compensation Plan Agreement to eliminate the 

two-tier interest formula to the Fixed Account that 

was causing the members significant concerns. 

Initiated an educational investment program for the 

Municipal Employee Pension Board in preparation 

of redesigning its portfolio in hopes of improving 

investment returns to the System. Replaced the 

Investment Consultant for the Police Supplement 

Pension Fund and currently reviewing a redesign 

of the Plans Asset Allocation and Investment Policy 

to improve investment returns on the portfolio. 

Implementing a security lending program for the 

City Pension Plan that should bring in $100,000 to 

$150,000 in extra revenue to the Fund. 




Parks 

The following capital improvement projects were 

completed: Jackson Park Renovation, Martin Luther 

King Jr. Boulevard Beautification, US 98 Memorial to 

8 th St Beautification, Allen Kryger Park, Lake Bonny 

Boardwalk/Fishing Pier, and Hanger II Kitchen 

Renovation. 

Current projects in design, development or 

construction are: Lake Mirror Master Plan elements 

including The Mirrors, Long Green, North Promenade, 

Main St Overlook Park and the Railroad Pavilion, 

Freedom Park, Common Ground and Cypress Youth 

Sports Complex, Memorial Blvd Phase III & IV 

Beautification, I-4 & 98 Interchange Beautification, I-4 

Memorial Blvd Interchange Beautification and I-4 

Kathleen Interchange Beautification. 

Spring training with the Detroit Tigers was a record 

year. Parking proceeds increased 40% and 

attendance increased 16%. 

Public/private partnerships prospered in 2007 resulting 

in private donations equating to $4,668,000 for park 

land and park development. The Kaleidoscope Public 

Art project raised $585,000 for Common Ground 

Inclusive Playground, exceeding the projected financial 

goal by 67%. A Donation of 33.33 acres of park land 

provides the opportunity to reduce the sports field 

deficit identified in the Parks, Recreation & Trails 

Master Plan. 

Recreation 

The projected 14% increase in recreation patron usage 

is on target for 2007. Implementation of a computer 

facilities rental program for the Lake Mirror Center has 

been successful and will be expanded to include most 

park and recreation rental facilities providing a central 

point of service to facilitate customer rentals. The 

parks and recreation website continues to provide 

improved community outreach, usage increased by 

39% in 2007. 

Current design development for expansion of the Kelly 

Recreation Center will provide additional space to 

accommodate increased customer usage and program 

opportunities. 

Libraries 

Library services continued to strive to maintain the 

highest customer survey satisfaction rating of all city 

services. 

Capital improvement projects this year expanded 

library facilities size by 14%. The renovated and 

expanded youth services rooms contributed to an all 

time monthly high of circulation materials in June. 

E-Library construction and opening (July) with 

assistance from Polk County Library Co-op in Lake 

Miriam Shopping Plaza improves customer access and 

is anticipated to push circulation of library resources 

beyond the projected 3% increase. 

Library services expanded offerings in 2007 with 

inclusion of free online video download service 

available to library card holders. 

Cemeteries 

Tree canopy improvements were made to the 

cemeteries this year with the award of an Urban 

Forestry Grant provided through Florida’s Division of 

Forestry’s Urban & Community forestry Grant 

Program. This grant enabled removal of failing trees, 

trimming of hurricane damage and planting of 309 new 

trees in Oak Hill, Roselawn, Lakeview & Tiger Flowers 

cemeteries. 

Cleveland Heights Golf Club 

Capital improvements to the golf club include 

renovation of golf course restroom facilities, clubhouse 

bar renovations and new carts. 

Golf fees increased 3.5% over prior year even with 

2.1% reduction in rounds due to increased 

competition, merchandise sales increased 6% over 

prior year and sales per round golf fees increased 8%. 

Food and beverage service was revamped; menu 

changes were made to maximize kitchen operation 

and food delivery. Prior year revenues were sustained 

with the addition of Traps, a small seafood restaurant, 

which operates in the lounge. 



Employee Relations 

We graduated 140 employees through City University 

in FY07; 137 CityU classes were offered, to which 

1,864 employees attended. We established 4 college 

partnerships (Keiser, University of Phoenix, Barry 

University and Polk Community College) enabling our 

employees to use their CityU credits toward college 

credit hours. We initiated the 3 rd Certified Public 

Manager class, the 2 nd all COL class, in May of 2007 

with the Police Department as sponsors. We launched 

the Pay for Performance pilots in Police and Fire on 

1/1/07 for their union positions, using the Fire Dept. 

model as the example for the rest of the City to follow. 

We placed 7 Municipal Interns within FY 07. Two of 

our staff were Sterling Examiners during FY07. Two 

teams of employees have reviewed and rewritten 

seven policies and have submitted them to 

management for approval. Support has been provided 

for every major City department during the year. The 

support has included: internal communication, testing, 

and training. Addition of Stakeholder Group input to 

Strategic Planning Process & Development of Key 

Success Indicators for the organization. COL Values 

rollout to employees using posters, videos, Access, & 

InSite. Submittal of FY06 data to the Florida 

Benchmarking Consortium for all eight service 

categories (Code Enforcement, Fire/Rescue, Human 

Resources, Planning/Growth Management, Policing, 

Parks and Recreation, Road Repair, & Stormwater/ 

Drainage Maintenance). Initial selection of COL 

measures for these same service categories plus 

selection of benchmark jurisdictions (Gainesville, Palm 

Bay, Tallahassee, Coral Springs, Cape Coral, Sanford, 

Palm Coast, & Polk County). 

Civil Service 

Civil Service has continued with efforts to update and 

standardize tasks while engaging in reform measures 

through fresh interpretations of our responsibilities per 

the City Charter. Our internal goals are to reduce the 

average number of days it takes to fill positions while 

making the interface easier for internal customers. We 

have continued to work with IT to develop an updated 

version of our application importer tool. This tool 

relieves staff of data input tasks for applications 

submitted electronically; electronically submitted 

applications make up approximately 70% of all 

applications we receive. Additionally, we have 

participated in the Human Resources consolidation 

study; a final report was released in mid August. 

Lastly we have revamped several portions of our 

website and are currently in the process of reviewing 

how to best service our internal customers with a 

recruiting “toolkit”. 

Information Technology 

The Network Administration team met all system 

performance measures for network and server 

availability. All core network switches were upgraded 

to further improve system availability and Phase I of 

the Business Continuity Plan was completed. The 

team was able to purchase refurbished replacement 

network communications equipment providing a 

savings of over $50,000 to the City. 

Telecommunications improved and diversified the 

network system path to the Macintosh plant. This 

resulted in improved reliability and protection against 

possible system outages. This was accomplished in 

conjunction with the Network Support group in an effort 

to further improve our overall network reliability. 

Without the need for additional funding, the wireless 

network has been upgraded to broadband 

performance. In addition to higher performance 

access to criminal justice systems, this has allowed for 

timely virus protection. Virus protection has allowed 

for email and internet access for officers in the field. 

Email access reduces a significant amount of officers’ 

time spent daily coming in to the station to deal with 

email, which is important communication for teams that 

work different shifts and days off. The internet 

continues to grow as a prime method to research 

information and for agencies to collaborate on public 

safety needs. 

Internal Audit 

During fiscal year 2007, the Internal Audit Department 

completed its substantial commitment to the external 

auditors in the completion of the City of Lakeland’s 

annual CAFR audit. The department performed an 

extensive review of GPS application utilized by Public 

Work’s Solid Waste Division. The department is 

assisting in the establishment of the supplies and 

materials inventory for Pubic Work’s Construction and 

Maintenance Division as well as the controls and 

procedures surrounding the inventory. The 

department is also assisting the Electric Department’s 

T & D Division in a review of their controls, procedures 

and reconciliation processes surrounding the 

inventory. The Internal Audit Department completed 

all of the preliminary work, compliance testing and the 

preparation of the permanent files for the upcoming 

audit of the City of Lakeland’s four CRAs. 



The Lakeland Center 

Over the past year the Lakeland Center has 

increased revenue by $516,000. This increase 

continues a trend over the past three years that 

results from an effort to develop quality events as well 

as ensure we are recouping costs at a level sufficient 

to cover expenses. This was accomplished while 

actually experiencing a decrease in total events as 

well as total event days for the three Lakeland Center 

facilities. 

The relationship with the Florida High School Athletic 

Association continues to expand with the renewal of 

the Girls Volleyball Championship through 2009. 

The first phase of the overhaul of Jenkins Arena was 

completed with a refinished look for the backstage 

area, including the locker rooms, the offices, function 

rooms and the main arena. The Basketball floor was 

refinished with new colors as well as inclusion of the 

Publix logo (our major sponsor). 

We renegotiated marketing agreements between the 

Lakeland Center and Publix, Coca-Cola and Lakeland 

Electric. We established several new entertainment 

opportunities including; The Lakeland Comedy Series 

and Classic Albums live. 

Completed the audit requirements associated with 

state and federal assistance awarded to the City by 

the state of Florida and FEMA with respect to the 

2004 hurricane season. There were no findings or 

disallowed costs. 

Locked in the reinvestment rate on approximately 

$148 million of federal securities that will mature in 

large increments thru January of 2009 using a series 

of forward starting, fixed receiver investment 

swaps. This will result in a more laddered 

reinvestment of the working capital portfolio of the 

City at approximately 5 percent yield for average 

maturities of less than 5 years. 

Converted the accounting for code enforcement and 

special assessment liens from paper-based records 

to the City’s enterprise-wide utility billing system. To 

date the City has collected in excess of $1.5 million in 

overdue code enforcement liens from prior 

years. The ten year average annual dollar value of 

special assessment lien collections has increased 

from approximately $25,000 to $140,000 since the 

change. 

Public Works 

The Lakeland Center received 5 ADDY awards 

recognizing their superior Marketing programs. One 

was a Benny award for Best in Class for the Comedy 

Idols promotion. 

Finance 

Assisted Lakeland Electric staff in preparation of cost 

of service analysis and rate case for electric rates that 

went into effect in May 2007. 

Completed a transaction involving the sale of a 

warrant to Goldman Sachs that locked in $7.7 million 

in up front cash savings associated with the possible 

refunding of series 1999A revenue bonds in October 

of 2009. 

Completed the conversion of natural gas future 

contracts purchased on the NYMEX exchange to 

natural gas commodity swaps. This transaction 

involved approximately 12.5 million mmbtu’s of 

natural gas hedged thru February of 2009 having a 

negative mark-to-market value of approximately $27 

million. This exchange released approximately $41 

million in liquidity back to Lakeland Electric that was 

held by the NYMEX exchange in margin accounts. 

Directors Office 

• Completed construction of: 

− Sleepy Hill Road Widening project. 

− Fort Fraser Trail and the Highland City 

Intermodal Transfer Center project. 

− Main Street Realignment and Intown 

Bypass Park ‘N Ride project. 

• Commenced construction on the Beacon/Lincoln 

Intersection project. 

• Completed right of way acquisition for: 

− 

− 

− 

− 

− 

− 

− 

The Beacon/Lincoln Intersection project. 

The North Lakeland Stormwater Master 

Plan (Basin C) project. 

The Lime Street two-way conversion 

Phase 1 project. 

The New York Avenue two-way 

conversion project. 

The Brunnell Parkway/George Jenkins 

Boulevard Intersection project. 

The Cleveland Heights Boulevard 

Drainage Modification project. 

The Fairbanks Street Extension project. 



Public Works (cont’d) 

Directors Office (cont’d) 

• Completed property acquisition of the Carl Hall 

parcel for the Lake Gibson SW Drainage Basin 

project. 

• Completed Solid Waste Business Case for 

RouteSmart software. 

Engineering 

• Completed the Phase 1 scope of the FEMA 

Hazard Mitigation Grant Program for the North 

Lakeland Stormwater Master Plan Basin C 

project including design, permitting and 

construction bid selection. 

• Completed design of brick crosswalks - Kentucky 

Avenue at Main and Pine Street and Tennessee 

Avenue at Main and Pine Street. 

• Completed design and permitting of streetscape - 

West side of S. Florida Avenue between Walnut 

and Olive Street. 

• Processed and issued 289 right of way use 

permits. 

• Reviewed 75 conceptual site plans for the DRT 

(Development Review Committee). 

• Reviewed 221 commercial site plan submittals 

and 36 subdivision plats and site construction 

plan submittals. 

• Performed a total of 35 survey projects for Water 

Utilities and Lakeland Electric Departments. 

• Inspected and recertified 21 SWFWMD permits 

for 21 City stormwater retention facilities. 

• Completed neighborhood coordination, design, 

public meetings and surveys of the following 

traffic calming projects: Carleton St. from Polk 

Ave. to Florida Ave., South Blvd. from McDonald 

St. to Belmar St. and Cresap St. from Lake 

Hunter Dr. to Florida Ave. 

• Completed design and permitting of the turn lane 

and median improvements on N. Socrum Loop 

Road. 

Construction and Maintenance 

• Brick crosswalk construction: 

− Kentucky Avenue at Main 

− 

Pine Street and Tennessee Avenue at 

Main and Pine Street. 

• Completed construction improvements at 

Commerce Point Drive (drainage), Cleveland 

Heights Boulevard (drainage), N. Socrum Loop 

Road (turn lane and median), Shore Acres (Fern 

Road) (drainage), Hull Street (drainage). 

• Completed construction of the following FDOT 

LAP intersection improvement projects: 

− Granada Street at Lakeland Hills 

Boulevard 

− East Edgewood Drive at Lakeland 

Highlands Road 

− Imperial Boulevard at South Florida 

Avenue. 

• New sidewalk construction (3,355 linear feet): 

− New Jersey Road (Bartow Road to 

Crystal Lake Drive) 

− Lake Hollingsworth Drive (Buckingham 

Road to Cleveland Heights Boulevard) 

− New York Avenue (Memorial Blvd. to 

Pear Street) 

− Hull Street (Baird Ave. to N. Florida Ave.) 

− Kennedy Boulevard (Williamstown Blvd. 

and south) 

− Main Street (Lake Beulah Drive to Central 

Ave; Central Ave to Olive Street). 

• Paving of dirt alleys (5,809 sq. yards) 

• Resurfacing (440,971 sq. yards) 

• Street sweeping (14,393 lane miles) 

• Sidewalk repairs (37,543 sq. feet) 

• Stormsewer pipe cleaning (38,009 linear feet) 

Traffic Operations 

• Upgraded 232 intersections with ground-mounted 

street name signs to meet ADA standards. 

• Installed solar powered school zones on Hallam 

Drive at Live Oak Drive and on Edgewood Drive 

South at McKeel Academy. 

• Installed solar powered ground-mounted flashing 

beacons at three intersections. 

• Rebuilt traffic signal at Edgewood Drive and New 

Jersey Road to steel mast arms. 

• Installed new traffic signal at Sleepy Hill Road 

and Mall Hill Drive in conjunction with Sleepy Hill 

Road Widening project. 

• Completed two-way conversion of Lime Street 

from Massachusetts to Ingraham Avenue.. 

• Completed two-way conversion of New York 

Avenue from Lake Wire Drive to Lime Street. 


• Construction Management services on the Main 

Library Children’s Room Expansion. 

• Repainted the T&D /Purchasing Complex on 

Parker Street. 

• Re-roofed Airport Hangers 3, 4 & 5. 

• Completed structural repairs and coatings at Main 

& Orange Street Garages. 



Public Works (cont’d) 

Facilities Maintenance (cont’d) 

• Replaced the Chiller unit at 3131 Flightline Drive. 

• Repaired and installed new sensors and alarms 

in Hollis Gardens. 

• Renovated the old Terminal Building at the 

Airport into a Temporary Fire Station to house the 

AARF Truck. 

• Constructed new Health Stat facility at Civil 

Service. 

• Remodeled the 1 st floor City Hall Building 

Inspections Area. 

• Construction Management services on the E- 

Library build out. 

• Removed the First Scaffolding structures on Main 

Street. 

• Completed the relocation of Telecommunications, 

Code Enforcement, Field Services and 

Environmental Permitting from the Airside Facility 

to various other locations throughout the City. 

• Completed below grade waterproofing at the 

Chamber of Commerce. 

Lakes and Stormwater 

• Completed the Lake Gibson Southwest Drainage 

Basin Watershed Management Plan. 

• Completed Lake Parker Park and Sertoma Park 

Shoreline Restoration project. 

• Initiated Flood Control Automation Feasibility 

study. 

• Submitted annual NPDES MS4 report which 

yielded no deficiencies per FDEP review. 

• Conducted 15 environmental presentations for 

over 400 students within City schools. 

• Secured grant funding in the amount of $850,941 

for Lakes & Stormwater projects. 

• Initiated Lakes Hollingsworth and Parker 

Stormwater Treatment Alternatives Analysis 

studies. 

• Collected a total of 112 samples from the 17 

lakes monitored by Lakes & Stormwater. 

Solid Waste 

• Adopted FY 07 Solid Waste budget anticipated 

contribution of $115,570 to the fund surplus. Final 

FY 07 Solid Waste budget projects an excess in 

contribution of more than $1.0M over that 

anticipated to the fund surplus. 

Fleet Management 

• Implemented a keyless automated fueling 

procedure for the Public Works Solid Waste 

Division vehicles. 

• Completed installation of additional fencing and 

gates, including a new entry/exit pattern at the 

fueling facility, thereby enhancing safety and 

security and improving traffic circulation at the 

facility. 

• Streamlined internal monthly billing process, 

implementing a paperless electronic version. 

Risk Management 

Risk Management implemented the first on-line 

appraisal report for City owned property. This 

includes photographs and insurance values of insured 

property and allows the City to track any additions, 

upgrades, or deletions of such. 

Risk Management/Safety reached out to the 

community and provided safety training opportunities 

to local businesses, as well as Emergency Operations 

seminars and displays including hurricane 

preparedness. 

A Safety Fair is held annually to keep employees in 

compliance with their safety training requirements. A 

Health Fair is held annually to educate employees/ 

retirees regarding their benefits and to meet the 

providers. Health screenings are offered at this time. 

Risk Management implemented the City’s first 

Employee Worksite Wellness and Health Services 

Clinic which should reflect a reduction in absenteeism 

and reduce the Health Insurance claims. This offers 

free medical services to the employees and without 

the use of their personal sick time. 

Did you know…. 

In 1916 the cornerstone of the first 

hospital in Lakeland was laid. 




Created, developed and launched the City’s intranet. 

This internal communications tool has been well 

received by employees. The site has been 

operational for less than a year and has received over 

180,000 distinct visits. One of the more popular 

areas of the site allows employees to ask City 

Administration a question. This area alone has 

received almost 90,000 hits. 

Ask City Management – 85,767 visits 

Job Postings – 36,487 visits 

City Announcements – 15,841 visits 

City University – 7,265 visits 

Policy Manual – 4,614 visits 

SOP – 1,089 visits 

The Communications Department developed and 

created a series of five videos that give an overview 

for Florida Friendly landscaping. These videos were 

developed in conjunction with the Parks and 

Recreation Department. The video series covers the 

nine principles of Florida Friendly landscaping and 

each video segment features a resident expert from 

City of Lakeland staff. 

The Communications Department completed 202 

projects that included graphics or design layout during 

FY2007. Many of these projects included multiple 

elements of design including copywriting, 

photography, page layout and computer generated 

graphics. 

LGN, the City of Lakeland’s government access 

television station produced and broadcast 74 live 

meetings on the Bright House Networks cable system 

during FY2007. These live meetings include City 

Commission, Utility Committee, Planning & Zoning, 

Code Enforcement and budget hearings. 

The Communications Department produced and 

posted 20 video segments specifically for webcast on 

the internet. These web oriented videos specifically 

highlight a City service or event and can be viewed by 

visiting the video on demand feature on the City’s 

website (www.lakelandgov.net). 

Developed and created a series of public service 

announcements for the Lakeland Police Department. 

These PSA’s were used during an educational 

television campaign for “Lock it or Loose it”. 

The Communications Department completed 

research, design, purchase and installation of the new 

public address system for the City Commission 

Chambers. 

D-42 Fiscal Year 2008 Annual Budget 

Fire 

The Fire Department took delivery of an Oshkosh 

Striker 1500 Aircraft Rescue Fire Fighting (ARFF) 

truck. Twenty eight firefighters were trained and 

certified by Texas A&M University as airport 

firefighters. 

June 9, 2007 Fire Station #7 was opened at Lakeland 

Linder Regional Airport. The station is staffed with two 

firefighters to facilitate and meet FAA Part 139 

requirements. 

Six Firefighters were certified and licensed as 

Paramedics. Lakeland Fire Department’s (LFD) 3 rd 

Advanced Life Support (ALS) fire station is scheduled 

to open in November 2007. 

The LFD Technical Rescue Team completed training 

in Urban Search and Rescue (USAR) techniques to 

become one of fifty-three teams in the State known as 

Light Technical Rescue Teams (LTRT). Lakeland is 

identified as LTRT 421. 

Two grants were applied for and received. $10,000 

was awarded to purchase fire prevention materials 

and $2,500 was awarded for training equipment. 

Fire Safety Management began a new fire inspection 

process titled “One Step”. This process improvement 

program computerized the fire inspection process. 

The program allows fire inspectors to gain greater 

efficiency and access data for fire inspections. 

The Fire Department started two new initiatives this 

year. The first Annual Open House and 

demonstration during Fire Prevention Week attracted 

over 1,000 participants. A new internal educational 

program titled “Tour of Duty” was conducted in 

August. This program was designed to show children 

of fire department personnel some of what their 

parents do at work. 

Initiated “Pre/Post Hurricane Target Hazard Program” 

to assist mobile home parks, nursing homes etc 

during hurricane season.


Water Utility 

Water Operations completed the installation of a 

water production well at the Combee Water 

Treatment Plant to complement the existing wells 

located at its Northeast Wellfield. The Williams 

Water Treatment Plant replaced one-half of its 

electrical switchgear originally installed in 1982. 

The second half will be changed out in the 

beginning of FY 2008; both measures will enhance 

system reliability. 

Wastewater Operations completed the installation 

of a contact chamber at the Northside Wastewater 

Treatment Plant to better apply chlorine to its 

effluent before it is used at the power plant. 

Glendale Wastewater Treatment plant completed 

several small capital improvement projects to 

enhance operations and reduce odor. A new 

digester system is nearing completion that will 

control costs and further reduce odors. 

Water Utility Engineering completed the design and 

issued a purchase order to construct the West 

Lakeland Waste Load Reduction Facility in an 

effort to provide future treatment capacity for a 

growing customer base. Design is well underway to 

increase the collection capabilities in the southwest 

growth area, near the airport. 

An expanded water conservation program was 

developed and the initial step was adoption of 

water rates intended to reduce “excess” water 

usage above the normal amount used for family 

and efficient lawn needs. Partial funding grants 

were secured through the South West Florida 

Water Management District to provide customer 

based programs in FY 2007 – 2008 to further 

reduce consumption. 

Community Development 

Planning (Current and Long-range) 

While Lakeland did experience an overall slow 

down in development activity in FY2007 the city 

continued to grow through annexation of 743 

acres, expanding Lakeland’s corporate limits by 

1.6% to a total area of 73.31 square miles. The 

City’s population also grew to 93,428 people, an 

increase of 2% since FY2006. 

Future Land Use changes and Rezoning requests 

continued at a steady pace. Major changes to three 

Developments of Regional Impact were reviewed 

including Oakbridge, Williams (including initiation of 

negotiations for a USF Campus Development 

Agreement), and Bridgewater. 

A fourth review was initiated on the Flagler 

property in west Lakeland, north of the Airport. A 

Developers Agreement was also completed for a 

major office employment center to be located on 

Mall Hill Drive just north of I-4. 

Six large-scale and 3 small-scale Comprehensive 

Plan Land Use Map Amendments were processed 

totaling approximately 700 acres. The entire 

Recreation Open Space Element was updated to 

conform to a new Parks Master Plan. A new 

School Facility Element was drafted and presented 

in partnership with the Polk County School Board 

at the annual Schools Summit. The Transportation 

Element will be updated next with a consultant 

contract expected to be executed before the end of 

FY2007. Additionally, three Impact Fee Studies 

were completed with adoption of new fee 

ordinances anticipated in September. 

Twenty-seven (27) zoning cases were approved for 

a variety of proposed developments including 

Lakeside Village Villas and Apartments (150 villas 

& 264 apartments), an Aldi Grocery Store on US 

98 North, 20 acres of multi-family development at 

the Southwest corner of US 98 North and Griffin 

Road, 48 acres for office, warehouse and retail 

space on Mall Hill Drive, 42 acres for warehouse, 

office and a truck maintenance facility on Airport 

Road, 142 acres of medium industrial development 

on Gateway Boulevard, and 167 acres of medium 

industrial development on State Road 33. 

A new planning effort was initiated with work on the 

Southwest Sector Plan, the first of nine such plans 

intended to bridge the gap between the City’s 

broad comprehensive plan and detailed 

neighborhood-specific plans. Neighborhood 

planning finalized a draft of a Neighborhood 

Coaching Manual. This training manual is a key 

part of an overall strategy to provide more effective 

technical assistance and training to local 

neighborhood associations. 



Community Development (cont’d) 

Historic Preservation 

A notification process was developed in 

partnership with Lakeland Electric to inform and 

educate new electric customers that move into any 

of Lakeland’s 7 historic districts. 

The notice provides information on the unique 

benefits and responsibilities of property ownership 

with reference to our historic design review 

guidelines and special permitting procedures. 

Subdivision Regulations 

Current Planning coordinated an interdepartmental 

effort to adopt new “typical” street 

cross sections to ensure that street trees are 

adequately provided for in the design and 

construction of new public streets. The new cross 

sections were adopted in mid-FY07. Out of this 

effort evolved a Subdivision Review Team that 

examined the existing regulations and procedures 

governing the creation of new subdivisions. 

Revisions to the subdivision regulations have been 

drafted that include a concept review process 

similar to that now used for commercial site plans. 

Final review and adoption of revised regulations 

and review procedures is anticipated in early FY08. 

Economic Development 

Since receiving Florida Enterprise Zone 

designation in January 2006 the City’s Economic 

Development Coordinator has been busy 

promoting this new program. In FY07 

approximately $30,000 worth of sales tax refund 

applications were submitted to the Florida 

Department of Revenue on behalf of local 

businesses utilizing various incentives offered 

through this State-funded initiative. 

Community Redevelopment Areas (CRA’s) 

A new Project Manager position was filled to 

administer a growing number of special projects 

and programs in each of the three CRA districts. 

MidTown: Several new housing-related initiatives 

were implemented during the past year including 

an Acquisition and Relocation Pilot Program in the 

medical area near the hospital. A conceptual 

development plan for the Parker Street 

neighborhood resulted in the creation of a Home 

Buyer Assistance Program and Exterior 

Improvement Program designed to attract new 

home buyers into that area and encourage 

property owners to make needed improvements to 

existing structures. Additionally, a consultant was 

retained to conduct a residential use market study 

of the entire MidTown district to determine the 

demand for new residential units, the demand for 

various types of units, the absorption rate of that 

demand, and recommend locations for each 

residential type. 

Dixieland: Primary focus during FY2007 has been 

on the resurfacing of S. Florida Avenue through the 

Dixieland corridor. This Florida Department of 

Transportation (FDOT) project is scheduled to 

begin in the spring of 2008 and last 6-8 months. 

The CRA has approached FDOT about expanding 

their scope of work to include much needed 

drainage improvements along certain segments of 

this roadway. It is expected that the final project will 

involve a partnership between the FDOT, the City 

and the CRA. 

The CRA also focused attention on a branding 

enhancement initiative to include a logo, distinctive 

street signs and district gateway features. These 

district-wide enhancements are designed to 

encourage continued private reinvestments in 

addition to financial incentives available through 

Design Assistance and Façade Improvement 

grants. 

Planning studies were initiated in FY2007 to 

explore the viability of mixed-use development with 

residential units located above retail/office on the 

first floor and to analyze the current parking 

availability throughout the district and develop 

strategies to provide additional parking in areas of 

highest demand. 

Downtown: The most noteworthy accomplishment 

during FY2007 was completion of land acquisition 

on the redevelopment site located north of the 

Police station. This milestone sets the stage for 

that area to be transformed to a high-density, 

mixed-income residential neighborhood designed 

to provide residents with urban amenities within 

walking distance of the heart of downtown. 

Negotiations will proceed with prospective 

developers in the coming year to bring this critical 

component of downtown’s future growth to reality. 



Community Development (cont’d) 

Building Permitting and Inspection 

Across the board new building activity declined 

from the prior record-setting year in FY06. At the 

same time inspections for the expansion or 

remodeling of existing buildings increased. Based 

on the first 10 months of FY07 it is estimated that 

the number of building permits will be down 13% 

and the valuation of permits issued 43% less than 

last year. During that same timeframe 437 new 

single-family permits have been issued, a decline 

of approximately 14% from FY06. The net result is 

anticipated to be a 17% decrease in total fees 

collected for permits and inspections. 

One of the most notable permits in FY07 was for 

the remodeling of the Permit Center located on the 

first floor of City Hall. This more efficient use of 

space allows a wider array of customer services to 

be provided in this centralized location. This 6- 

month remodeling project was completed on time 

and under budget with minimal interruption of 

customer services. 

Housing 

For the first time since December 2003 the 

Housing Division accepted new applications for its 

housing rehabilitation assistance program. Under a 

newly established procedure all applications were 

received during the month of July and will be 

reviewed at the same time. Applicants will be 

notified as to their eligibility and prioritized on the 

basis of specific criteria, community needs and 

funding availability. Applicants that do not qualify 

based on income or other Federal or State 

mandated criteria will be informed in writing and 

referred to other agencies for assistance. A new 

enrollment period will be announced when the list 

of approved applicants drops below a 12-month 

waiting period. 

Two new grants were administered in 2007, $2.3 

million of Hurricane Housing Recovery (HHR) 

funds and $500,000 of HOME Again money. 

Additionally the City received $350,000 for the My 

Safe Florida Home program. In total, 40 singlefamily 

residences were rehabilitated or repaired 

and down-payments assistance was provided to 51 

new home owners during the prior year. 

Through a partnership with Polk County and Winter 

Haven $4.4 million of HHR funds were made 

available for the construction of multi-family/ 

homeless units. Joint efforts with Polk County and 

the Mayor’s Task Force on Homelessness were 

also initiated to begin development of a Ten-Year 

Plan to End Chronic Homelessness. 


Several significant projects and goals were 

completed including the continued leveraging of 

technology to improve daily workflow and 

productivity. New violations totaled 12,415, a 

28.9% increase over FY06, the result of the first full 

year of Evolution Data Optimized (EVDO) 

broadband deployment in the field. This technology 

also improved the Division’s response rate by 

16.3% over the prior year, taking on average 1.34 

days (including weekends) to respond to 

complaints with an initial site visit and inspection. 

Sweeps of the Webster Park, Jewel Avenue, 

Gladys Leggett, Orangewood, and Robson 

neighborhoods resulted in action against 1,451 

violations. Subsequent cleanups in those same 

neighborhoods, coordinated with Neighborhood 

Planning, Solid Waste, and Construction and 

Maintenance, resulted in the removal of over 148 

tons of debris. 

In May, Code Enforcement partnered with Finance 

Customer Billing to increase efficiency by 

consolidating the administrative and payoff 

functions associated with the City’s Code 

Enforcement Board and Hearing Officer. In July the 

Division’s offices were relocated from Lakeland 

Electric Airside to 3610 Drane Field Road. The new 

broadband technology allowed the mobile field staff 

to forego much needed office space, resulting in an 

all but transparent move completed in just one day. 






Program 

Activity 

Page 

Planning Services D-50 

Development Review Services D-53 

Code Enforcement D-55 

Building Inspection and Permitting Services D-58 

Local Business Taxes D-61 

Affordable Housing Programs D-64 

Neighborhood Programs D-67 

Economic Development D-69 

Downtown Community Redevelopment Area D-72 

Mid-Town Community Redevelopment Area D-74 

Dixieland Community Redevelopment Area D-76 



Dixieland Community 

Redevelopment Area 

3% 

Planning Services 

4% 


Services 

10% 

Mid-Town Community 


21% 


8% 

Downtown 

Community 


10% 

Building Inspection 

and Permitting 

Services 

14% 

Economic 

Development 

15% 

Neighborhood 

Programs 

2% 

Affordable Housing 

Programs 

12% 

Local Business 

Licenses 

1% 



Experience Budget Experience FY 2007-08 

For Year For Year 2006-07 Proposed By 

EXPENSES 2005-06 2006-07 Estimated City Manager 

Personnel 

Salaries and Wages 3,734,818 4,658,943 4,169,799 4,619,896 

Fringe Benefits 872,355 1,092,788 967,742 1,140,879 

Total Personnel 4,607,174 5,751,731 5,137,541 5,760,775 

Non-Personnel 

Internal Service Charges 924,079 870,758 849,945 844,195 

Professional and Contractual 66,161 428,996 369,237 353,213 

Utilities 131,850 144,589 126,174 135,754 

Insurance and Fixed Charges 164,878 207,796 204,450 207,849 

All Other Operations and 

Maintenance 5,219,204 8,055,413 8,190,604 6,436,353 

Capital Outlay 1,730,983 5,394,125 5,188,364 1,927,710 

Debt Service 1,062,864 2,610,387 2,610,387 836,532 

Total Non-Personnel 9,300,018 17,712,064 17,539,161 10,741,607 

Total Expenditures 13,907,192 23,463,795 22,676,702 16,502,382 

Net Transfers 


Taxes 

Licenses and Permits 4,409,051 5,041,547 4,052,127 4,177,458 

Intergovernmental 5,909,532 7,355,929 9,050,015 6,137,549 


Interest Income 194,958 67,014 379,918 57,352 

All Other Revenue 1,716,731 1,285,613 1,539,378 961,359 

Total Revenue 13,327,293 14,782,903 16,112,378 12,377,235 

Funding to be Provided 579,899 8,680,892 6,564,324 4,125,146 



MISSION 

To provide excellent long-range and current planning services used to guide future development of 

the City as a quality urban environment. 

CORE SERVICES 

Planning Services includes three Core Service areas: 

• Long Range Planning service area includes establishing long range land use plans and making 

periodic amendments to those plans. The most important of which is the City of Lakeland 

Comprehensive Plan which incorporates Goals, Objectives and Policies and the Future Land Use 

Map. This service area also includes assisting with multi-jurisdiction plans such as the Polk County 

Transportation Planning Organization’s Long Range Transportation Plan and reviewing large projects 

with a build out of 15-20 years called Developments of Regional Impact. 

• Current Planning service area includes the establishment and maintenance of supporting codes, 

especially the Land Development Regulations (LDRs) which incorporate zoning, subdivisions, 

parking, landscaping and other regulations. This service area also includes evaluating requests for 

the rezoning of property, including conditional use requests and maintaining the Official Zoning Map. 

• Property Information Office which assigns new street addresses in newly developed areas, reassigns 

addresses when needed in existing areas, and provides a wide variety of property information to the 

public such as legal descriptions. 

Other miscellaneous planning service activities include planning for and coordinating annexations; 

updating impact fee studies; the collection, analysis and publication of planning data and maps; the 

dissemination of planning information to the public; and planning-related studies and research. 

TABLE OF ORGANIZATION 

See support staff and entire 

Community Development Table 

of Organization on page G-16. 

Legend 

Left number= 2007 FTE 

Right number= 2008 FTE 



OPERATIONAL AND/OR PUBLIC SERVICE LEVELS 

Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Rezonings, including Planned Unit 

Developments 

47 48 50 45 45 

Conditional Use applications 22 24 13 15 15 

Text amendments to LDRs 5 20 16 15 15 

Acres Annexed 8 910 524 800 700 

Future Land Use Map Amendments 8 19 12 16 16 

Acres of Land Use Changed 1,078 2,315 781 4,048 1,500 

PERFORMANCE MEASURES (KSI’S) 

GOAL: Growth Management 

OUTCOME: Quality Developments 

KSI: Public green space ratio (2008 Goal: Maintain a public space ratio of .120 acres/resident) 

Objective: Ensure compliance with Parks Master Plan by measuring the public green 

space ratio per resident 

GOAL: Quality of Life 

OUTCOME: Support the Arts and Wellness 

KSI: Miles of Walking and bicycle paths (2008 Goal: Increase paved paths by 1 mile) 

Objective: Ensure compliance with Parks Master Plan by measuring the Number of 

miles of walking and bicycle paths 

OUTCOME: Quality Public Spaces 

KSI: Traffic Rating (2008 Goal: Reduce crashes by 1%) 

Objective: Traffic rating (number of traffic crashes, including pedestrians and bicycles). 

NEW INITIATIVES 


• Sector Plan for Southwest Lakeland has been initiated. This is the first of nine proposed plans 

intended to allow the City to better understand anticipated land uses in the area and through 

that effort, develop an estimate of future public infrastructure needs to serve the anticipated land 

uses and update the City’s Comprehensive Plan. 

• Commencement of a major study and update project to review the City’s future road, bus, trail, 

bikeway and sidewalk needs over the next 10 or more years. 



2007-08 

Experience Budget Experience Proposed 

For Year For Year 2006-07 by 


Personnel 

Salaries & Wages 182,094 292,858 215,779 299,763 

Fringe Benefits 41,536 55,360 50,044 69,742 

Total Personnel 223,631 348,218 265,822 369,505 

Non-Personnel 


Professional & Contractual 6,035 9,224 9,419 8,727 

Utilities 5,689 5,885 5,736 7,508 


All Other Operations and Maintenance 40,197 87,953 86,964 44,716 

Capital Outlay 40,495 1,000 1,000 70,041 

Debt Service 

Total Non-Personnel 137,794 181,306 180,736 216,574 

Total Expenditures 361,425 529,524 446,558 586,079 

Net Transfers 


Taxes 

Licenses & Permits 


Charges for Services 93,159 80,000 48,000 45,169 

Interest Income 

All Other Revenue 34,580 30,000 43,060 30,000 

Total Revenue 127,739 110,000 91,060 75,169 

Funding to be Provided 233,686 419,524 355,498 510,910 


Development Review Services 

MISSION 

To ensure that proposed development adheres to all requirements and conditions including zoning, 

concurrency, and engineering standards. 

CORE SERVICES 

Core Services include commercial site plan review, subdivision plat and construction plan review, Fire 

Department construction plan review, administration of impact fees, administration of the concurrency 

management system, and evaluation of requests for zoning variances. Trend development data on 

total permitted development can be accessed at http://www.lakelandgov.net/commdev/planning/ 

index.html 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Commercial site plans reviewed 157 200 255 280 300 

Subdivision plats/construction plans 

reviewed 

6 21 17 19 17 

Fire Dept. construction plans 

reviewed 

815 962 1,155 1,160 1,200 

Major traffic study reviews 14 18 14 16 17 

Zoning variance requests 60 78 94 110 90 

Total Residential Units Permitted 420 935 1851 1,000 1,300 

Total Square Feet Permitted: 

Industrial 934,774 1,082,666 1,026,285 1,000,000 1,000,000 

Office 113,306 117,212 215,483 75,000 150,000 

Retail 321,910 597,947 457,159 350,000 350,000 


Growth Management: 

• In FY 2007 an inter-departmental Subdivision Review Team was formed to revise the City’s 

Subdivision Regulations and procedures for the review and approval of subdivision plats and 

construction plans. A review of the total process used to administer impact fees is also planned for 

2008. 


Development Review Services 


Portions of the Community Development Department support this activity and many others. 

See page G-16. 

2007-08 




Personnel 

Salaries & Wages 846,497 1,123,827 1,007,270 1,105,332 



Non-Personnel 



Utilities 23,027 24,350 23,973 27,422 

Insurance and Fixed Charges 14,020 14 11 12 


Capital Outlay 6,031 3,703 3,703 438 

Debt Service 



Net Transfers 


Taxes 





All Other Revenue 

Total Revenue 455,092 457,600 516,508 525,938 




MISSION 

To maintain safe, attractive neighborhoods and commercial/industrial districts by ensuring compliance 

with the City’s codes and ordinances. 

CORE SERVICES 

Assures physical conditions related to health, safety and general welfare are maintained throughout 

the City. Includes the enforcement of the housing code, codes prohibiting nuisances (overgrowth, 

trash, open storage and abandoned vehicles), and various zoning and land development regulations. 

Code Enforcement is responsible for the administration of sign and news rack regulations, 

administering contracts for regular maintenance of City-owned vacant infill properties and performs 

private property lot clearing and demolition activities through the special assessment process. Code 

Enforcement also manages the Community Clean-Up Fund by performing periodic neighborhood 

cleanups in conjunction with the Neighborhood Planning area of the Community Development 

Department and the Public Works Department including the Lakeland Clean and Beautiful volunteer 

group. 



Community Development Table 

of Organization on page G-16. 

Legend 






Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Inspections 35,264 36,974 39,683 48,338 45,710 

Violations Worked (New and Carried 

Over) 

7,998 12,424 13,763 17,230 15,268 

Avg. Days from Complaint to Initial 

Inspection 

2.63 2.18 1.60 1.40 1.23 

Population Served per Full-Time 

Equivalent (FTE) Officer 

12,819 13,131 13,138 13,447 13,716 



OUTCOME: Safe, Attractive Neighborhoods 

KSI: Code Enforcement cases corrected (2008 Goal: 72.1% of all cases) 

Objective: Percentage of Code Enforcement cases corrected 



• In May 2007, the administrative functions related to the City’s Code Enforcement Board and Hearing 

Officer was transferred from the City’s Clerk’s Office to the Code Enforcement and Finance 

Customer Billing Divisions. This organizational change will result in improved customer service 

along with an increase in the number of fines collected. 



2007-08 




Personnel 




Non-Personnel 



Utilities 45,136 55,410 35,504 28,959 




Debt Service 



Net Transfers 


Taxes 


Intergovernmental 214,440 415,291 389,727 208,307 


Interest Income 0 0 0 0 


Total Revenue 741,401 879,491 958,706 685,217 



Building Inspection and Permitting Services 

MISSION 

To ensure that the health, safety, and welfare of the community is maintained within the construction or 

use of every public and private building by adhering to requirements established by law. 

CORE SERVICES 

Building Plans Review and Permitting 

Reviews permit applications and plans for adherence to applicable Federal, State and local building 

codes that are designed to protect the health, safety, and welfare of the public during and after the 

construction of residential and commercial structures. Design safety is evaluated by certified plans 

examiners to ensure adherence to minimum building design performance and structural standards. 

Administrative efforts are coordinated by qualified permit technicians and include contractor licensing, 

registration, and permit processing. Additionally, preliminary zoning and construction plan reviews are 

conducted to expedite the construction and variance application process. 

Building Inspection Services 

Monitors building construction activity to ensure conformance with applicable codes and compliance with 

approved construction plans. Administrative efforts include taking enforcement action against unlicensed 

contractors and un-permitted construction activity. 



Community Development Table of 

Organization on page G-16. 

Legend 






2004 2005 2006 2007 2008 

Item Measured 

Actual Actual Actual Projected Proposed 

Total Permits (all types) 9,453 11,438 12,410 13,403 14,743 

Commercial building permits issued 1,243 1,722 1,668 1,801 1,981 

Residential building permits issued 3,584 4,631 2,479 2,677 2,945 

All other trade permits 4,626 5,085 8,263 8,924 9,816 

Building Inspections performed 24,430 28,752 30,592 33,039 36,344 


GOAL: Economic Opportunity 

OUTCOME: Sustainable Business Environment 

KSI: Square footing of industrial space/permitting (2008 Goal: Retain 1,026,285 sq. feet) 

Objective: Internal and External benchmark. 

KSI: Square footing of office space/permitting (2008 Goal: Retain 215,483 sq. feet) 


KSI: Square footing of retail space/permitting (2008 Goal: Retain 457,159 sq. feet) 




2007-08 




Personnel 

Salaries & Wages 1,336,724 1,471,431 1,402,011 1,390,310 



Non-Personnel 



Utilities 38,281 38,569 41,492 48,531 




Debt Service 

Total Non-Personnel 542,797 1,364,527 1,137,415 628,977 


Net Transfers 


Taxes 

Licenses & Permits 2,923,255 3,487,163 2,497,668 2,497,668 




All Other Revenue (66) 

Total Revenue 3,042,303 3,633,163 2,635,820 2,608,168 

Funding to be Provided (877,367) (452,333) 205,499 (252,688) 


Local Business Taxes 

MISSION 

To collect revenue through a Local Business Tax in the form of a yearly receipt which certifies an 

individual or business to engage in commercial activities in conformance with applicable zoning, building and 

development codes. 

CORE SERVICES 

Processes business tax applications for individuals doing business within the City limits and assures 

conformance with all requirements and regulations to obtain a business tax receipt. Also monitors 

unlicensed businesses, solicitors, peddlers, and transient merchants and conducts on-site investigations to 

insure compliance with the City Code. Business taxes and delinquent fee revenues are collected as 

required. The rate structure for these revenues is regulated by State statute with allowances to increase 

rates every two years; however, the revenues have increased with the steady growth of the City. 


Item Measured 

Business tax receipts 

issued to new and 

existing businesses 

within the City 

Taxes and Fees 

Collected 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

6,751 6,342 6,849 7,200 7,600 

$1,176,617 $1,062,964 $1,485,796 $1,554,459 $1,679,790 




KSI: Businesses Renewing Business Taxes (2008 Goal: 80%) 

Objective: Total percentage of businesses renewing business tax license from previous 

year 


Communication 

• Effective January 2007, the Florida Legislature required that all Occupational Licenses throughout the 

State be changed to Business Tax Receipts. This change is reflected in the title of this program activity 

to Local Business Taxes. The effect of this legislation was a change in name only. The rate structure 

and method of collection remains the same. FY 2008 Budget reflects a 5% increase in the local 

business tax rate. 







Legend 





2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 538 11,089 5,181 5,190 

Utilities 3,382 3,522 3,878 3,831 

Insurance and Fixed Charges 51 51 51 


Capital Outlay 10 79,449 58,877 7 

Debt Service 



Net Transfers 


Taxes 






Total Revenue 1,534,762 1,610,384 1,610,459 1,735,790 

Funding to be Provided (1,353,780) (1,322,745) (1,354,397) (1,552,839) 


Affordable Housing Program 

MISSION 

To provide adequate, safe and affordable housing to very low and low to moderate income homeowners 

while supporting the City’s redevelopment efforts and promoting self-sufficiency. 

CORE SERVICES 

Administer the City’s federally funded Community Development Block Grant (CDBG), HOME Investment 

Partnership Program (HOME), State Housing Initiatives Partnership Program (SHIP), State HOME Again, 

and State Hurricane Housing Relief (HHR). Provides the City’s low to moderate income residents with 

housing rehabilitation, home purchase assistance, public facilities, code enforcement, sidewalk and street 

paving, and countless public service grants. 

Services are primarily provided through two programs: 

• The Owner-Occupied Housing Rehabilitation Program addresses health and safety issues, code 

violations, and handicap accessibility needs through rehabilitation. This includes reconstruction 

on the same lot and new construction on a different lot. Rehabilitation may be concentrated in 

target neighborhoods to help facilitate a larger redevelopment effort. Recipients execute a 5, 10, 

15 or 30-year deferred payment lien. 

• The Home Purchase Assistance Program provides assistance through a non-profit loan 

processor, Keystone Challenge Fund, Inc. Homeownership class attendance is required and 

recipients execute a 30-year deferred payment lien. 





Legend 






Item Measured 

(Funding) 

Major Rehabilitation 

(CDBG, HOME, SHIP, HHR) 

Reconstruction 


New Construction 


SHIP, HHR & Dixieland Repairs: 

Emergency 

Handicap Accessibility 

Hurricane Disaster Assistance 

(SHIP, HHR, HOME Again) 

Total of units rehabbed: 

Households Assisted 

Persons in Households 

HOME, SHIP, HHR Home Purchase 

Assistance: 

Households 

Persons in Households 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

17 10 6 10 10 

6 6 8 9 15 

1 1 0 4 2 

5 

5 

1 

2 

4 

5 

N/A 11 17 10 0 

34 

79 

51 

118 

31 

70 

44 

111 

40 

85 

51 

129 

3 

5 

41 

80 

55 

120 

3 

3 

33 

70 

50 

128 


Growth Management: 

My Safe Florida Home – Grants of up to $5,000 per household to upgrade doors, roofs, and windows 

(including shutters) to provide hurricane protection, to be used in conjunction with rehabilitation. 



2007-08 




Personnel 




Non-Personnel 



Utilities 2,409 3,420 3,003 3,831 


All Other Operations and Maintenance 2,447,211 3,449,380 3,590,139 1,416,976 

Capital Outlay 12,722 378 378 83 

Debt Service 



Net Transfers 


Taxes 




Interest Income 78,186 127,222 


Total Revenue 3,048,077 3,754,638 4,096,420 1,576,242 

Funding to be Provided (158,559) 252,080 (67,836) 467,452 


Neighborhood Programs 

MISSION 

To plan for and support the revitalization of Lakeland neighborhoods which are recognized as the 

fundamental building blocks of a quality city. 

CORE SERVICES 

Includes the implementation of plans for specific neighborhoods or sectors; administration of the City’s 

historic preservation program in conjunction with the Historic Preservation Board including architectural 

design review and assistance to neighborhood associations including organization, communications, 

training, and resource referral. Work closely with the Lakeland Neighborhood Association Coalition, as 

well as both the Mid-town and Dixieland Community Redevelopment Agency (CRA) efforts. An annual 

Historic Home Workshop has been reinstated to provide support and education for residents in the 

historic districts and central-city neighborhoods. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Architectural plans reviewed 

within Historic districts 

139 190 225 225 225 

Association meetings 186 180 185 185 185 

Newsletters, flyers 112 124 130 130 130 

Grants assisted or administered 12 11 10 10 10 

Neighborhood cleanups 1 2 2 2 2 

Tons of debris removed 39 145 71 155 95 




KSI: Participants in Neighborhood Partnerships (2008 Goal: 4,625) 

Objective: Number of participants in Neighborhood Partnerships 


Neighborhood Programs 


Portions of the Community Development Department support this activity and many others. 

See page G-16. 

2007-08 




Personnel 




Non-Personnel 



Utilities 5,175 3,848 3,728 4,112 

Insurance and Fixed Charges 7,017 


Capital Outlay 2,089 694 694 117 

Debt Service 



Net Transfers 


Taxes 





All Other Revenue 32,350 

Total Revenue 32,350 




MISSION 

To create self-sustaining environments in an effort to grow, attract and retain a creative, talented, 

educated and technically qualified workforce. 

CORE SERVICES 

Marketing of the City and facilities to both existing and prospective parties for quality economic growth 

in the areas of industrial, commercial, office and housing developments. In an effort to promote quality 

growth, the City supports the Lakeland Economic Development Council (LEDC), the Lakeland Area 

Chamber of Commerce and the Tampa Bay Partnership. The City is also a supporting member of the 

LEDC’s “High Skills Initiative” which was established in 2002 for the express purpose of bringing and 

retaining high-skill jobs in the Lakeland area and to increase the average household income in the 

Lakeland urban area. As part of the High Skills Initiative, the City of Lakeland also supports the State 

of Florida’s Qualified Target Industry (QTI) program that provides a tax refund for high-skilled jobs 

created by new or existing Florida businesses. 

City staff supports this activity through the preliminary meetings and planning efforts associated with 

development proposals and inquiries. The City works collaboratively with personnel from the LEDC 

and the Chamber of Commerce on projects that involve a multi-discipline approach in order to provide 

a full array of services to interested investors in the community. Other efforts include targeted 

communication activities with numerous existing large industrial customers regarding municipal 

services and programs, and assistance with retention and expansion projects. 


Legend 



Portions of the Community Development Department and the City Manager’s Office support this 

activity. See entire Community Development Table of Organization on page G-16 and the City 

Managers Table of Organization on page G-13. 




Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

LEDC $5,000 $10,000 $10,000 $10,000 $10,000 

LEDC High Skills Initiative $10,000 $10,000 $10,000 $10,000 $10,000 

Lakeland Area Chamber of 

Commerce 

$94,300 $94,300 $106,543 $106,543 $106,543 

Tampa Bay Partnership $25,000 $50,000 $25,000 $25,000 $25,000 

Florida Qualified Target Industry 

Tax Refund Program 

N/A N/A $16,000 $16,000 $16,000 

In-Kind Contribution: 

• Lakeland Vision 

• Lakeland Downtown 

Development Authority 

• Shared space 

• Chamber of Commerce 

$1,920 

$6,285 

$4,000 

$86,928 

$1,920 

$6,285 

$4,000 

$89,928 

$1,920 

$6,285 

$4,000 

$89,928 

$2,241 

$7,333 

$4,666 

$101,416 

$2,242 

$7,333 

$4,666 

$101,416 

*The 2007 In-Kind Contributions include a $2 increase per square foot. Office space contribution 

now equals $14/sq.ft. The Chamber Building also receives an additional special project for 2007 that 

equates to $130,000 and the Chamber receives an additional $27,000 in-kind contribution per year 



OUTCOME: Enriched Community Workforce 

KSI: Private & Public Average Annual Wage (2008 Goal: $33,914) 

Objective: Private and public average annual wage 

KSI: Educational levels of the community (2008 Goal: 85%) 

Objective: Educational Levels of the Community 


KSI: Cost of living index (2008 Goal: 98) 

Objective: Lakeland index number as compared to state index = 100 

KSI: New FT jobs created (2008 Goal: 600) 

Objective: Total number of new full time jobs created in the defined fiscal year 



KSI: Median Home Price (2008 Goal: $196,000) 

Objective: Median Home Price in Lakeland 



2007-08 




Personnel 




Non-Personnel 



Utilities 1,906 2,529 2,304 2,375 

Insurance and Fixed Charges 907 1,419 951 1,403 



Debt Service 100,000 100,000 100,000 100,000 



Net Transfers 


Taxes 






Total Revenue 266,432 245,599 203,680 163,359 

Funding to be Provided 1,064,856 2,176,312 2,188,418 2,291,057 


Downtown Community Redevelopment Area 

MISSION 

To improve the economic vitality and enhance the visual image of Downtown Lakeland by creating and 

implementing a redevelopment plan, promoting economic growth and encouraging the preservation of 

the area’s historic character. 

CORE SERVICES 

Florida Statutes (Chapter 163, Part III) authorize local governments to designate specified Community 

Redevelopment Areas where certain slum and blighted conditions exist. The Downtown Community 

Redevelopment Area (CRA) is generally bounded by the north side of Lake Morton, Walnut Street, The 

Ledger property and The Lakeland Center on the south, Lake Beulah and Phase II of the In-Town 

Bypass (Bartow Road) to the west and north, and Bartow Road to Lime Street on the east. 

The Lakeland Downtown Development Authority Board (LDDA) is a group of seven elected Directors 

from within the downtown district, who have been granted the responsibility for making all downtown 

CRA budget, policy, and project recommendations to the City Commission/CRA Board. The LDDA’s 

mission is to improve and stimulate the environment for economic development in a people-oriented 

downtown community. The City Commission, acting as the Community Redevelopment Agency, is ultimately 

responsible for approving all actions. 


2004 2005 2006 2007 2008 

Item Measured 


Revitalized Streetscape blocks 3 6 4 4 5 

New container gardens 79 80 0 0 0 

Informational/promotional 

mailing 

3 3 3 3 3 

Tax Increment Financing 

Projects (TIF) 

12 12 12 14 15 

Maintenance of container 

gardens 

237 316 396 396 396 

Total Building Permit Value 4,787,261 6,468,899 5,561,307 6,500,000 8,000,000 

Downtown Permit Value as a 

Percent of All City Permits 

2.60% 2.66% 1.03% 2.67% 2.16% 

Percent Increase (Decrease) in 

Total Taxable Property Value 

7.86% 1.25% 30.44% 26.52% 27% 


Downtown Community Redevelopment Area 


Additionally the Community Development Department 

assists in this Activity as referenced in the Table of 


Legend 



2007-08 




Personnel 




Non-Personnel 



Utilities 2,660 2,833 2,616 4,231 

Insurance and Fixed Charges 1 3 3 


Capital Outlay 1,508,487 1,812,810 1,812,810 250,330 

Debt Service 652,358 586,925 586,925 736,532 




Taxes 






Total Revenue 1,983,253 1,768,028 2,276,496 2,032,352 

Funding to be Provided 656,152 1,256,835 738,086 (389,312) 


Mid-Town Community Redevelopment Area 

MISSION 

To improve the economic vitality and enhance the visual image of the entire Mid-Town district by creating 

and implementing a redevelopment plan, promoting economic growth and acting as a catalyst for change 

in some of Lakeland’s most distressed neighborhoods. 

CORE SERVICES 

The Florida Statutes (Chapter 163, Part III) authorize local governments to designate specified 

Community Redevelopment Areas where certain slum and blighted conditions exist. The Mid-Town 

Community Redevelopment Area (CRA) is north of Downtown, bounded by Main Street, the In-Town 

Bypass (Bartow Road), and George Jenkins Boulevard on the south, Brunnell Parkway and CSX 

Railroad to the west, I-4 to the north, and Lake Parker on the east. The Mid-Town CRA Advisory Board is 

a group of property and businesses owners within the District who are appointed by the City Commission. 

The Advisory Board is responsible for making all budget, policy and project recommendations to the City 

Commission. The City Commission, acting as the Community Redevelopment Agency, is ultimately 

responsible for approving all actions. 

The guiding principles of the Mid-Town CRA Advisory Board are: 

1. A concern with facilitating private market real estate development forces in a manner consistent 

with the redevelopment plan. 

2. Public and private improvements that boost the “image” of the district. 

3. Encouraging networking and partnership opportunities; however, the Board will not fund social 

service programs. 


Item Measured 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 


Total Taxable Property Value 

8.26% 12.41% 22.64% 8.00% 

Building Permit Values $19,655,576 $58,105,921 $20,000,000 $20,000,000 

Mid Town Permit Value as a 


8.07% 10.73% 9.00% 9.00% 

New Single-Family Units 37 40 25 25 

New Multi-Family Units N/A 356 100 50 


Mid-Town Community Redevelopment Area 





These positions support all 3 CRA’s. 

Legend 



2007-08 




Personnel 




Non-Personnel 



Utilities 3,351 2,991 2,739 3,351 

Insurance and Fixed Charges 2 

All Other Operations and Maintenance 619,744 955,630 955,562 1,477,134 

Capital Outlay 68,433 2,122,416 2,122,416 1,500,108 

Debt Service 310,506 1,923,462 1,923,462 




Taxes 



Charges for Services 114,603 



Total Revenue 1,962,765 1,886,000 3,121,903 2,720,000 

Funding to be Provided (814,372) 3,384,667 2,129,091 572,762 



MISSION 

To improve the economic vitality and enhance the visual image of the Dixieland commercial corridor and 

surrounding neighborhoods by creating and implementing a redevelopment plan, promoting economic 

growth and encouraging preservation of the area’s historic character. 

CORE SERVICES 

Florida Statutes (Chapter 163, Part III) authorizes local governments to designate specified Community 

Redevelopment Areas where certain slum and blighted conditions exist. The Dixieland Community 

Redevelopment Area (CRA) is generally along S. Florida Avenue from Walnut Street and extending 

south to Lenox Street. 

The Dixieland CRA Advisory Board is a group of property and business owners from within the district 

who are appointed by the City Commission. The Advisory Board is responsible for making all budget, 

policy and project recommendations to the City Commission. The City Commission, acting as the 

Community Redevelopment Agency, is ultimately responsible for approving all actions. 

The guiding principles of the Dixieland CRA Advisory Board are: 

1. Encourage private improvements that enhance the image of the district; 

2. Commit to establishing long-term partnerships with the Florida Department of Transportation 

(FDOT) to beautify and improve all public infrastructure; 

3. Provide regular communication with business/property owners and adjacent residents to develop 

a common sense of purpose; 

4. Seek to balance the preservation of historic resources with the desire for redevelopment in a way 

that benefits the entire district. 


Item Measured 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 


Dixieland CRA Taxable Property 8.16% 11.87% 41.58% 8.00% 

Value 

Dixieland CRA Building Permit 

Value 

$585,000 $929,762 $500,000 $500,000 

Dixieland CRA Permit Value as a 


0.24% 0.17% 0.15% 0.15% 

Awarded Design Assistance Grants 7 3 4 6 

Awarded Facade Improvement 

Matching Grants 

2 1 3 3 







These positions support all 3 CRA’s. 

Legend 



2007-08 




Personnel 




Non-Personnel 



Utilities 833 1,231 1,201 1,603 

Insurance and Fixed Charges 1 



Debt Service 




Taxes 





All Other Revenue 300,000 300,000 

Total Revenue 133,119 438,000 601,326 255,000 

Funding to be Provided (55,477) 225,453 52,700 277,493 






Program 

Activity 

Page 

Firefighting Services D-82 

Rescue Services D-84 

Patrol Services D-86 

Investigative Services D-89 

Aviation Unit D-92 

Community Police Programs D-94 

Juvenile Police Programs D-96 

Dispatching Services D-99 

Street and Traffic Lighting D-102 



Street and Traffic 

Lighting 

7% 

Juvenile Police 

Programs 

5% 

Dispatching Services 

8% 

Firefighting Services 

4% 

Community Police 

Programs 

2% 

Rescue Services 

21% 

Aviation Unit 





Personnel 


Fringe Benefits 5,729,295 6,552,472 5,990,399 7,336,229 


Non-Personnel 

Internal Service Charges 4,771,113 5,342,220 5,445,903 5,730,824 


Utilities 4,541,684 4,658,271 4,619,796 4,846,831 

Insurance and Fixed Charges 1,476,819 1,036,927 1,021,803 1,069,028 



Debt Service 1,857,343 1,847,060 1,877,553 918,758 



Net Transfers 


Taxes 

Licenses and Permits 

Intergovernmental 1,020,436 901,766 786,695 642,175 

Charges for Services 1,047,720 934,031 1,065,352 479,789 


All Other Revenue 2,549,404 1,502,136 1,386,075 1,718,708 

Total Revenue 4,635,663 3,358,614 3,273,103 2,869,599 




MISSION 

To prevent and extinguish fires within the City and the greater Lakeland area by administering 

inspections and safety programs while providing the highest service standards of safety, suppression 

and disaster response. 

CORE SERVICES 

Perform the management and administration of the Lakeland Fire Department (LFD) budget, policies 

and procedures providing department-wide leadership and direction. Respond to calls for service 

through the Emergency-911 Central Dispatch System as well as calls in the greater Lakeland area 

through a county-wide contractual agreement. Technical Rescue services are provided by trained LFD 

personnel on a county-wide basis through a reciprocal agreement with the Polk County Fire Department 

who in turn provides county-wide hazardous material response. Firefighting Services is uniquely joined 

with Rescue Services (pg. D-82) as the same personnel are required to perform both services. 


2004 2005 2006 2007 2008 

Item Measured 


Fire Runs 2,394 2,195 2,484 2,550 2,600 

Fire Inspections 3,166 3,155 2,308 3,100 3,150 

Fire Inspection Violations 235 300 80 125 100 

Fire Complaints 

(Unauthorized burning, 

36 51 48 50 30 

Blocked exits and Etc.) 

Fire Investigations 397 400 401 400 400 

Public Education Programs 758 935 1,003 975 1,000 



• A new Municipal/Airport Fire Station #7 was scheduled for construction in 2008, however due to 

budget constraints the construction will be delayed until 2015 - 2016. 




The entire Fire Department supports this activity. See Fire Department Table of Organization on 

page G-50. 

2007-08 




Personnel 

Salaries & Wages 865,097 1,035,227 1,013,123 1,157,685 



Non-Personnel 



Utilities 374,489 462,863 461,821 466,967 




Debt Service 57,736 50,719 54,378 57,600 



Net Transfers 


Taxes 




Interest Income 498 576 569 


Total Revenue 194,279 101,407 102,306 66,529 




MISSION 

To provide the most efficient and highest level emergency medical and rescue services to the citizens 

of Lakeland. 

CORE SERVICES 

Fire based Emergency Medical Services, provides dual response with Polk County for both basic and 

advanced life-support within the Lakeland City limits. Rescue Services is uniquely joined with 

Firefighting Services (pg. D-80) as the same personnel are required to perform both services. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Medical Runs 14,920 16,150 16,642 18,000 18,250 

Paramedics Graduated N/A 8 6 6 6 

Existing Personnel Trained 

as Paramedics 

Total Number of Advanced 

Life Support Fire Stations* 

9 12 21 27 33 

0 2 2 3 4 

*Station 4 will become ALS certified in November, 2007. Each year thereafter one additional Station will become 

ALS certified. 


The entire Fire Department supports this activity. See Fire Department Table of Organization on 

page G-50. 



2007-08 




Personnel 




Non-Personnel 



Utilities 167,531 169,832 162,300 172,480 




Debt Service 365,095 371,941 398,775 422,401 



Net Transfers 


Taxes 




Interest Income 3,652 4,226 4,176 

All Other Revenue 1,029,600 370,040 370,040 176,000 

Total Revenue 1,327,603 626,424 626,374 428,158 



Patrol Services 

MISSION 

To provide professional, high-quality, effective patrol services while reducing crime, ensuring public 

safety and providing responsive customer service. 

CORE SERVICES 

Focus on community policing which includes responding to emergency and non-emergency calls for 

service, the development and maintenance of collaborative community partnerships and pro-active 

neighborhood problem-solving. The Patrol Services’ Targeted Areas of Concentration (TAC) 

Crime-Control Program provides continuous crime reports and trends analysis that allows Commanders 

to target problematic areas with strategies and resources. There is also a focus on gun control crime 

analysis reports and pro-active patrols by the Neighborhood Enforcement Team (NET) in an effort to 

remove guns from high crime areas. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Calls for Service 108,070 102,301 103,360 106,640 110,000 

Total Uniform Crime 

Rate (UCR) Part I 5,758 5,482 5,751 5,751 5,751 

crimes 

Driving Under the 

Influence (DUI) 

564 556 693 700 700 

Arrests 

Traffic Citations 20,844 21,248 21,993 23,000 24,000 




KSI: City Crime Rate (2008 Goal: Reduce City crime rate below prior year.) 

Objective: Measure of Part 1 crimes per 1,000 population 



• A three year implementation plan has been proposed to increase staffing levels by an additional 20- 

22 officers based upon a Manpower Allocation and Workload Study. The plan involves 

civilianization coupled with new hires. 




Legend 



Assistant Chief of Police 

1 / 1 

Police 

Uniform Patrol Division II 

FY ’08 

89 Budgeted FTE’s 

Captain 

1 / 1 

Office Associate I 

1 / 1 

Alpha Squad 

Lieutenant 

1 / 1 

Bravo Squad 

Lieutenant 

1 / 1 

NLO Squad 

Lieutenant 

1 / 1 

Sergeant 

4 / 4 

Sergeant 

4 / 4 

Community 

Services 

Sergeant 

Sergeant 

1 / 1 

3 / 3 

Officer 

14 / 14 

K-9 Officer 

1 / 1 

Public Safety Aides 

6 / 6 

Officer 

25 / 25 

K-9 Officer 

2 / 2 

Dart Unit 

Victims Assistance 

Coordinator 

Crime Prevention 

Practioner 

Officer 

15 / 15 

1 / 1 

6 / 6 

Victims Assistance 

Advocate 

1 / 1 



2007-08 




Personnel 




Non-Personnel 



Utilities 303,123 294,674 276,378 302,453 



Capital Outlay 520,478 770,403 543,518 1,285,367 

Debt Service 1,434,513 1,424,400 1,424,400 438,757 



Net Transfers 


Taxes 





All Other Revenue 926,456 935,852 815,852 1,515,000 

Total Revenue 1,976,858 1,989,944 1,892,228 1,885,309 



Investigative Services 

MISSION 

To provide quality follow-up investigations of criminal incidents, occurring within the City of Lakeland. 

CORE SERVICES 

Criminal Investigations (CIS) 

CIS members conduct investigations related, but not limited to, crimes such as murder, sexual 

offenses, robbery, burglary, larceny, fraud and auto theft. 

Juvenile Services (JSS) 

JSS members conduct investigations related to child abuse and molestation. 

Special Investigations (SIS) 

SIS members conduct investigations into violations of laws related to narcotics and vice. 

Crime Lab 

A part of CIS that provides crime scene services and forensic examinations. 


Item Measured 

FY 2004 

Actual 

FY 2005 

Actual 

FY 2006 

Actual 

FY 2007 

Projected 

FY 2008 

Proposed 

Total Criminal Investigative Cases 

Worked 

2,853 3,265 3,533 3,600 3,708 

Percentage of Criminal Investigative 

Cases Cleared: 

Violent Crimes (rape, robbery, 

murder, etc.) 

32% 26% 31% 33% 34% 

Property Crimes (burglary/theft 

>$300) 

26% 16% 22% 20% 20% 

Auto Theft 47% 47% 55% 48% 51% 

Economic Crime (fraud/ID theft, etc.) 71% 63% 65% 75% 76% 

Juvenile Crime (molestations, etc.) 82% 85% 78% 85% 84% 

Total Lab Cases Worked 1,336 1,231 1,163 1,275 1,313 

Total Special Investigation Cases 

Worked 

1,629 1,857 2,051 2,075 2,137 




Legend 





2007-08 




Personnel 




Non-Personnel 



Utilities 75,367 91,915 86,839 74,511 




Debt Service 



Net Transfers 


Taxes 





All Other Revenue 452,948 145,598 145,598 

Total Revenue 466,895 161,476 174,542 28,717 



Aviation Unit 

MISSION 

To assist the Lakeland Police Department (LPD) Patrols Services by providing high-quality aerial 

support for surveillance and tactical operations 

CORE SERVICES 

Responsible for providing aerial support to the LPD, including responding to calls for service (assist), 

conducting requests for patrol (checking specific areas in relation to ongoing criminal activity such as 

vehicle burglaries, suspicious activities, thefts from construction sites, etc.), recovering property, 

assisting in drug seizes and providing back-up assistance in arrests. 

Assists other agencies such as the Polk County Sheriffs Office, DEA, FBI and local agencies with 

Law Enforcement searches. Also assists with Administrative/Photo/Reconnaissance missions for 

other government agencies. 

Assists with emergency response activities and aircraft crash investigations at the Airport during the 

Annual Sun ‘n Fun Experimental Aircraft Association (EAA) Fly-In. Also responsible for the 

maintenance of the Special Operating Section (SOS) equipment. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Flight Hours 362 264 428 400 400 

Back-up/Assists 752 752 500 600 650 

Recovered Property Value $50,054 $222,500 $20,000 $100,000 $125,000 

Arrests 52 47 36 50 60 

Calls for Service N/A 287 467 500 550 

Requests for Patrol N/A 3,900 4,856 5,000 5,500 


Aviation Unit 

2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 279 787 785 357 

Utilities 2,335 4,657 4,391 3,357 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 



Community Police Programs 

MISSION 

To develop an informed and engaged community by providing education designed to help the public 

avoid becoming crime victims. 

CORE SERVICES 

Provides both commercial and residential security surveys, which assess the security strengths and 

weaknesses of a specific location and make appropriate recommendations for improvement. Works 

with the public in organizing and maintaining Neighborhood Watch and Business Watch programs 

throughout the City. Also coordinates a Domestic Abuse Response Team (DART) and plans special 

events, such as the Crime Prevention Expo, Lakeland Police Department Open House and the National 

Night Out Against Crime. 


2004 2005 2006 2007 2008 

Item Measured 


Crime Prevention Programs 335 270 490 500 550 

Home Security Surveys 15 36 23 50 60 

Business Security Surveys 94 63 30 50 60 


Community Police Programs 

2007-08 




Personnel 

Salaries & Wages 1,372,235 737,426 712,388 785,235 


Total Personnel 1,666,084 899,029 860,467 969,199 

Non-Personnel 



Utilities 34,589 17,558 16,609 17,927 




Debt Service 



Net Transfers 


Taxes 


Intergovernmental 52,502 4,432 1,432 




Total Revenue 52,502 4,432 1,432 



Juvenile Police Programs 

MISSION 

To support a vibrant, culturally diverse community by providing the youth of Lakeland with positive role 

models, mentors and educational lifestyle options, as alternatives to gang participation and drug use. 

CORE SERVICES 

Drug Abuse Resistance Education/Gang Resistance Education and Training (DARE/GREAT) Program 

Provides drug and gang resistance education and alternative lifestyle choices training to various grade 

levels. 

School Resource Officers (SRO’s) 

Provides schools with a safe environment for students. 

Truancy Intervention Program (TIP) 

Addresses issues of truancy and provides parents referrals to prevent truancy. 

Police Athletic/Activities League (PAL) 

Provides after school mentoring and tutoring programs and organized sports such as football, 

cheerleading, baseball, basketball and track and field. 

In addition, to the individual programs core service, the officers, civilians and volunteers serve not only 

as protectors but mentors through instructional sessions and as positive role models. 


These positions are part of the 

Investigative Services activity. To see the 

entire Investigative Services table of 

organization, see page G-62. 

Legend 






2004 2005 2006 2007 2008 

Item Measured 


Children in PAL Programs 850 1,062 1,100 1,133 1,150 

PAL Tutoring Hours 669 573 512 527 540 

TIP Participants 77 680 502 517 520 

DARE/GREAT Students 2,250 2,476 8,947 9,215 9,220 

SRO Student Conferences 2,190 2,476 3,204 3,300 3,305 


GOAL: Quality of Life Goal 

OUTCOME: Support Education 

KSI: School Resource Officer Hours (2008 Goal: 11,200 hours) 

Objective: Number of hours of School Resource Officers 



• The SRO Unit is reviewing and revising the Emergency Operations Plan for incidents at Schools in 

the City of Lakeland. Included in this plan is a new program with the Polk County Sheriff’s Office 

to provide a video view of each school (classrooms and office spaces) in the City. A video view 

access along with diagrams of school facilities would prove to be invaluable in the case of a major 

incident. 

• The LPD will investigate alternative Drug & Gang Resistance Education and Training programs in 

FY 2008 that would not require full-time sworn officers in an effort to respond to departmental employment 

shortcomings. 



2007-08 




Personnel 




Non-Personnel 



Utilities 32,838 41,959 39,564 42,725 




Debt Service 



Net Transfers 


Taxes 




Interest Income 6 1,291 210 


Total Revenue 194,518 474,930 476,221 460,886 




MISSION 

To provide prompt, attentive and compassionate customer service in response to calls for 

emergency and non-emergency services from the residents and visitors of the City of Lakeland. 

CORE SERVICES 

The Lakeland Police Department (LPD) Communications Center is a 24-hour, 7-days per week 

operation. The Communications Center answers 911 calls and dispatches for both LPD and the 

Lakeland Fire Department (LFD). 


These positions are part of the Police Administrative 

Services division. To see the entire Administrative Services 

table of organization, see page G-61. 

Legend 






2004 2005 2006 2007 2008 

Item Measured 


Telephone Calls Received 502,024 468,435 464,522 464,000 465,000 

Police Radio Transmissions 774,910 723,571 788,171 787,452 785,000 

Fire Radio Transmission 157,922 162,590 169,636 168,588 169,000 



• The Lakeland Police Department and Polk County Public Safety reached an agreement last year to 

route all wireless 911 calls originating in the City of Lakeland to the Lakeland Police Department 911 

Call Center. The process to implement the change has been underway for over 12 months. It 

involves a number of tasks including identifying the applicable cell sectors of all the Cellular Carriers 

serving Polk County; additional training for LPD dispatch personnel; changes in the infrastructure; 

changes in programming. Verizon will be the first Cellular Carrier to have calls routed to LPD and 

the additional cellular carriers will follow. 



2007-08 




Personnel 




Non-Personnel 



Utilities 33,596 51,705 48,819 63,825 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 



Street and Traffic Lighting 

MISSION 

To provide motorists and pedestrians with appropriate illumination at night to improve safety and 

provide adequate visibility. 

CORE SERVICES 

Lakeland Electric’s Delivery Division is responsible for the design and installation of new lighting and 

the maintenance of existing lighting throughout the City of Lakeland within roadways, walkways, parks 

and parking lots. 


Most street lighting is done as part of the electric power system design and construction of a 

new development. See Electric’s Delivery Table of Organizations on page G-29. 


Street and Traffic Lighting 

2007-08 




Personnel 

Salaries & Wages 

Fringe Benefits 

Total Personnel 

Non-Personnel 


Professional & Contractual 

Utilities 3,517,815 3,523,108 3,523,075 3,702,586 

Insurance and Fixed Charges 

All Other Operations and Maintenance 


Debt Service 



Net Transfers 


Taxes 


Intergovernmental 423,008 










Transportation Services 

Program 

Activity 

Page 


- Facilities Construction D-108 

- Facilities Maintenance D-111 

- Rights-of-Way D-114 

Lakeland Linder Regional Airport 

- Operations D-116 

- Leasing Activities D-119 

Parking Services D-122 



Lakeland Linder 

Regional Airport - 

Leasing Activities 

12% 

Lakeland Linder 

Regional Airport - 

Operations 

13% 


Facilities Rights-of-Way 

1% 

Parking Services 

5% 


Facilities Construction 

28% 



41% 






Personnel 




Non-Personnel 



Utilities 575,488 623,735 638,371 727,813 




Debt Service 1,652,387 7,653,342 7,354,689 4,183,527 



Net Transfers 


Taxes 5,599,243 5,213,000 5,756,000 5,786,000 






Total Revenue 22,488,947 44,520,303 43,056,462 15,560,330 

Funding to be Provided (521,379) 14,282,287 14,636,906 7,719,824 


Transportation Facilities Construction 

MISSION 

To provide for the construction of transportation facilities throughout the City of Lakeland. 

CORE SERVICES 

Transportation facility projects are managed and constructed by the Public Works Department. 

Transportation Facilities Construction services include sidewalk construction, streetscape construction 

(enhanced sidewalk with pavers, landscaping and antique street lights), intersection improvements, 

traffic calming construction, traffic signalization, new road construction, street widening, preparation 

and management of contract documents for construction services, and construction management 

services associated with major transportation capital projects. 


Item Measured 

Sidewalk Construction 

(linear feet) 

Streetscape Construction 

(square feet) 

New/Widened Roadway 

(lane miles) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

9,915 5,075 6,050 3,500 7,650 

36,800 18,726 9,270 41,097 51,285 

2.62 1.31 2.45 2.66 1.34 




KSI: Miles of sidewalk within COL (2008 Goal: 218.59 miles) 

Objective: Determine total miles of sidewalks located within City of Lakeland boundaries. 




This service also supported by Public Works Traffic 

Operations, Engineering and office staff. For a 

complete table of organization, please see page G-64 

Legend 





2007-08 




Personnel 




Non-Personnel 



Utilities 18,249 14,982 14,562 16,610 




Debt Service 291,335 5,947,469 5,947,469 2,565,000 



Net Transfers 


Taxes 5,599,243 5,213,000 5,756,000 5,786,000 



Charges for Services 11,615 



Total Revenue 12,682,509 34,732,065 35,208,985 10,112,441 

Funding to be Provided (6,329,497) 2,118,986 1,418,435 (3,608,574) 


Transportation Facilities Maintenance 

MISSION 

To support safe and attractive neighborhoods and public spaces through the continuous maintenance 

of all streets, sidewalks, drainage facilities and alleys within the City. 

CORE SERVICES 

The Transportation Facilities Maintenance Program includes street sweeping, mowing and trimming 

along streets and alleys, repairs of damaged road surfaces, upkeep of sidewalks and streetscape, 

maintenance of traffic signals and pavement markings, installation and repair of street signs, 

maintenance of storm drains, catch basins, ditches and retention ponds. 


Legend 



This service also supported by Traffic Operations and the 

Parks & Recreation Department. For complete table of 

organizations, please see pages G-71 & G-54. 




Item Measured 

Resurfacing 

(sq. yards) 

Street Sweeping 

(lane miles) 

Sidewalk Repairs 

(sq. feet) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

315,648 355,701 301,996 347,147 315,000 

14,998 12,827 14,096 14,400 14,000 

24,094 57,820 54,424 63,800 59,000 




KSI: Pavement Condition Index (PCI) - Road Level of Service Standard 

2008 Goal: Local Streets ≥70 

Collector Roads ≥80 

Objective: Measure Level of service standard. 



2007-08 




Personnel 




Non-Personnel 

Internal Service Charges 818,213 1,084,688 1,081,681 1,035,721 


Utilities 118,517 105,909 140,337 152,522 



Capital Outlay 449,378 3,233,366 3,924,299 736,315 

Debt Service 



Net Transfers 


Taxes 


Intergovernmental 49,499 190,648 190,648 




Total Revenue 95,248 554,477 649,479 8,000 



Transportation Facilities Rights-of-Way 

MISSION 

To acquire the necessary rights of way for transportation-related facilities proposed throughout the City. 

CORE SERVICES 

To provide the necessary services for right of way acquisition for transportation related capital projects 

including the preparation of acquisition documentation, management of contractual services for survey 

and appraisal services, acquisition negotiations and management of eminent domain litigation. 


2004 2005 2006 2007 2008 

Item Measured Actual Actual Actual Actual Projected 

Projects 1 2 6 7 8 

Parcels Acquired 14 6 6 42 85 

Parcels Condemned 8 0 0 28 52 



• The City will be progressing with right-of-way acquisition services for the East-West Connector and 

Waring Road Extension projects in FY 2008. 


Transportation Facilities Rights-of-Way 


Portions of the Public Works Department support this activity and many others. See 

entire Public Works Tables of Organization beginning on page G-64. 

2007-08 




Personnel 




Non-Personnel 



Utilities 2,233 4,655 4,658 1,938 

Insurance and Fixed Charges 13 49,736 49,810 50,777 


Capital Outlay 75 1,250,188 1,250,188 390 

Debt Service 23,334 117,032 117,032 125,000 

Total Non-Personnel 46,346 1,475,395 1,473,036 200,416 

Total Expenditures 137,462 1,718,894 1,678,039 300,234 

Net Transfers 


Taxes 


Intergovernmental 1,250,000 1,250,000 




Total Revenue 1,250,000 1,250,000 



Lakeland Linder Regional Airport—Operations 

MISSION 

To provide the Lakeland community with a safe, secure, self-sustaining and convenient airport that 

promotes compatible economic growth within a dynamic aviation market. 

CORE SERVICES 

Airport Operations maintains the Airport Operating Area (AOA). The AOA includes the airfield 

pavement, runways, taxiways, ramps, turf areas, drainage systems, airfield lighting, guidance signage 

systems, navigational aids, internal service roads, air traffic control services, access gates and security 

fencing. Airport Operations is also responsible for airport compliance with all federal and state aviation 

regulations including Federal Aviation Regulation (FAR) Part 139 certification. Airport Operations 

ensures security and safety compliance as the liaison for special events including the annual Sun ‘N Fun 

Fly-In. 


Legend 






Item Measured 

Air Traffic Operations 

(takeoffs and landings 

annually) 

Aircraft Fuel Flowage 

(gallons delivered to the 

Airport) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

133,752 121,975 109,428 140,000 145,000 

1,262,500 1,196,375 1,220,590 1,225,000 1,250,000 



• A new Municipal/Airport Fire Station #7 was scheduled for construction in 2008, however due to 

budget constraints the construction will be delayed until FY 2015 - 2016. 


• The Transportation Security Administration (TSA) and the Federal Aviation Administration (FAA) 

have taken steps to enhance aviation security through regulation and guidance. In order to 

comply with current Federal and State regulations the Airport will install and implement additional 

measures of security. 



2007-08 




Personnel 



Total Personnel 551,170 699,556 678,648 1,079,088 

Non-Personnel 



Utilities 164,600 182,250 165,861 204,910 




Debt Service 15,466 15,466 15,466 243,138 



Net Transfers 


Taxes 


Intergovernmental 4,271,769 3,483,621 1,314,525 936,556 



All Other Revenue 5,902 250 572 250 

Total Revenue 4,628,396 3,738,227 1,595,054 1,183,145 



Lakeland Linder Regional Airport—Leasing Activities 

MISSION 

To provide airport funding sources for both operational and capital needs by leasing and maintaining 

aviation and non-aviation facilities. 

CORE SERVICES 

Provide leasing opportunities for Airside/Landside properties consisting of aviation hangars, office 

buildings and facility rentals. Facility rentals include a large conference/meeting room and an airport 

terminal area available for special events (i.e.; weddings, receptions, art forums, meetings, etc.). 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Lakeland Airside Center: 

Tenants 15 16 16 17 18 

Footage Leased 551,600 574,000 520,200 532,100 557,100 

Footage Vacant 138,400 116,000 169,800 161,400 136,400 

Other Airport: 

Tenants 10 9 10 9 10 

Footage Leased 302,100 307,400 307,400 307,200 307,400 

Footage Vacant 7,800 2,500 2,500 2,700 2,500 

T-Hangar Space: 

Number Leased 60 65 65 65 65 

Number Vacant 5 0 0 0 0 




These positions are part of the Lakeland Linder 

Regional Airport. To see the entire table of 

organization, see page G-11. 

Legend 





2007-08 




Personnel 




Non-Personnel 



Utilities 165,483 194,650 199,370 231,089 




Debt Service 1,232,584 1,238,907 1,185,054 1,160,721 



Net Transfers 


Taxes 





All Other Revenue 619,775 78 103 

Total Revenue 4,481,815 3,456,092 3,609,086 3,617,768 

Funding to be Provided (2,002,729) (408,624) (608,541) (919,745) 



MISSION 

To provide safe, convenient parking facilities and assist businesses within the Central Business District 

(CBD) by reducing parking issues through consistent enforcement. 

CORE SERVICES 

Parking Services maintains three parking garages and eight surface lots in addition to on-street parking 

within the City, thereby enhancing the downtown economic climate by ensuring turnover in customer 

parking spaces. The two hour free on-street parking, known as the “Yellow Zone,” continues to be 

received favorably by customers to the downtown area and is supported by the Lakeland Downtown 

Development Authority, the Downtown Lakeland Partnership and the many other businesses within the 

CBD. 


These positions are part of the Public Works 

Department. To see the entire table of organization, 

see page G-71. 

Legend 




2004 2005 2006 2007 2008 

Item Measured Actual Actual Actual Projected Proposed 

Citations Issued 5,342 3,993 3,797 3,500 4,000 

Leased Spaces: 

Surface Lots 

Garages 

544 

1,511 

544 

1,511 

548 

1,586 

548 

1,586 

548 

1,586 



2007-08 




Personnel 




Non-Personnel 



Utilities 106,406 121,288 113,583 120,744 




Debt Service 89,668 334,468 89,668 89,668 

Total Non-Personnel 497,340 1,006,570 676,988 954,898 

Total Expenditures 757,319 1,282,290 929,642 1,273,061 

Net Transfers 


Taxes 






Total Revenue 600,979 789,442 743,858 638,976 







Program 

Activity 

Page 

City Commission D-128 

City Clerk D-130 

Intergovernmental Relations D-133 




Relations 

30% 

City Commission 

41% 


29% 






Personnel 

Salaries and Wages 279,083 364,429 313,080 421,644 



Non-Personnel 



Utilities 13,008 15,575 13,404 22,301 




Debt Service 



Net Transfers 


Taxes 










MISSION 

To protect and promote a quality of life in Lakeland that includes the health, safety and general welfare 

of the citizenry. 

CORE SERVICES 

Responsible for the formulation and adoption of legislation that protects the health, safety and general 

welfare of the City as a whole and of its citizens. The City Commission meets regularly on the first and 

third Monday of each month at 9:00 a.m. and then again at 1:00 p.m. for the Utility Committee 

meetings. Special workshops and additional sessions are scheduled on an as needed basis. An 

agenda study session is held the Friday preceding a scheduled City Commission meeting, at which 

staff is available to provide additional background information and address questions regarding issues 

on the upcoming Commission agenda. City Commission meetings and Utility Committee meetings are 

aired live throughout the County and replayed on the same day starting at 6:00 p.m. on Bright House 

Networks Channel 19 and Comcast Cable Channel 33. Meetings are also available for viewing as 

streaming video on www.lakelandgov.net. 


The City Commission and the Mayor are elected to four year terms with next election scheduled for Tuesday, 

November 6, 2007. The Commission is comprised of four district seats and three at large seats including the Mayor. 

Although there are district seats, all registered voters within the City limits may vote on all candidates. 

Seated: Commissioner James S. Verplanck, Mayor Ralph L. “Buddy” Fletcher 

and Commissioner R. Howard Wiggs 

Standing: Commissioners Glenn E. Higgins, Gow B. Fields, Edie L. Yates and 

A. Dean Boring 



2007-08 




Personnel 




Non-Personnel 



Utilities 3,756 6,128 5,111 9,308 




Debt Service 



Net Transfers 


Taxes 










MISSION 

To be supportive of an informed and engaged citizenry by maintaining a timely and complete legislative 

record of the City Commission’s activities and those related documents accessible to staff and the 

public. 

CORE SERVICES 

Administers the Lakeland Municipal elections, the Lakeland Downtown Development Authority (LDDA) 

Board elections and the Civil Service/Pension Board elections. Maintains the legislative history of the 

City Commission, secures the City Seal and all City contracts, leases, deeds, easements and other legal 

documents while ensuring compliance with the State Statute for records storage and disposal. Process 

record requests from the public and city staff. 


Legend 






Item Measured 

Requests for Copies from Records 

Center 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 

1,926 2,437 2,136 2,000 

Records Placed in Storage (# of boxes) 1,360 1,022 1,155 1,100 

Records Destroyed (# of boxes) 1,800 1,506 692 907 


Communication 

• In support of on-going development of an informed and engaged citizenry working to make the City 

Commission minutes available on the web for research. 

Fiscal Management 

• Effectively manage financial resources, by working on a Disaster Document Recovery Agreement 

and Plan to recover vital documents damaged in a natural or man made disaster. 



2007-08 




Personnel 




Non-Personnel 



Utilities 6,254 6,887 5,699 9,724 



Capital Outlay 9,838 144 144 18,954 

Debt Service 



Net Transfers 


Taxes 






Total Revenue 



Intergovernmental Relations 

MISSION 

To develop and maintain an effective communications and networking system with representatives of 

federal, state and municipal governments and other local government agencies in an effort to advance 

interests of importance to the City of Lakeland. 

CORE SERVICES 

As a local government, the City of Lakeland’s vast and diverse operations and services are subjected to 

a litany of federal and state statutes, regulations and policies. In an effort to provide the most cost effective 

and responsive array of services, the City monitors and evaluates the potential positive and 

negative implications associated with proposed amendments to federal and state laws, statutes and 

regulations related to local operations. To assist in this endeavor, the City holds memberships with the 

National League of Cities (NLC), the Florida League of Cities (FLC), the Ridge League of Cities and the 

United Conference of Mayors (UCM). Each organization employs staff that offers research and advocacy 

assistance to member communities in order to provide timely information to local governments, 

which affords improved communications with key decision-makers as public policy issues are developed 

both in Washington D.C. and in Tallahassee, Florida. Currently, Commissioner Howard Wiggs 

serves on the FLC Legislative Committee and as President of the Ridge League board. Mayor Ralph 

“Buddy” Fletcher serves on the board of Directors for the Tampa Bay Partnership. Commissioner Gow 

Fields serves on the American Public Power Association (APPA) Public Policy Makers Council, which 

provides the City with an inside look at key legislative initiatives. City Manager Doug Thomas serves 

on the FLC Home Rule Administration Council. Other boards served by the Lakeland City Commission 

include the Lakeland Area Mass Transit District, Transportation Planning Organization and Regional 

Transportation Organization. 


Please refer to the City Commission table of Organization on page D-128. 


Intergovernmental Relations 

2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 468 1,029 874 1,128 

Utilities 2,998 2,560 2,595 3,268 



Capital Outlay 466 218 218 

Debt Service 



Net Transfers 


Taxes 






Total Revenue 





Environmental & Utility 

Services 

Programs 

Activity 

Page 


− Energy Production D-138 

− Energy Transmission and Distribution D-140 

− Utility Billing and Customer Service D-142 

Water Treatment and Distribution D-145 

Wastewater Collection and Treatment D-148 

Solid Waste 

− Residential D-150 

− Commercial D-153 

− Recycling D-156 

Lakes and Stormwater Management D-159 


Environmental and Utility Services 

Wastewater Collection 

and Treatment 

8% 

Residential Solid 

Waste Management 

2% 

Commercial Solid 

Waste Management 

1% 

Recycling Services 

Environmental and Utility Services 




Personnel 




Non-Personnel 


Professional and Contractual 10,637,861 12,656,020 10,817,424 12,086,058 

Utilities 4,769,905 4,804,693 4,784,194 4,954,358 




Debt Service 44,419,018 47,627,950 47,618,837 50,397,295 



Net Transfers 


Taxes 


Intergovernmental 446,530 1,346,562 1,096,562 3,008,217 


Interest Income 5,179,506 5,063,298 4,548,685 4,436,043 


Total Revenue 457,527,123 492,798,042 502,669,737 490,211,068 



Energy Production 

MISSION 

To provide reliable, cost effective and environmentally compliant electric generation in a safe work 

environment to service the needs of our customers. 

CORE SERVICES 

To meet the electric needs of our customers, Lakeland Electric has a generation capacity of 

approximately 1,000 megawatts (mw) of which 21% is coal-fired and 79% is gas and oil. The fuel mix 

of the energy generated for FY 2006 was 42% natural gas, 55% coal/petroleum coke and 3% oil. 

Lakeland Electric is a member of the Florida Municipal Power Pool (FMPP) with Orlando Utility 

Commission (OUC) and Florida Municipal Power Agency (FMPA). The purpose of the pool is to provide 

economic dispatch of the pooled generation power to meet the needs of the members. FMPP operates 

an hourly energy pool with all members’ capacity committed and dispatched jointly. To reduce the 

volatility of fuel prices and lower fuel costs, a fuel hedging program is utilized. 

Unit 3, the coal unit, is jointly owned with OUC holding a 40% undivided interest in the unit. 


Item Measured 

Major Units Available for 

Generation (EAF) 

Major Units (EFOR) - Forced 

Outage (not planned) Time 

Safety – Lost Time Incidents 

(LTI) 

Byproduct Revenue 

(Gypsum and Ash) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

80.29% 77.48% 83.02% 86.50% 86.97% 

6.42% 8.54% 12.91% 6.98% 8.92% 

7 7 7 ≤ 3 ≤ 3 

$0 $3,195 $230,918 $464,842 $1,062,946 


Please see the Energy Production Table of Organization and workgroup support on 

page G-35. 



2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 5,085,403 5,933,826 5,052,524 5,164,235 

Utilities 740,343 722,793 688,174 701,237 




Debt Service 26,312,933 28,595,000 28,587,286 29,595,940 



Net Transfers 


Taxes 






Total Revenue 338,033,869 340,499,861 341,968,402 343,910,528 



Energy Transmission and Distribution 

MISSION 

To safely, reliably, and efficiently deliver electric power from Lakeland Electric’s generation facilities and 

interconnections with other utilities to our customers throughout the 258 square mile utility service area. 

CORE SERVICES 

Energy Transmission and Distribution is responsible for the short range planning, design, construction, 

operation and maintenance of all electric transmission and distribution lines, substations and electrical 

service connections to all residential, commercial and industrial customers. Additional services include 

providing private area lighting and roadway lighting services. 


Item Measured 

Installations 

(Completed within 2 days) 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

93% 98% 90% 95% 

Service Reliability (Availability) 99.971% 99.971% 99.976% 99.98% 

Accounts Served 117,430 119,897 122,083 124,041 

Energy Delivered to Customers 

(GWHr *) 

2,783 2,880 2,885 2,955 

Safety—Lost Time Incidents (LTI) 11 6 5 5 


GOAL: Quality of LIfe 

OUTCOME: Superior Municipal Services 

KSI: Electric Service Reliability 

Objective: Measure Electric Service Reliability 


2005 2006 2007 2008 

Goal Actual Goal Actual Projected Proposed 

Service Reliability (SAIDI) 133 154 133 151 128 128 

Service Reliability (CAIDI) 80.8 74.9 80.6 78.8 77.6 78 

Service Reliability: 

System Average Interruption Duration Index (SAIDI): Measures the total annual power outage duration (in 

minutes) for the average customer. Customer Average Interruption Duration Index (CAIDI): Measures the 

average restoration time (in minutes) experienced by the customers who had service interruptions. 


Energy Transmission and Distribution 


Please see the Energy Delivery Table of Organization and workgroup support on 

page G-29. 

2007-08 




Personnel 




Non-Personnel 



Utilities 280,279 237,649 269,174 286,580 




Debt Service 11,276,971 12,255,000 12,251,694 12,683,974 



Net Transfers 


Taxes 






Total Revenue 41,855,082 44,660,900 43,156,996 50,781,614 



Utility Billing and Customer Service 

MISSION 

To create and maintain quality utility billing and customer service in a customer focused and cost 

efficient environment which meets or exceeds customers needs and expectations while developing and 

managing resources vital to the City of Lakeland’s success and pursuit of excellence. 

CORE SERVICES 

Utility Billing and Customer Service responsibilities include activating and maintaining residential and 

commercial utility accounts; billing and collections of utility revenues; processing field services connect/ 

disconnect work orders; reading customer meters; installing and maintaining residential surge 

protection; handling large commercial account customer inquiries; conducting residential and 

commercial audits; managing utility marketing products and programs and investigating utility 

consumption theft claims. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Uncollectible as % of Revenue .5% .5% .4% .5% .4% 

Annual Customer Service expense per 

customer 

$66.50 $62.27 $65.45 $77.96 $77.00 

Percent of revenue 60-90 days arrears 1.80% 1.55% 1.34% 0.88% 0.60% 

% of time CSR’s spend on in-bound 

customer calls 

78% 75% 73% 78% 80% 

Percent of eligible customer 

disconnects worked (to pay 

100% 100% 100% 100% 95% 

outstanding and reconnect) 

Average time to answer customer 

service call (seconds) 

91 158 80 82 72 

% of meters read accurately 99.96% 99.94% 99.90% 99.92% 99.95% 

Safety—Lost Time Incidents (LTI) 6 4 3 0 0 






KSI: Utility Customer Account Numbers (% change) (2008 Goal: 2.51%) 

Objective: Percent change from previous year of number of residential and non-residential 

active locations 

GOAL: Fiscal Management 

OUTCOME: Optimal Management of Existing Financial Resources 

KSI: Electric Utility Rate (2008 Goal: Maintain current non-fuel retail rates-no increase.) 

Objective: Electric Utility rates (predefined benchmark) 



• Implement Technology Advances - Implement Meter Reading Route Management and Field Service 

Mobile Workforce tools to balance workload and improve accuracy. 


Please see the following Tables of Organization: 

• Customer Billing is part of the Finance Department. See Department Table of 


• Lakeland Electric Customer Service. See department Table of Organization on 

page G-22. 



2007-08 




Personnel 




Non-Personnel 



Utilities 65,651 71,299 62,004 53,554 



Capital Outlay 714,862 389,486 389,486 1,267,832 

Debt Service 382,024 



Net Transfers 


Taxes 





All Other Revenue 1,125,625 142,633 10,324,468 139,300 

Total Revenue 10,763,935 11,417,863 19,596,060 12,250,709 

Funding to be Provided (1,616,022) (861,419) (11,097,145) (1,049,362) 


Water Treatment and Distribution 

MISSION 

To provide an adequate amount of potable water for domestic use and fire protection services while 

meeting or exceeding required governmental guidelines at a cost competitive with comparable communities 

throughout the state. 

CORE SERVICES 

Provide an excellent and reliable product, meeting public health standards by providing water plant 

maintenance and operations, water purification, cost effective treatment and related actions involving 

engineering and administration. Distribution facilities and associated equipment are maintained to provide 

reliable service at an established level of efficiency. 


Item Measured 

Water Treated 

(Million Gallons) 

Water Pumped Average/Day 


Water Pumped Maximum/Day 


Treatment Cost 

(per 1,000 Gallons) 

Distribution Cost 


Cost of Service 


Water Losses 

(% of Pumped) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Projected 

8,604 8,846 9,486 9,300 10,468 

23.50 24.20 25.99 25.48 28.68 

39.10 39.15 40.07 33.00 32.57 

$0.37 $0.43 $.53 $.58 $.58 

$0.23 $0.24 $.27 $.29 $.29 

$0.91 $0.99 $1.11 $1.23 $1.27 

5.53% 9.29% 7.09% 7.00% 7.50% 




KSI: Water Utility Rate (2008 Goal: No Increase) 

Objective: Water Utility rate (predefined benchmark) 



KSI: Utility customer account numbers (2008 Goal: 1% Increase) 

Objective: Percent change from previous year of number of residential and non-residential 

active locations 




Quality of Life: 

• The department will unveil a comprehensive water conservation program jointly funded by the South 

West Florida Water Management District. This multi phase program will offer opportunities for 

customers to reduce and control the amount of water they consume and will include education and 

enforcement. 


Please see the following Tables of Organization: 

• Water Distribution is part of Water Utilities. See Department Table of 


• Water Production is part of Water Utilities. See department Table of Organization 

on page G-81. 



2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 592,960 1,003,831 975,786 814,210 

Utilities 1,829,266 1,810,862 1,872,820 1,910,569 


All Other Operations and Maintenance 977,674 1,154,911 1,117,204 2,154,293 


Debt Service 4,383,117 4,447,359 4,449,265 4,437,830 



Net Transfers 


Taxes 






Total Revenue 25,896,923 24,176,868 25,844,175 26,453,855 

Funding to be Provided (925,775) 5,650,978 3,262,776 (2,368,072) 


Wastewater Collection and Treatment 

MISSION 

To provide customers in the City of Lakeland’s service territory with a sufficient sewerage collection and 

treatment system to treat and dispose of all wastewater and residual products. 

CORE SERVICES 

Utilizing the two Wastewater Treatment Plants (WWTP), Glendale and Northside, services include the cost 

effective collection and treatment of wastewater products originating from household, commercial, and 

industrial establishments located within the City’s service territory. Included in the treatment process is the 

removal of solids which leads to the production of Class A / B sludge and reclaimed water meeting 

industrial reuse standards. 


Item Measured 

Wastewater Treated 


Average/Day Wastewater Daily 

Average Treated (Million Gallons) 

Maximum/Day Wastewater 

Maximum Daily Treated 


Treatment Cost 


Collection Cost 


Cost of Service 


Number of Spills 

(per Year) 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Projected 

4,263 4,380 3,801 4,015 4,200 

11.68 12.00 10.43 11.00 11.50 

21.07 25.00 17.60 17.00 18.00 

$1.22 $1.50 $1.78 $1.94 $1.70 

$.21 $.62 $.67 $.70 $.87 

$2.25 $2.64 $3.14 $3.56 $3.19 

6 2 2 2 2 




KSI: Wastewater Rate (2008 Goal: ≤7.5% Rate Increase) 

Objective: Wastewater Utility rates (predefined benchmark) 



KSI: Utility customer account numbers (2008 Goal: 1% Increase) 

Objective: Active accounts residential and non-residential 


Wastewater Collection and Treatment 


Please see the following Tables of Organization beginning on page G-74: 

• Wastewater Administration 

• Wastewater Collection, and 

• Wastewater Treatment 

2007-08 




Personnel 


Fringe Benefits 783,204 898,734 711,909 1,028,990 


Non-Personnel 


Professional & Contractual 887,088 953,368 938,153 1,375,861 

Utilities 1,824,480 1,930,850 1,862,605 1,971,491 




Debt Service 2,173,863 2,174,614 2,174,614 3,141,549 



Net Transfers 


Taxes 






Total Revenue 26,262,725 55,748,787 56,085,574 36,799,977 

Funding to be Provided (789,602) 7,440,358 5,806,858 (2,272,584) 


Residential Solid Waste Management 

MISSION 

To provide the citizens and businesses of Lakeland with efficient, reliable, cost effective and 

environmentally conscious residential solid waste collection services. 

CORE SERVICES 

The Solid Waste Management Division provides twice a week curbside collection service to residential 

customers for municipal solid waste Monday/Thursday or Tuesday/Friday, depending on neighborhood 

collection schedules, and regular yard trash collection on Wednesday. Also, bulk yard trash (limitation of 

up to 20 cubic yards once a quarter), appliances, junk, and tires (customer must call for pick-up) are 

collected at no additional cost to the residential customer. 


This activity is supported by the Solid 

Waste Administrative staff. See the entire 

table of organization on page G-70. 

Legend 






2004 2005 2006 2007 FY 2008 


Customers Serviced 32,840 37,400 41,200 42,800 43,490 

Garbage Tonnage 32,670 36,972 36,227 41,955 42,253 

Yard Waste Tonnage 22,250 19,319 15,128 16,032 20,250 




KSI: Solid Waste Rate - Residential (2008 Goal: Max. 5% fee increase.) 

Objective: Solid Waste Utility rates (predefined benchmark) 



2007-08 




Personnel 




Non-Personnel 



Utilities 15,265 15,531 14,837 17,104 



Capital Outlay 65,505 65,505 215,724 

Debt Service 



Net Transfers 


Taxes 






Total Revenue 5,841,028 6,032,061 6,028,441 6,174,756 



Commercial Solid Waste Management 

MISSION 

To provide the citizens and businesses of Lakeland with efficient, reliable, cost effective, and 

environmentally conscious commercial solid waste collection services. 

CORE SERVICES 

The Solid Waste Management Division provides municipal solid waste collection for commercial 

customers one to six days per week by offering Front-loader and Roll-Off service. Both services offer 

various sizes of dumpster containers. Commercial yard trash collection and recycling collection are 

available on a fee based schedule. Growth of the Roll-off program and its resources will occur as the 

market dictates its expansion. 



Waste Administrative and Support 

Services staff. See the entire table of 

organization on page G-70. 

Legend 






2004 2005 2006 2007 FY 2008 


Customers Serviced 4,133 4,800 4,920 5,052 5,182 

Garbage Tonnage 37,659 41,654 39,202 37,900 40,556 

Roll-Off Tonnage 2,017 4,395 5,435 5,200 6,522 

Yard Waste Tonnage 1,225 1,820 1,259 1,900 2,500 




KSI: Solid Waste Rate - Commercial (2008 Goal: Maximum 5% fee increase.) 




2007-08 




Personnel 




Non-Personnel 

Internal Service Charges 961,527 1,072,515 989,281 1,088,783 


Utilities 8,077 8,217 7,850 9,049 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 5,116,590 5,548,000 5,554,520 5,856,491 




MISSION 

To provide citizens and businesses of Lakeland with efficient, reliable, cost effective and 

environmentally conscious recycling collection services. 

CORE SERVICES 

The recycling program consists of 5 Residential Collection Drivers and 1 Multi-Family Collection Driver. 

Materials collected include aluminum and steel cans, clear and colored glass, newspapers, magazines, 

corrugated cardboard, #1 and #2 plastic bottles, and phonebooks. Seven drop-off centers located 

throughout the City for collection of magazines, clear and colored glass with three of these collection 

sites that accept all recyclables. Phonebooks are collected annually at curbside and established drop-off 

locations during January, February, and March. Educational programs and recycling presentations are 

available upon request. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Residential Program 

Participation 

30% 24% 26% 25% 26% 

Curbside Tonnage 2,496 2,490 2,678 2,900 2,982 

Commercial Tonnage 1,212 885 1,081 1,100 1,218 

Scrap Metal Tonnage 168 144 81 106 110 

Waste Tire Tonnage 687 682 693 690 722 




KSI: Solid Waste Rate - Recycle (2008 Goal: Remain revenue neutral with no fee increase.) 






Waste Administrative and Support 

Services staff. See the entire table of 

organization on page G-70. 

Legend 





2007-08 




Personnel 




Non-Personnel 



Utilities 2,250 2,494 2,049 2,362 



Capital Outlay 166,589 166,589 29,786 

Debt Service 272,134 155,977 155,978 155,978 


Total Expenditures 923,295 1,179,990 1,075,129 1,121,785 

Net Transfers 


Taxes 






Total Revenue 931,842 966,092 958,344 976,248 



Lakes and Stormwater Management 

MISSION 

To provide programs and services for the preservation and enhancement of surface water and other 

natural resources in the City including flood control and stormwater infrastructure. 

CORE SERVICES 

Includes planning, construction, operation and maintenance of facilities designed to enhance the quality 

and conveyance of surface waters and prevent flooding. Protection of lakes and streams, through 

watershed management principles, to develop projects and programs that enhance water quality and 

other natural resources in the City’s lakes, streams and wetlands. 

The retrofitting of stormwater infrastructure to provide treatment of runoff is a major component of this 

service as stormwater is a significant source of pollutant-loading to lakes and streams. Engineering 

studies and construction projects to address local flooding problems. Control of water levels in lakes 

and other water bodies through the development of fluctuation schedules and by operating water level 

control structures. 

Permitting and enforcement of City regulations pertaining to construction in lakes and discharges to the 

City’s stormwater system required under the City’s United States Environmental Protection Agency 

(USEPA) and Stormwater National Pollution Discharge Elimination System (NPDES) Municipal Separate 

Storm Sewer System permit. 

Participation in a variety of educational programs throughout the community to create awareness and 

cooperation in the protection of the City’s natural resources. Volunteers assist staff in implementing 

watershed projects through the Adopt-A-Lake program and the monitoring of water quality in the major 

lakes. Aquatic plant management involving both the planting of desirable vegetation and the removal of 

exotic and nuisance plants. 


Legend 




Lakes and Stormwater Management 

2007-08 




Personnel 




Non-Personnel 


Professional & Contractual 567 168 168 

Utilities 3,208 3,892 3,624 1,195 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 1,913,447 2,821,448 2,571,448 6,091,143 

Funding to be Provided 1,569,425 4,816,563 4,303,760 (170,844) 




Cultural and Community 

Services 

Program 

Activity 

Page 

Library Services D-164 

Cultural Support Services D-166 

The Lakeland Center D-168 

Public Information Services D-171 


Cultural and Community Services 

Public Information 

Services 

1% 

Library Services 

26% 

Cultural Support Services 

12% 


61% 


Cultural and Community Services 




Personnel 




Non-Personnel 

Internal Service Charges 1,007,259 997,158 995,231 1,064,782 


Utilities 1,059,807 879,789 1,117,397 1,149,349 




Debt Service 1,592,861 1,584,662 1,584,662 1,568,662 



Net Transfers 


Taxes 






Total Revenue 6,807,493 6,955,964 7,565,194 7,559,798 




MISSION 

To provide high quality public library services in response to the pursuit of education, recreation and 

information. 

CORE SERVICES 

Delivery of traditional library services (material loans, reference and programming for children/adults 

etc.), local history resources, government documents, internet access and meeting rooms available for 

library patrons. Access to the Library’s collection and research databases is offered through the 

Lakelandgov.net website or by visiting the Main Library, the Larry R. Jackson Branch Library or the new 

e-library South Lakeland at Lake Miriam Square. Lakeland is a member of the Polk County Library 

Cooperative (PCLC) and serves Polk County residents free of charge. 


2004 2005 2006 2007 2008 


Circulation 639,169 660,205 632,896 650,000 667,100 

Visitors 520,715 552,526 553,150 575,276 578,000 

Reference Questions 166,869 178,485 188,400 182,000 185,000 

Revenue (fines/fees) $43,498 $36,991 $47,287 $50,000 $53,000 

Items in Collection 256,303 259,335 256,243 265,000 267,750 


GOAL: Quality of Life Goal 


KSI: Library Circulation - Usage (2008 Goal—685,000) 

Objective: Usage of library resources (media). 




Library Services are part of the Parks & Recreation Table of Organization, See page G-57. 

2007-08 




Personnel 




Non-Personnel 



Utilities 110,385 108,512 108,452 122,876 



Capital Outlay 1,437,198 456,185 456,185 202,421 

Debt Service 



Net Transfers 


Taxes 



Charges for Services 175 200 200 



Total Revenue 1,321,925 1,395,092 1,648,885 1,294,593 




MISSION 

To improve the quality of life for our citizens through cultural activities and community based programs 

that enrich Lakeland by providing a stimulus for education, culture, community service and 

entertainment. 

CORE SERVICES 

Financial and personnel support for a variety of local programs meeting specific criteria. Local events 

and programs include: The Sun ‘n Fun Fly In, Music on the Promenade, Lemon Street Outdoor 

Sculpture Competition, Mayfaire by the Lake, Orange Cup Regatta, Pied Piper Players, Holiday 

Decorations, Lakeland Vision, Lakeland Citizens Academy, and both public and community service 

programs targeting outreach agencies. Private sponsorships will be sought in FY 2008 to support 

several of these programs in FY 2008 due to reduced ad valorem revenues arising from Property Tax 

Reform. 


2004 2005 2006 2007 2008 

Item Measured 


Cultural Assistance Grants (1) $164,529 $187,808 $188,576 $194,409 $200,000 

Community Service Grants (2) $80,000 $80,000 $80,000 $80,000 $80,000 

Public Service Grants (3) $134,411 $132,638 $128,000 $119,573 $118,500 

Lemon Street Sculpture 

Competition/Outdoor Sculpture Displays 

$22,000 $34,683* $22,000 $22,000 $32,000* 

Lakeland Electric Promotions $50,025 $42,883 $43,266 $60,500 $60,000 

Music on the Promenade $15,000 $20,000 $24,000 $24,000 $24,000 

Cultural Activities Reserve (4) $100,000 $100,000 $100,000 $100,000 $100,000 

*Includes in-kind contribution for the installation of the J. Seward Johnson “Man on the Street” 

sculpture exhibit in 2005 and 2008. 

(1) Cultural Assistance Grants assist public art and cultural programs for a three year period. 

Some of the current recipients include: Polk Museum of Art, Explorations V Children’s 

Museum, Polk Theatre and the Imperial Symphony Orchestra. 

(2) Community Service Grants are funded from the General Fund and some recipients include Catholic 

Social Charities, Central Florida Deaf Services, Family Fundamentals, Girls Inc., and Lakeland 

Volunteers in Medicine. 

(3) Public Service Grants are funded through Community Development Block Grants. Some of the 

current recipients include the Homeless Coalition of Polk County, Lakeland Volunteers in Medicine, 

Salvation Army and Talbot House Ministries. 

(4) The City Commission has established a goal of $2 million reserve by FY 2011. 




This activity is supported by the Parks and Recreation Department. The Parks 

and Recreation tables of organization begin on page G-54. 

2007-08 




Personnel 




Non-Personnel 



Utilities 80,777 79,772 78,386 83,574 

Insurance and Fixed Charges 100 51 101 101 



Debt Service 

Total Non-Personnel 994,066 1,079,135 959,108 1,106,860 


Net Transfers 


Taxes 






Total Revenue 367,464 422,911 307,214 391,345 




MISSION 

To be considered the venue of choice for the greater Lakeland and Polk County area by providing 

superior facilities and outstanding events. 

CORE SERVICES 

Serving as an entertainment, sports, and convention hub for the City of Lakeland, Polk County and 

beyond. The Lakeland Center features four unique venues for both corporate and consumer use: 

The Jenkins Arena hosts a variety of events including concerts, sporting events, family shows, 

and other multi-purpose events. 

Sikes Hall & The Exhibit Hall and associated spaces offer over 60,000 square feet of combined 

space for a variety of events as well as corporate trade shows and meetings. 

The Youkey Theatre seats 2,296 and is home to the City-sponsored Entertainment and 

Broadway series, the Imperial Symphony Orchestra and a number of special engagements. 

Smaller meeting rooms heavily utilized by community and non-profit groups. 


2004 2005 2006 2007 2008 

Item Measured 


# of Events 678 665 641 590 600 

Event Attendance 484,438 494,127 417,968 420,000 425,000 

Facility Utilization/ 

Occupancy % 

33% 37% 38% 37% 37% 

Total Sales (in Millions) 3,423 3,533 4,532 4,821 5,210 

Income % Generated by 

TLC Operated 

45% 38% 43% 43% 46% 

Departments 

Gross Operating Profit 

(Loss) % 

(48%) (55%) (38%) (34%) (31%) 

Accounts Receivable 

Average Collection Period 

26 35 28 31 28 




Legend 





2007-08 




Personnel 




Non-Personnel 



Utilities 853,453 674,335 913,542 925,869 




Debt Service 1,592,861 1,584,662 1,584,662 1,568,662 



Net Transfers 


Taxes 






Total Revenue 5,114,483 5,137,708 5,608,842 5,839,360 



Public Information Services 

MISSION 

To educate residents, employees and the media regarding the City of Lakeland’s functions, challenges 

and achievements by building and maintaining open channels of communication. 

CORE SERVICES 

Providing a centralized communications group servicing all City Departments in graphic design, public 

relations, marketing and advertising while overseeing internal and external communications. 

Communications also develops and produces government access television programming on Lakeland 

Government Network (LGN), broadcasting throughout the County (Bright House Networks channel 19 

and Comcast Cable channel 33). Live broadcasts include: City Commission, Planning and Zoning, 

Code Enforcement and Utility Committee meetings. Special events and cultural programs taking place 

in Lakeland are also aired. 


Legend 






Item Measured 

2004* 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Public Records - Research 

Requests 

N/A 225 248 249 250 

Production Projects (Including 

Graphic Design) 

N/A 135 149 145 150 

Press Releases – Notices N/A 127 131 130 130 

Access Lakeland (Monthly 

Newsletter) 

N/A 12 12 12 12 

Live Meetings on LGN N/A 40 50 50 50 

Video Productions N/A 50 65 65 65 

*The Communications Department was established in 2005. 


GOAL: Communication 

OUTCOME: Informed and Engaged Employees 

KSI: Website Hits on Internal Communication (2008 Goal: >202,000 hits on Insite and >86,000 

views on Ask City Management by using a variety of communication techniques.) 

Objective: Number of hits lasting more than 30 seconds to ask City Management, Policy 

Manual, SOP, City Announcements, Job Postings, City University. 

KSI: Employee Engagement Through Committees (2008 Goal: To increase employee 

participation in internal advisory teams and committees. 2007 data: Not Available (NA)) 

Objective: Participation on internal City of Lakeland Advisory Teams and Committees. 

KSI: Employee Satisfaction with Internal Communications (2008 Goal: ≥67% Very Satisfied 

/Satisfied.) 

Objective: Measure of employee satisfaction with internal communications. 

OUTCOME: Informed and Engaged Community 

KSI: External Communication Mediums Viewed - Hits on the City of Lakeland Website 

(2008 Goal: >5,493 hits on Video on Demand and >12,783 hits on the City Commission 

Agenda/Calendar) 

Objective: Number of hits lasting more than 30 seconds to PGTV, Commission Agendas 

and Calendar. 

KSI: Citizen Communication Satisfaction Rating (2008 Goal: To develop a benchmark that 

measures the citizen satisfaction of communication methods used by the City. 2007 Data 

NA.) 

Objective: Measure of resident’s perception of communication methods of City. 



PERFORMANCE MEASURES (KSI’S) - CONTINUED 

KSI: Citizen Cases Logged on Website (2008 Goal: To implement a Citizen Action Center 

on the City’s website that will log and track citizen action items. 2007 Data NA.) 

Objective: Number of cases logged through citizen action center web page. 

KSI: Presentations to Citizen Groups (2008 Goal: ≥46 presentations) 

Objective: Number of presentations to citizen groups, such as: service organizations, 

neighborhood associations, schools, etc. 



KSI: Residents Perception of Economic Issues and Various City Services Rating 

(2008 Goal: To implement a benchmark that measures public perception of economic 

issues facing the City. 2007 Data: 34.5% Excellent/Good.) 

Objective: Measure of residents perception of economic issues and various City services 



KSI: Home Owner Satisfaction Regarding Growth (2008 Goal: To establish a 50% satisfaction 

rating from homeowners regarding growth and infrastructure related issues. 

2007 Data: 45% satisfaction rating.) 

Objective: Home owner satisfaction regarding development, infrastructure and amenities. 

KSI: Commercial satisfaction regarding growth (2008 Goal: To implement a survey that 

measures business and commercial satisfaction regarding development, infrastructure and 

amenities. 2007 Data: Business/Retail Growth 67% Excellent/Good; Job Growth 52%.) 

Objective: Commercial satisfaction regarding development, infrastructure and amenities 



KSI: Citizen Satisfaction Rating (2008 Goal: 85% Satisfied; 2007 Data: 84% Satisfied) 

Objective: Citizen satisfaction with quality of life in Lakeland 

KSI: Lake Water Quality (2008 Goal: To implement a benchmark that measures public 

perception regarding lakes and quality of life. 2007 Data: N/A.) 

Objective: Citizen satisfaction with Lake water quality - composition of water. 

OUTCOME: Superior Municipal Services 

KSI: Citizen Satisfaction Rating (2008 Goal: (2008 Goal: To implement a benchmark that 

will measure overall citizen satisfaction of municipal services. 2007 Data: N/A) 

Objective: Citizen satisfaction of municipal services 




Communication 

• Improving Lakeland Government Network (LGN) to include live off-site broadcasts, dedicated 

Department programming and total control of the City of Lakeland’s broadcast signal. This 

improvement will include a mobile editing/switching station for off-site broadcasts. 

• Student Citizens Academy is a program that will be modeled after the highly successful Citizens 

Academy. It will introduce City services and programs to high school students through an interactive 

learning environment. 

• Annual Citizen Survey to establish benchmarks regarding City services. This project includes the 

development, implementation and tabulation of an annual survey instrument to evaluate City 

operations. 

2007-08 




Personnel 




Non-Personnel 



Utilities 2,878 4,587 4,214 2,880 




Debt Service 




Taxes 





All Other Revenue 3,621 253 253 34,500 

Total Revenue 3,621 253 253 34,500 





Parks, Recreation 

and Properties 

Program 

Activity 

Page 

Parks D-178 

Recreation and Facilities Services D-180 

Aquatics D-182 

Cleveland Heights Golf Course D-184 

Cemeteries D-186 


Parks, Recreation and Properties 

Recreation and 

Facilities Services 

39% 

Aquatics 

Parks, Recreation and Properties 




Personnel 




Non-Personnel 



Utilities 1,758,338 1,664,317 1,717,605 1,803,004 




Debt Service 2,832,922 2,779,842 2,755,887 3,186,596 



Net Transfers 


Taxes 





All Other Revenue 943,586 2,378,658 2,278,909 2,611,013 

Total Revenue 9,267,556 11,869,921 11,120,094 8,938,023 



Parks 

MISSION 

To provide citizens with safe, visually pleasing and enjoyable experiences utilizing public facilities 

parks, athletic complexes and public rights-of-ways. 

CORE SERVICES 

Maintenance of 1,134 acres of public open space including: parks, athletic playing surfaces, 

neighborhood cul-de-sacs, medians, rights-of-ways, parking, vacant lots, beautification gateways scenic 

areas and lake fronts, conservation sites, playgrounds and building facilities. A tree crew maintains 

the City’s urban forest of approximately 100,000 trees. The Parks Division also maintains and facilitates 

the year-round Detroit Tigers’ operation. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Field Rentals 3,852 3,800 4,297 4,300 4,100 

Facility Rentals 4,300 4,300 4,729 4,750 4,800 

Trees Planted 2,817 1,500 601 650 675 

Shrubs Planted 1,057 2,700 2,954 2,975 3,000 

Ground Cover Planted 2,401 1,850 678 700 750 

Annuals Planted 45,000 40,000 38,847 40,000 41,500 

Trees Trimmed 2,284 1,650 4,173 2,300 2,400 

Trees Removed 546 600 532 550 575 

Palms Trimmed 2,180 2,500 2,340 2,400 2,450 

Palms Removed 89 90 153 90 95 




KSI: Acres of Active Parks (2008 Goal: 430.9 total Acres) 

Objective: Number of acres of active parks 


Parks 


The Parks activity is supported by the Parks & Recreation Department, see Parks Table of 


2007-08 




Personnel 




Non-Personnel 



Utilities 1,192,366 1,094,121 1,145,069 1,183,666 


All Other Operations and Maintenance 641,432 998,989 1,011,431 616,057 


Debt Service 1,239,683 828,543 828,543 1,089,485 



Net Transfers 


Taxes 





All Other Revenue 394,923 715,815 564,074 1,020,514 

Total Revenue 3,669,680 5,069,001 4,417,505 2,090,281 



Recreation and Facilities Services 

MISSION 

To offer and create a variety of activities, programs, athletic leagues, day camps and special events; To 

provide publicly funded space and to maintain and improve facilities and parks eligible for renting and 

reserving with the goal of improving the quality of life for Lakeland residents. 

CORE SERVICES 

The Recreation Division maintains eight recreational facilities; providing places for numerous social 

clubs to meet and which are available for public rental. The Division serves the needs of a diverse 

population by creating programming options to attract new customers and excite existing patrons. 

Programs and classes offered at the recreational facilities include: quilting, art, martial arts, dance, 

music, educational, etiquette, fitness programs and sport leagues tailored for children and adults. A 

website is maintained by staff, identifying programming options and schedules. The Recreation 

Division also oversees special events celebrating Martin Luther King Day, Independence Day, Halloween 

and various other holidays. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Kelly Recreational Center Attendance 192,100 204,863 203,512 205,741 207,000 

Simpson Park Community Center 

Attendance 

212,584 137,001 177,771 223,257 224,000 

Number of Lake Mirror Complex Rentals 370 234 675 571 650 



OUTCOME: Support the Arts & Wellness 

KSI: Participants at Recreation Facilities (2008 Goal 433,287 Participants) 

Objective: Number of participants using recreation faculties (within buildings and pools). 



• Expansion of the Kelly Recreation Complex is scheduled to begin in late 2007 and continue into 

FY2008. Project consists of expanding facility in order to provide additional class and program 

needs. 

• Phase II of the 2007 computer initiative includes replacing the remainder of the outdated 

computers at the Coleman Bush Building providing an opportunity for computer skill set training 

and internet access. 


Recreation and Facilities Services 


The Recreation and Facility Services activity is supported by the Parks & Recreation Department, 

see the Reacreation Table of Organization on page G-59. 

2007-08 




Personnel 




Non-Personnel 



Utilities 326,616 319,357 313,717 332,077 



Capital Outlay 587,837 1,115,033 1,115,033 3,672,556 

Debt Service 1,230,300 1,642,632 1,642,632 1,792,632 



Net Transfers 


Taxes 





All Other Revenue 58,450 1,033,005 1,033,649 1,056,308 

Total Revenue 1,997,073 3,028,102 3,051,874 3,231,527 



Aquatics 

MISSION 

To enhance our citizens’ quality of life by providing family oriented safe and secure aquatics facilities 

offering instructional classes and specialized programs for both recreational and competitive 

participants. 

CORE SERVICES 

Aquatics offers year-round swim lessons beginning with Parent/Toddler ranging up to Adult lessons. 

Junior Lifeguard classes help develop a valuable resource for future applicants. The City benefits from 

a heated pool with year-round programs such as Splashercise, Aqua Therapy and Aqua Massage. The 

facilities are also home to several local high school swim teams and one competitive swim team. 

Specialty classes consist of diving, scuba, Junior Lifeguard, Club Splash, and synchronized swimming. 

Aquatics also hosts the free annual Aquafest/Aquajam Event teaching water safety practices (attracts 

2,000 participants). 


This activity is supported by staff from the 

Parks and Recreation Department. See the 

entire Parks and Recreation Department tables 

of organization beginning on page G-54. 

Legend 




Aquatics 

2007-08 




Personnel 




Non-Personnel 



Utilities 61,935 63,441 64,524 70,995 

Insurance and Fixed Charges 26,616 1 1 2 



Debt Service 



Net Transfers 


Taxes 






Total Revenue 123,559 86,400 102,537 85,400 



Cleveland Heights Golf Course 

MISSION 

To provide quality public space and programming designed to offer superior golf-related recreation and 

leisure opportunities for quality family, individual and corporate experiences. 

CORE SERVICES 

Daily guest operations of pro-shop and clubhouse include managing tee times, directing golf lessons 

and clinics, tournament administration, merchandise sales and the stocking of golf apparel, supplies, 

bar and restaurant operations. Two restaurants are offered at the clubhouse, with fixed menus that 

include breakfast and lunch entrees and an evening steam bar in the lounge. Staffing for special 

events and catering activities are also offered. Maintenance of the 200-acre City facility, which includes 

a 27-hole golf course includes mowing, trimming, weeding, pesticide applications, and equipment 

maintenance. 


2004 2005 2006 2007 2008 

Item Measured 


Rounds of Golf 79,549 74,500 76,632 74,735 76,000 

Memberships 460 439 402 375 385 

Special Golf Outings/Tournaments 41 45 54 45 45 

Banquets/Meetings 475 450 465 425 375 


Cleveland Heights Golf Course 


The Cleveland Heights Golf Course activity is supported by the Parks & Recreation Department, 

see the Table of Organization on page G-56. 

2007-08 




Personnel 




Non-Personnel 



Utilities 149,203 161,321 143,673 166,357 




Debt Service 362,939 308,667 284,712 304,479 



Net Transfers 


Taxes 






Total Revenue 2,791,689 2,987,080 2,803,457 2,811,824 



Cemeteries 

MISSION 

To provide Lakeland citizens with respectful, attractive and well maintained burial parks. 

CORE SERVICES 

The Cemetery Division operates and maintains 170 acres at two locations: 

• 50 acres at Roselawn; and 

• 120 acres of developed cemetery at Oak Hill Burial Park with 20 acres of open area (eight acres 

are reserved for future development). 

Services include burials, memorial installations, required grass maintenance and individual markers 

being trimmed and sprayed with herbicides four times annually. 


The Cemeteries activity is supported by the Parks & Recreation Department, see the Table of Organization on 

page G-55. 


Cemeteries 

2007-08 




Personnel 




Non-Personnel 



Utilities 40,532 38,660 63,424 64,060 




Debt Service 


Total Expenditures 1,010,937 1,000,979 958,517 1,027,036 

Net Transfers 


Taxes 






Total Revenue 685,555 699,338 744,721 718,991 






Internal Service 

Program 

Activity 

Page 

Facilities Maintenance D-192 

Fleet Management D-195 

Purchasing and Stores D-197 

Information Technology D-199 

Administrative Services D-201 


Internal Services 


32% 

Administrative Services 

22% 


10% 

Purchasing and Stores 

7% 


29% 


Internal Services 




Personnel 




Non-Personnel 


Professional and Contractual 1,361,595 1,202,299 1,239,661 946,942 

Utilities 479,940 433,988 407,376 533,877 




Debt Service 



Net Transfers 


Taxes 




Interest Income 885,499 664,950 821,397 1,207,229 


Total Revenue 37,086,592 38,087,156 38,165,557 39,201,784 

Funding to be Provided (2,723,777) 2,362,654 (439,015) 337,859 



MISSION 

To maintain and construct safe, clean and secure City facilities for visitors and City employees in a cost 

effective and efficient manner. 

CORE SERVICES 

Provide maintenance, janitorial, safety and construction support services for the City’s 186 facilities to 

include: structural, heating, ventilation, air-conditioning (HVAC), plumbing, electrical, carpentry, 

painting, roofing, physical security and fire suppression systems. 


The Facilities Maintenance activity is supported by the Public Works Department, see the Table of Organization on 

page G-67. 


Item Measured 

2004 

Actual 

2005 

Actual 

2006 

Actual 

2007 

Projected 


Proposed 

Work Orders Completed 3,140 4,316 3,950 4,100 4,000 

Capital Projects Completed 67 48 45 48 45 

Janitorial Service (cost/sq. ft.) $1.35 $1.68 $1.64 $1.70 $1.72 

Facility Maintenance (cost/sq. ft.) $1.10 $1.14 $1.32 $1.35 $1.95 





• During the beginning of fiscal year 2008, the City of Lakeland (COL) will be hiring Facilities 

Maintenance employees to form a COL Fire Protection Section which will be independent from 

Lakeland Electric’s (LE's) Fire Section. The need to have a COL Fire Group, responsible for all 

COL facilities, with the exception of LE’s power plants, came as a result of the growth that City 

entities have experienced in the last 10 years and the fact that the scope of work is quite different 

between LE (mostly industrial environment, hot work permits, etc.) and other City entities which 

generally involve a commercial environment, sprinkler systems, extinguishers, etc. It is expected 

that during the last quarter of calendar year 2007, LE's Team will be training/supervising the new 

group and by January 1, 2008 the groups will be totally independent. 



2007-08 




Personnel 




Non-Personnel 



Utilities 31,004 33,351 31,552 33,639 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 3,135,987 3,419,272 3,416,299 4,103,596 

Funding to be Provided (100,538) 76,062 (10,208) (5,327) 



MISSION 

To acquire and maintain safe, reliable, cost effective vehicles and equipment which meet the specific 

needs of City Departments. 

CORE SERVICES 

Fleet Management provides acquisition, maintenance, fueling and disposition for all City vehicles with 

the exception of Lakeland Fire Department equipment, Lakeland Electric’s coal-handling equipment at 

the McIntosh power plant and certain smaller pieces of mowing equipment. Comprehensive 

preventative maintenance is mandatory for all City vehicles. Most repairs are accomplished in-house 

with specialized work such as major accident repairs, transmission repair, frame and axle work, glass 

and upholstery repairs, etc. contracted out to local vendors. Fleet Management also fabricates custom 

accessories for equipment such as tool boxes, pipe racks, step bumpers, etc. 


2004 2005 2006 2007 2008 

Item Measured 


Vehicle Availability 97% 97% 97% 97% 97% 

Equipment Maintained 1,137 1,139 1,143 1,153 1,183 

Passenger Cars (Cost/Mile) $0.24 $0.28 $0.29 $0.35 $0.36 

Light Trucks (Cost/Mile) $0.26 $0.26 $0.27 $0.32 $0.34 

Police Cars (Cost/Mile) $0.27 $0.31 $0.33 $0.39 $0.40 

Number of Work Orders 

Written 

9,507 10,810 11,110 11,500 11,875 

Fuel Cost $1,719,507 $2,162,716 $2,564,727 $2,900,000 $3,000,000 



• Leading the development of a fleet repair performance measurement benchmark tool through the 

Florida Benchmarking Consortium (FBC). Participating government agencies will be able to utilize 

the data gathered. 




The Fleet Management activity is supported by the Public Works Department, see the Table of Organization on 

page G-68. 

2007-08 




Personnel 




Non-Personnel 



Utilities 72,714 75,526 67,623 81,373 




Debt Service 



Net Transfers 


Taxes 




Interest Income 747,356 1,093,404 903,412 880,451 

All Other Revenue 653,017 988,914 1,027,914 349,059 

Total Revenue 12,022,236 13,374,806 12,913,112 12,842,581 

Funding to be Provided (960,582) 1,919,508 1,903,671 (961,430) 



MISSION 

To ensure the acquisition of quality goods and services at the best value for the City in addition to 

providing a readily available supply of required items for immediate pick-up by the City Departments as 

a support for their respective services. 

CORE SERVICES 

Purchasing 

Responsible for preparing all competitive solicitation for sealed bids and quotes for all City 

Departments. Purchasing administers a purchasing card (credit card) program which allows authorized 

City employees to make small purchases for their Department’s regular needs with minimal paperwork. 

Staff maintains an interactive website allowing vendors to register and select the solicitations they wish 

to receive and facilitates the placement of on-line quotations. Purchasing is responsible for soliciting 

quotations for the restocking of the City warehouse (Central Stores). 

Central Stores 

Maintains supervision and distribution of 3,700+ separate stock items. Central Stores stages and 

palletizes supplies and system components for the Electric and Water Utilities crew trucks daily. 

Inventory is carefully monitored and re-orders are established based upon historical usage patterns. 

Central Stores maintains safety and emergency stock for out of the ordinary situations (e.g. hurricanes, 

tornados, etc.). 


Legend 





2007-08 




Personnel 



Total Personnel 992,853 1,054,794 1,054,055 1,136,046 

Non-Personnel 



Utilities 72,586 66,521 49,638 77,476 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 2,639,218 2,807,761 2,792,457 2,958,532 




MISSION 

To provide business automation and communication services that improve City operations and public 

services, optimize the availability and usefulness of information technology for employees and 

constituents, and effectively leverage technology to support the overall vision and goals of the City. 

CORE SERVICES 

Information Technology (IT) is responsible for providing application development and support, network 

administration, personal computer (PC) support, radio communications, telephone service, and fiber 

and wireless transport for all City departments. Customers also include citizen and business users of 

City web services, Wi-Fi hotspots and fiber transport services. 


Item Measured 

2004 2005 2006 2007 2008 


Network: 

Number of Devices 1,617 1,728 1,728 1,792 1,981 

Availability of Service 99.99% 99.60% 99.99% 99.99% 99.99% 

Average Cost/Port $643 $643 $876 $420** $668 

Telephone: 

Number of Devices 1,078 976 1,079 1,100 1,133 

Number of Switch Ports ---- ---- 2,917 3,017 3,107 


Telephone Average Cost/Port ---- ---- ---- $21.93 $20.72 

Radio: 



Radio Average Cost/Device $198 $225 $335* $337 $332 

Technology Support: 

Number of Calls 8,581 5,193 7,156 8,861 9,500 

Complete Help Desk Service 

Request (average number of days) 0.39 0.50 0.30 0.50 0.50 


Technology Support Avg Cost/ 

Device $563 $563 $684 $725 $710 

* System out of warranty – increased cost reflects Motorola maintenance contract costs. 

** Using IT Fund surplus, Average Cost/Port ($825) was reduced; refunding surplus to users. 




See Information Technology Table of Organization on page G-51. 

2007-08 




Personnel 




Non-Personnel 



Utilities 146,223 185,692 177,345 187,180 




Debt Service 



Net Transfers 


Taxes 






Total Revenue 11,620,796 11,936,977 12,054,175 11,508,183 

Funding to be Provided (1,568,942) 859,616 (203,798) 1,136,860 



MISSION 

To provide the administrative overhead and structure to enable the City of Lakeland’s Departments and 

operational Divisions to effectively carry out their respective missions. 

CORE SERVICES 

The Program Budget format is intended to identify the significant cost and revenue centers associated with 

the delivery of a wide range of municipal services desired by the Lakeland residents. The structure of the 

budget is non-departmentally based by design in order to capture the expenses and revenues attributable 

to a given Activity, regardless of which or how many departments may be assisting in the delivery of 

service. As such, a number of Departments, including the City Manager, Risk Management, Human 

Resources, Finance, Treasurer, Internal Auditor, City Attorney and Retirement Services do not provide end 

services to the general public in and of themselves, but rather play a supporting administrative role in the 

delivery of the identified Activities. These Departments have not been established as Internal Service 

Funds although their respective costs have been consolidated in this Activity and have been spread 

throughout the Program Budget’s Activities. The allocation of costs based upon a number of factors such 

as personnel counts, fixed percentages of both personnel and non-personnel costs, which have been 

developed by the Department derived upon estimated allocation of hours and/or through direct 

departmental allocations to the extent that particular departmental costs can be attributed to a given activity. 


HUMAN RESOURCES 


OUTCOME: Enriched Organization Workforce 

KSI: Organizational Training Hours (2008 Goal: 23.69 hours per FTE) 

Objective: Total training hours for all departments. 

KSI: Turnover/Retention (2008 Goal: 65% of Certification display adequately diverse 

candidates) 

Objective: Measurement of job applicant diversity being achieved. 

KSI: Measure of Employee Job Satisfaction (2008 Goal: 134 total rating out of 216) 

Objective: City of Lakeland Employee Job Satisfaction survey. 



PERFORMANCE MEASURES (KSI’S) - CONTINUED 

HUMAN RESOURCES (Continued): 

GOAL: Communication 

OUTCOME: Informed and Engaged Community 

KSI: Citizen Volunteer Hours (2008 Goal: 18,100 hours) 



KSI: Partnerships With Education (2008 Goal: 9 partnerships) 

Objective: Number of partnerships established with educational agencies 

KSI: Mentoring Hours (2008 Goal: 296 hours) 

Objective: Number of mentoring hours contributed by City of Lakeland employees 

KSI: Internships/Co-op Positions (2008 Goal: 15 interns at 7,200 hours) 

Objective: Track the number of interns and co-ops employed by the City. 

FINANCE 

GOAL: Fiscal Management Goal 


KSI: City Bond Ratings - ability to finance debt (2008 Goal: Achieve average underlying 

bond ratings of A+ within two years on electric utility bonds and maintain no less than 

AA – ratings on our water/wastewater bonds.) 

Objective: Measure of City’s ability to finance debt 

KSI: Millage Rate (2008 Goal: Maintain millage rates below state-wide average.) 

Objective: Millage rate 

OUTCOME: Develop New Financial Resources 

KSI: Annual Grant Dollars (2008 Goal: $14,381,145) 

Objective: Total annual grant dollars received 

KSI: Annual Contributions and Donations to the City of Lakeland (2008 Goal: $275,655) 

Objective: Net annual contributions and donations to the City of Lakeland 

KSI: New Net Income Sources (2008 Goal: To implement a survey of services recovered 

through a user charge (versus taxes) by other cities and determine opportunities. 

2007 Data: N/A) 

Objective: Net annual contributions from new (5 years per source) income streams 



KSI: City Monies Supporting the Arts (2008 Goal: Establish a trust fund equal to $2 million.) 

Objective: Dollars spent to support: theatre, dance, music and entertainment 



2007-08 




Personnel 




Non-Personnel 



Utilities 157,413 152,203 156,056 168,316 

Insurance and Fixed Charges 147 883 893 882 



Debt Service 



Net Transfers 1,427,197 1,205,000 1,205,000 


Taxes 






Total Revenue 7,668,355 8,011,410 8,011,410 8,898,539 

Funding to be Provided (1,427,197) (1,205,000) (1,205,000) 




Please refer to the Supplementary Information section for complete Table of Organizations for the following 

departments: 

• City Attorney. page G-12 

• City Manager, page G-13 

• Finance, page G-47. Finance includes the Treasurer’s table of organization. 

• Human Resources, pages G-49 - 50 

• Internal Audit, page G-52 

• Risk Management, page G-72 

• Retirement Services, page G-73 



Line Item Budget ...........................................................................................................Section—E 

General Fund ................................................................................................................. E-7 

Community Development ........................................................................................... E-87 

Debt Service................................................................................................................. E-95 

Fleet Management ....................................................................................................... E-97 

Purchasing & Stores ................................................................................................. E-103 

Facilities Maintenance .............................................................................................. E-109 

Information Technology............................................................................................ E-115 

Wastewater Utility...................................................................................................... E-131 

Water Utility................................................................................................................ E-147 

Parking ....................................................................................................................... E-163 

Lakeland Center......................................................................................................... E-171 

Cleveland Heights Golf Course................................................................................ E-183 

Lakeland Linder Regional Airport............................................................................ E-191 

Solid Waste ................................................................................................................ E-203 

Stormwater................................................................................................................. E-211 

Electric Utility............................................................................................................. E-215 

E-1 Fiscal Year 2008 Annual Budget

Funds Overview 

The financial transactions of the City are reported in individual funds within the City’s accounting system. 

Each fund is accounted for by providing a separate, self-balancing set of accounts comprised of the 

assets, liabilities, reserves, fund equity, revenues and expenditures/expenses of each fund. GASB 34 sets 

forth the minimum criteria used to determine whether the individual funds are considered major 

versus non-major. The criteria are based on the value of assets, liabilities, revenues and expenditures/ 

expenses of each fund in relation to all funds taken as a whole. Based on these criteria, the City’s major 

funds are the General Fund, Electric Utility Fund, and Water/Wastewater Utility Funds. Detailed 

information on these funds is provided in the basic financial statements. 

Within the fund financial statements, funds are also classified into fund types. A different basis of 

accounting is applied to the various fund types, based on the nature of the financial information needed to 

sustain the types of services provided. 

Enterprise Funds: Used to account for operations that are financed and operated in a manner 

similar to private business enterprises. The primary customer of enterprise funds is the general 

public and the intent is that the costs relating to providing certain goods or services are primarily 

recovered through user fees and charges. 

• The Parking System Fund accounts for operating and maintaining parking facilities throughout the 

City, including three municipal parking garages. 

• The Lakeland Center Fund accounts for operating and maintaining the Lakeland Center for public 

shows, civic and cultural events, entertainment and other activities. 

• The Cleveland Heights Golf Course Fund accounts for operating and maintaining the City-owned 

golf course. 

• The Lakeland Linder Regional Airport Fund accounts for revenues and leases of buildings and 

land, commissions on the sale of gasoline, related operating expenses, and capital outlays 

necessary for maintaining a general aviation facility and an industrial park. 

• The Solid Waste Management Fund accounts for all activities necessary to provide refuse 

collection, disposal services and recycling to residents of the City. 

Internal Service Funds: Used to account for the financing of goods or services provided by one 

department to other departments of the City on a cost reimbursement basis. 

• The Purchasing and Stores Fund accounts for the cost of purchasing and maintaining custody of 

supplies and materials. Services provided are billed based on an estimate of actual cost, including 

operating expenses and overhead. 

• The Fleet Management Fund accounts for renting and maintaining automotive equipment used by 

other City departments. User charges are assessed to cover actual costs, including operating 

expenses, overhead and depreciation. 

• The Self Insurance Fund accounts for the cost of claims and management fees incurred in 

providing employee health insurance, workers’ compensation, general liability, public officials’ 

liability, airport general liability, automobile liability and trustee and fiduciary liability for the City. 

• The Internal Loan Fund accounts for internal loans that are made to other funds of the City for the 

purpose of financing operating deficits and capital acquisition costs that the City has determined 

should not be financed through the traditional tax-free debt market. All loans are interest bearing 

with defined repayment terms. 



Internal Service Funds (Cont’d): 

• The Information Technology Fund accounts for the cost of the information services incurred in 

providing network services, telephone, radio communications and general computer services and 

supplies. User charges are assessed to cover actual costs including operating expenses, 

overhead and depreciation. 

• The Facilities Maintenance Fund accounts for the cost of maintenance and janitorial services for all 

City-owned buildings. User charges are assessed to cover the actual costs, including operating 

expenses and overhead. 

Fiduciary Funds: Used to report assets held in a trustee or agency capacity for others and 

therefore can not be used to support the government’s own programs. Fiduciary funds include 

both pension trust funds and agency funds. Fiduciary Funds are measured by the Finance 

Department but not included in the budgeting process. 

• The Employees’ Pension and Retirement Fund accounts for the accumulation of resources used 

for retirement payments for City employees. 

• The Police Officers’ Supplemental Pension and Retirement System Fund accounts for the 

accumulation of resources used for retirement annuity payments to police officers. Resources are 

contributed by police officers at a rate of 1% of their salary and by the State of Florida from the 

proceeds of an excise tax imposed by the City on casualty insurance companies. 

• The Firefighters’ Supplemental Pension Plan Fund accounts for the accumulation of resources 

used for retirement annuity and death benefit payments for firefighters. Resources are contributed 

by firefighters at a rate of 3% of their salary and by the State of Florida from proceeds of an excise 

tax imposed by the City on fire insurance companies. The tax is collected by the State of Florida 

and remitted to the fund. 

• The Alternate Employee Pension Plan Fund accounts for the accumulation of assets designated 

for providing post-employment benefits for certain eligible employees enrolled in the plan. The 

assets of the City’s Alternate Pension Plan were transferred to a third part administrator in the 

name of the participants. The City no longer has any fiduciary responsibilities concerning the plan. 

The City’s involvement in the plan is limited to remitting the amounts paid by the participants to a 

third party. 

• The Death Benefit Fund accounts for the accumulation of resources used to provide continued life 

insurance to certain City employees after retirement. The maximum liability at year-end is 

completely funded. 

• The Survivor’s Benefit Trust Fund accounts for the accumulation of resources used for payment of 

a death benefit to surviving spouses of certain retired employees. 

• The Impact Fee Agency Fund accounts for the deposits of transportation, emergency medical and 

jail construction impact fees collected on behalf of the County. 

Special Revenue Funds: Used to account for proceeds from certain specific revenue sources. 

These funds are recorded separately as directed by legal requirements, regulatory provisions, or 

administrative action. As with the General Fund, the primary accounting focus is on the sources of 

available funds and the financial activity is reported using the modified accrual basis accounting. 

• The Transportation Funds’ major sources of revenues include taxes levied on motor fuels and 

impact fees. These revenues are used for projects approved by the City Commission, such as 

street improvements. 



Special Revenue Funds (cont’d): 

• The Public Improvement Fund consists of revenues primarily received from an agreement to lease 

a City-owned hospital facility to a not-for-profit corporation. The revenues are used to finance a 

variety of capital improvement projects not assignable to an enterprise operation and to pay debt 

service on long-term debt issued for the same purpose. 

• The Community Development Fund accounts for the funds provided by the Federal Department of 

Housing and Urban Development for improvement projects and economic development assistance 

in low to moderate-income areas. 

• The State Housing Initiatives Partnership Program via the Florida Housing Finance Corporation 

through the local housing assistance trust fund provides funds for emergency repairs, new 

construction, rehabilitation, and other assistance in very low to moderate-income areas. 

• The Disaster Relief Home Assistance Program via the Florida Housing Finance Corporation 

provides funds for rehabilitation or reconstruction of residential homes due to damage from a 

disaster. 

• The Hurricane Housing Recovery Program via the Florida Housing Finance Corporation through 

the local housing assistance trust fund provides funds for emergency repairs, new construction, 

rehabilitation and disaster assistance in very low to moderate-income areas. 

• The Stormwater Fund accounts for revenues received primarily through the collection of residential 

and commercial fees as well as transfers from the Transportation Fund for drainage and lake 

projects and are used for projects approved by the City Commission for stormwater capital 

activities. 

• The Lakeland Community Redevelopment Agency accounts for revenues received primarily from 

the tax increment of the special taxing district established for the purpose of revitalizing the 

downtown Lakeland area. 

• The Impact Fee Fund accounts for impact fees collected for transportation, law enforcement, fire 

protection and parks and recreation. The Impact Fee Fund is measured by the Finance 


• The Disaster Fund accounts for expenditures and revenues related to hurricane relief and recovery 

efforts. The Disaster Fund is measured by the Finance Department but not included in the 

budgeting process. 

Debt Service Fund: Used to account for the accumulation of resources for, and the payment of, 

general long-term debt principal and interest. The Debt Service Fund is measured by the Finance 


Permanent Funds: Used to report resources that are legally restricted to the extent that only 

earnings, not principal, may be used for purposes that support the reporting government’s 

programs. The Permanent Funds are measured by the Finance Department but not included in 

the budgeting process. 

• The Oak Hill Burial Park Fund accounts for the accumulation of resources used to finance 

improvements to the Oak Hill Burial Park. 

• The Cemetery Perpetual Care Fund, when the corpus of this fund is sufficient, it will be used to 

account for the accumulation of resources used to maintain all City-owned cemeteries. 

• The Scott Morris Mausoleum Fund accounts for a contribution to provide maintenance of the Scott 

Morris Mausoleum. 



Permanent Funds (Cont’d): 

• The Webster Book Fund accounts for a bequest received by the City to purchase nonfiction 

books and periodicals for the City of Lakeland Public Library. 

• The Baldwin Book Fund accounts for a bequest received by the City to purchase general 

science and wholesome fiction books for the City of Lakeland Public Library. 

The combined Fiscal Year 2008 net budgeted expenditures for all funds are $596,447,887 This 

represents an increase of $9,101,072 or 2% over the Fiscal Year 2007 net budget. The Fiscal Year 2008 

budget is balanced, prudent and responsive to community needs. Projected revenues will be sufficient to 

support programmed expenditures. 

In 1987 a Polk County promotional 

booklet revealed that “this 

prosperous and wide awake 

town...has justly earned the name 

of the Magic City of South Florida. 

Lakeland’s three year old birthday 

will be celebrated in February, 

1887, when its population will 

number nearly one thousand 

souls.” 


City-Wide Fund Totals 


For Year For Year 2005-06 Proposed by 


Personnel 




Non-Personnel 



Utilities 12,850,079 12,790,968 13,016,939 13,639,410 




Debt Service 53,417,396 64,103,243 63,802,015 61,091,370 



Transfers 

Transfers In 35,571,555 33,212,055 33,159,180 39,425,837 

Transfers Out (35,571,555) (33,212,055) (33,159,180) (39,425,837) 

Net Transfers 


Taxes 34,836,790 38,029,844 38,674,525 40,060,530 






Total Revenue 562,980,395 627,298,095 637,388,485 591,406,560 



REVENUE AND EXPENDITURE SUMMARY 

GENERAL FUND 

Experience Budget Experience 2007-08 



Personnel 




Non-Personnel 


Professional and Contractual 838,632 1,061,168 994,460 929,440 

Utilities 6,799,312 6,806,094 6,854,379 7,209,379 



Capital Outlay 395,720 1,832,342 1,230,825 160,252 

Debt Service 



Transfers 

Allocations to Other Funds 7,668,355 8,011,410 8,011,410 8,898,539 

Transfers In 30,355,406 28,163,917 28,163,917 34,884,637 

Transfers Out (2,276,202) (2,305,438) (2,305,438) (2,180,969) 

Net Transfers 35,747,559 33,869,889 33,869,889 41,602,207 


Taxes 29,237,547 32,816,844 32,918,525 34,274,530 

Licenses and Permits 4,409,051 5,041,547 4,052,127 4,177,458 



Interest Income 640,720 930,958 1,069,434 952,281 


Total Revenue 51,217,937 56,068,090 54,916,472 54,566,817 

Funding to be Provided (4,010,851) 5,902,466 2,762,473 1,692,116 

E – 7

GENERAL FUND REVENUES 

BUDGET FOR YEAR 2007-08 

Experience Budget Experience Proposed Adjustments 

For Year For Year 2006-07 by by 

REVENUES 2005-06 2006-07 Estimated City Manager Commission 

TAXES 

Ad Valorem Taxes 14,754,894 17,378,088 17,878,800 18,686,678 ___________ 

Communications / Utility Tax 14,161,873 15,091,156 14,733,668 15,266,492 ___________ 

Franchise Taxes 320,780 347,600 306,057 321,360 ___________ 

LICENSES & PERMITS 

Occupational Licenses 1,485,796 1,554,384 1,554,459 1,679,790 ___________ 

Building Permits 2,923,255 3,487,163 2,497,668 2,497,668 ___________ 

INTERGOVERNMENTAL REVENUES 

Federal Grants 116,729 281,168 191,857 66,874 ___________ 

State Grants 977,672 728,160 681,100 352,992 ___________ 

Local Grants 290,919 703,793 703,793 468,802 ___________ 

State Shared Revenues 8,617,169 8,927,031 8,320,998 8,356,000 ___________ 

County Shared Revenues 701,782 933,527 943,563 1,110,393 ___________ 

Payments in Lieu of Taxes 31,163 44,739 44,739 17,000 ___________ 

CHARGES FOR SERVICES 

General Government 264,688 265,410 271,669 269,667 ___________ 

Public Safety 582,097 1,112,207 1,570,038 530,186 ___________ 

Cemetery Fees 138,867 249,890 273,435 264,600 ___________ 

Lot Mowing/Demolition 170,378 242,130 293,979 266,910 ___________ 

Transportation 1,425 2,816 3,150 3,000 ___________ 

Library 70 200 ___________ 

Parks & Recreation Activities 384,429 1,057,083 1,088,845 1,066,250 ___________ 

Stadiums 189,201 247,916 270,182 300,324 ___________ 

Auditoriums 113,743 222,278 232,217 319,075 ___________ 

Other Parks & Recreation 12,232 26,636 26,668 23,950 ___________ 

FINES & FORFEITS 

Court Cases 356,858 947,787 665,598 540,000 ___________ 

Library Fines 17,550 37,563 39,000 40,000 ___________ 

Local Ordinance Violation 4,340,579 4,545,140 275,000 210,000 ___________ 

Other 762 1,725 1,500 1,500 ___________ 

MISCELLANEOUS REVENUE 

Interest Earnings 513,747 855,220 1,069,434 952,281 ___________ 

Rents and Royalties 172,942 216,844 177,802 136,589 ___________ 

Sales for Loss of Fixed Assets 163,999 303,836 338,368 316,300 ___________ 

Contributions & Donations 73,747 203,802 108,698 5,000 ___________ 

Refund of Prior Year Expense 

Reimbursements 34,500 34,500 34,500 34,500 ___________ 

Other 48,000 48,000 48,000 48,000 ___________ 

NON-OPERATING REVENUES 

Interfund Transfers 5,888,026 5,224,026 5,135,941 4,117,108 ___________ 

Dividend from Enterprise 

Operations 24,722,133 23,344,563 23,344,563 31,181,965 ___________ 

Contributed Utility Service 

SURPLUS - PRIOR YEARS (4,899,782) 1,761,868 2,911,221 1,692,116 ___________ 

TOTAL REVENUES 77,672,153 90,428,119 86,036,510 91,143,570 

E – 8

GENERAL FUND EXPENSES 




EXPENSES 2005-06 2006-07 Estimated City Manager Commission 

CITY COMMISSION 65,962 87,887 66,700 88,133 ___________ 

CITY MANAGER 309,750 273,387 271,454 298,994 ___________ 

COMMUNICATIONS 301,570 394,203 362,560 310,532 ___________ 

LEGAL 155,606 233,924 245,290 236,426 ___________ 

RETIREMENT SERVICES 275,220 261,661 162,544 ___________ 

HUMAN RESOURCES 727,130 851,225 737,132 1,039,364 ___________ 


Planning 1,882,976 2,757,569 2,444,154 2,416,784 ___________ 

Code Enforcement 792,206 1,047,028 1,004,692 799,325 ___________ 

Building Inspection 1,747,196 2,821,821 2,507,380 1,760,928 ___________ 

RISK MANAGEMENT 421,078 535,390 514,292 590,767 ___________ 

INTERNAL AUDIT 44,196 52,077 52,064 53,290 ___________ 

FINANCE DEPARTMENT 

Central Accounting 755,073 902,313 885,288 1,050,822 ___________ 

City Clerk 463,232 484,366 462,455 423,152 ___________ 

City Treasurer 87,919 65,934 66,217 26,537 ___________ 

Electric & Water Finance 10,300 10,300 

Utilities Billing 927 70,175 69,546 143,663 ___________ 

FIRE DEPARTMENT 10,121,658 11,302,119 11,328,022 12,789,974 ___________ 

POLICE DEPARTMENT 28,777,211 31,488,361 30,567,731 32,738,663 ___________ 

PUBLIC WORKS 

Director 474,275 505,727 460,562 561,282 ___________ 

Engineering 943,787 1,156,765 1,064,362 1,311,839 ___________ 

Construction and Maintenance 2,768,210 3,495,989 3,290,442 3,486,717 ___________ 

Lakes and Stormwater 209,213 244,020 198,550 

Traffic Engineering 985,920 1,041,055 1,014,528 1,095,408 ___________ 


PARKS AND RECREATION 

Director 372,698 354,309 341,435 356,884 ___________ 

Parks 7,134,619 7,756,632 7,628,294 7,882,846 ___________ 

Recreation 3,790,779 4,525,533 4,285,766 4,829,911 ___________ 

Library 2,330,326 2,990,462 2,857,211 2,907,783 ___________ 

Branch Library 353,304 393,777 380,381 433,917 ___________ 

Cemeteries 742,079 710,352 685,245 781,932 ___________ 

NON-DEPARTMENTAL 10,913,253 13,600,199 11,972,796 12,565,153 ___________ 

TOTAL EXPENSES 77,672,153 90,428,119 86,036,510 91,143,570 

E – 9

GENERAL FUND 

REVENUES 




REVENUES 2005-06 2006-07 Estimated City Manager City Commission 

TAXES 

Ad Valorem Taxes 

Current Ad Valorem Taxes 15,205,810 18,219,040 18,743,158 19,593,556 ___________ 

Ad Valorem Tax Discounts & Costs (529,151) (910,952) (937,158) (979,678) ___________ 

Delinquent Ad ValoremTaxes 54,401 45,000 46,800 46,800 ___________ 

Interest On Delinquent Ad Valorem Taxes 23,834 25,000 26,000 26,000 ___________ 

SUB-TOTAL 14,754,894 17,378,088 17,878,800 18,686,678 

Utility Taxes 

Utility Tax-Misc 

Utility Tax-Propane 273,051 282,435 331,596 351,492 ___________ 

Utility Tax-Electric 6,598,518 6,675,500 6,880,000 7,150,000 ___________ 

Utility Tax-Water 1,155,269 1,383,221 1,287,072 1,365,000 ___________ 

Telecommunication Revenues 6,135,035 6,750,000 6,235,000 6,400,000 ___________ 

SUB-TOTAL 14,161,873 15,091,156 14,733,668 15,266,492 

Franchise Fees 

Gas Companies - Franchise 320,780 347,600 306,057 321,360 ___________ 

SUB-TOTAL 320,780 347,600 306,057 321,360 

TOTAL TAXES & FEES 29,237,547 32,816,844 32,918,525 34,274,530 

LICENSES & PERMITS 

Local Business Licenses 

Local Business Licenses 1,471,847 1,537,684 1,537,684 1,663,005 ___________ 

Penalties 12,725 15,000 15,000 15,000 ___________ 

Transfer & Dup Fees 886 1,500 1,500 1,500 ___________ 

Collection Fees 188 200 200 210 ___________ 

All Other 150 75 75 ___________ 

SUB-TOTAL 1,485,796 1,554,384 1,554,459 1,679,790 

Building Permits 

Building Inspection Fees 1,680,378 2,164,290 1,401,639 1,401,639 ___________ 

Plumbing Inspection Fees 226,325 220,561 170,115 170,115 ___________ 

Mechanical Inspection Fees 165,745 158,706 129,397 129,397 ___________ 

Electrical Inspection Fees 178,365 155,945 133,682 133,682 ___________ 

Landscape Inspection Fees 2,090 2,948 2,220 2,220 ___________ 

Other Building Inspection Fees 668,325 780,254 656,156 656,156 ___________ 

Building Permit Surcharge Admin. Fees 2,027 4,459 4,459 4,459 ___________ 

SUB-TOTAL 2,923,255 3,487,163 2,497,668 2,497,668 

TOTAL LICENSES & PERMITS 4,409,051 5,041,547 4,052,127 4,177,458 

E – 10

GENERAL FUND 

REVENUES 





INTERGOVERNMENTAL REVENUE 

Federal Grants 

DOJ - Justic Assistance 92,597 92,597 44,704 ___________ 

DOJ Bullet Proof Vests 9,587 52,395 12,364 22,170 ___________ 

BJA - Safe Neighborhoods 107,142 86,896 86,896 

Forensic Science 49,280 

SUB-TOTAL 116,729 281,168 191,857 66,874 

State Grants 

FDLE - Neighborhood Enforcement Team 52,502 4,432 1,432 

FOAG - Victim Assistance Program 92,504 99,496 104,157 115,275 ___________ 

Stop Violence Against Women (DART) 63,273 68,645 41,224 41,224 ___________ 

Wilma SEOC Mutual Aid 1,567 

Mutual Aid Hurricane Wilma #792 27,569 

FDOT-Hwy Lighting & Traffic Signal Maint. 423,008 

FDOT-Parks R/W Maintenance 168,400 196,493 196,493 196,493 ___________ 

FDOT-DUI Enforcement Equipment 22,100 22,100 

DCA - Mutual Aid - Katrina Mission 65 8,353 

U&CF-Tree Inventory - Northside 15,233 117,258 101,000 

U&CF-Tree Inventory - Southside 9,359 117,042 112,000 

U&CF-Tree Remediation - SE Quadrant 31,374 102,694 102,694 

U&CF-Cemetery Tree Planting 84,530 

SUB-TOTAL 977,672 728,160 681,100 352,992 

Local Grants 

Polk County School Board-SRO 194,512 382,333 382,333 393,802 ___________ 

High Intensity Drug Trafficking Area 15,408 18,592 18,592 

PCCVB-Reimbursable Expenses 3,750 3,250 3,250 

Neighborhood Clean Up Project 77,249 299,618 299,618 75,000 ___________ 

SUB-TOTAL 290,919 703,793 703,793 468,802 

E – 11

GENERAL FUND 

REVENUES 





State Shared Revenues 

Alcoholic Beverage License Tax 60,222 60,000 70,998 71,000 ___________ 

Local Government Half-Cent Sales Tax 6,004,380 6,195,000 5,700,000 5,725,000 ___________ 

State Revenue Sharing 2,330,366 2,437,031 2,325,000 2,325,000 ___________ 

Mobile Home License Fees 197,190 210,000 200,000 210,000 ___________ 

Firefighters Compensation Tax 25,011 25,000 25,000 25,000 ___________ 

SUB-TOTAL 8,617,169 8,927,031 8,320,998 8,356,000 

Shared Revenues From Other Local Units 

County Local Business Licenses 48,966 56,000 56,000 56,000 ___________ 

County-wide Bookmobile Program 101,316 101,316 101,316 98,321 ___________ 

County-Wide Library Cooperative 551,500 583,906 593,942 675,181 ___________ 

County-Wide Library Coop. - eLibrary 192,305 192,305 280,891 ___________ 

SUB-TOTAL 701,782 933,527 943,563 1,110,393 

Payments From Other Local units in Lieu of Taxes 

Lakeland Housing Authority 31,163 44,739 44,739 17,000 ___________ 

SUB-TOTAL 31,163 44,739 44,739 17,000 

TOTAL INTERGOVERNMENTAL 10,735,434 11,618,418 10,886,050 10,372,061 


General Government 

Zoning & Subdivision Fees 155,101 120,000 150,101 150,500 ___________ 

Zoning Verification Letters 2,150 3,900 3,450 ___________ 

Site Plan Review Fees 51,000 51,000 51,000 ___________ 

Sales- Maps & Publication 7,833 9,000 5,044 6,169 ___________ 

Certification Copying, Research Fees 1,411 1,600 838 838 ___________ 

Sales-Yesterday's Lakeland 28 

County Impact Fees-Administration 17,044 11,000 10,809 11,000 ___________ 

School Impact Fees Admin. Charges 68,254 60,000 32,147 28,000 ___________ 

Special Assessment/Application Fees 1,050 7,470 5,900 ___________ 

Court Witness Fees 5 

Fire Union Dues Administrative Fee 821 800 707 800 ___________ 

LPD Union Dues Administrative Fee 1,521 1,510 1,302 1,510 ___________ 

Garnishment Fees 9,130 9,000 8,307 9,000 ___________ 

Other General Government Charges 340 1,500 44 1,500 ___________ 

SUB-TOTAL 264,688 265,410 271,669 269,667 

E – 12

GENERAL FUND 

REVENUES 





Public Safety 

Police Services Reimbursement 524,546 442,878 572,000 

Polk Community College IPS Coordinator 79,832 80,000 80,000 80,000 ___________ 

Chauffeurs Permits 625 800 750 800 ___________ 

Court Witness Fees - Police 3,042 3,000 3,000 3,000 ___________ 

Other Public Safety Charges - Police 107,525 118,000 118,000 118,000 ___________ 

Fire-Site Plan Review Fee 195,380 185,000 203,199 214,250 ___________ 

Fire Inspection Permits 30,259 26,000 57,317 50,500 ___________ 

Fire Inspection Permits - Other 88,855 120,000 80,835 60,000 ___________ 

Fire Inspection Permits 119,114 146,000 138,152 110,500 ___________ 

Training Project 10,829 

Other Public Safety Charges - Fire 12,635 15,000 1,230 3,636 ___________ 

SUB-TOTAL 1,042,699 990,678 1,570,038 530,186 

Physical Environment/Cemetery Fees 

Opening Graves 203,683 228,000 235,894 233,230 ___________ 

All Other Revenues 32,856 30,500 37,541 31,370 ___________ 

SUB-TOTAL 236,539 258,500 273,435 264,600 

Other Physical Environment Revenue 

Lot Mowing & Clearing Assessments 165,965 170,200 203,906 178,710 ___________ 

Demolition Of Bldgs-Assessments 54,788 84,000 90,073 88,200 ___________ 

SUB-TOTAL 220,753 254,200 293,979 266,910 


Other Transportation Receipts 4,268 3,000 3,150 3,000 ___________ 

Culture-Recreation/Libraries 

Library Non-Resident Fees 175 200 200 ___________ 


Tournament Fees 18,526 22,000 22,545 22,000 ___________ 

Swimming Pools 85,517 60,400 85,182 60,400 ___________ 

Swimming Classes 21,616 25,000 17,355 25,000 ___________ 

Weight Room Fees 89,840 101,750 101,750 101,750 ___________ 

Recreation Fees - Reserve for 

New Recreational Facilities 105,047 104,000 131,778 104,000 ___________ 

Parade Entry Fee 1,250 3,600 3,235 3,600 ___________ 

Overtime Charges 125,618 89,203 89,203 

Hollis Gardens Rentals 38,267 40,500 49,175 75,500 ___________ 

All Other Revenue 42,814 47,000 55,109 47,000 ___________ 

SUB-TOTAL 1,010,962 1,010,453 1,088,845 1,066,250 

E – 13

GENERAL FUND 

REVENUES 





Special Recreation Facilities - Stadiums 

Marchant Stadium 138 

Marchant Stadium-Training 118,703 132,000 101,679 132,000 ___________ 

Marchant Stadium Parking 109,231 118,000 153,179 153,000 ___________ 

Tigertown Dorm Rental 15,252 15,324 15,324 15,324 ___________ 

SUB-TOTAL 243,324 265,324 270,182 300,324 

Special Recreation Facilities - Auditoriums 

Lake Mirror Center 68,770 84,000 40,000 101,000 ___________ 

Lake Mirror Theater 4,425 4,400 207 4,400 ___________ 

Lake Mirror Loggia 400 600 600 ___________ 

Lake Mirror Glass Lounge 2,087 2,900 2,900 2,900 ___________ 

Lake Mirror Center 75,682 91,900 43,107 108,900 ___________ 

Magnolia Building 96,661 86,000 100,209 112,000 ___________ 

Peggy Brown Building - Downstairs 188 375 234 375 ___________ 

Peggy Brown Building - Upstairs 40,000 43,000 48,848 53,000 ___________ 

Tigertown Hanger Rental 5,088 6,000 9,010 6,000 ___________ 

Coleman-Bush Building 25,575 27,300 30,809 38,800 ___________ 

SUB-TOTAL 243,194 254,575 232,217 319,075 

Special Recreation Facilities - Other 

Bowling Greens 2,771 4,000 2,771 3,000 ___________ 

Lake Mirror Park Fees 8,867 7,500 12,694 7,500 ___________ 

Lake Parker Park-Pavilions 11,645 12,500 10,468 12,500 ___________ 

Shuffleboard Club 925 950 735 950 ___________ 

SUB-TOTAL 24,208 24,950 26,668 23,950 

TOTAL CHARGES FOR SERVICES 3,290,810 3,327,290 4,030,183 3,044,162 

FINES & FORFEITS 

Court Cases 

Court Cases 515,239 600,000 480,000 500,000 ___________ 

Police Education 40,090 40,000 40,000 40,000 ___________ 

Confiscated Property-Statute 932 57,246 26,829 26,829 

Confiscated Cash-Statute 932 395,702 118,769 118,769 

SUB-TOTAL 1,008,277 785,598 665,598 540,000 

E – 14

GENERAL FUND 

REVENUES 





Library Fines 42,493 40,000 39,000 40,000 ___________ 

Violation of Local Ordinances 

Code Enforcement Board 306,208 210,000 275,000 210,000 ___________ 

Other Fines and/or Forfeits 

Bad Check Charges 1,560 1,500 1,500 1,500 ___________ 

TOTAL FINES & FORFEITS 1,358,538 1,037,098 981,098 791,500 


Interest Earnings 

Interest on Investments 

Interest on Pooled Investments - 

General Fund 525,996 799,750 891,635 800,791 ___________ 

Law Enforcement Trust Fund 5,165 4,868 8,944 8,717 ___________ 

Federally Forfeited Property 8,782 11,010 20,000 20,000 ___________ 

Hollis Gardens Maintenance Trust 19,422 27,246 29,231 30,000 ___________ 

New Recreation Facilities 7,889 10,052 15,057 14,674 ___________ 

Cultural Activities Reserve 43,612 63,032 64,529 62,889 ___________ 

DOJ Grant 6 1,291 210 ___________ 

Interest from County 26,236 13,000 34,373 13,000 ___________ 

Interest from Registry of Court 3,355 2,000 3,674 2,000 ___________ 

Other Interest 257 700 

SUB-TOTAL 640,720 930,958 1,069,434 952,281 

Rents and Royalties 

Buildings-Amtrak Lease 33,501 33,501 31,889 33,501 ___________ 

Federal Building 117,331 95,798 56,191 13,558 ___________ 

Nextel-Antenna Tower Rent 31,740 31,740 31,740 ___________ 

Tower Space Rental 3,900 3,708 ___________ 

PCC Lease Of Police Vehicles 1,250 

Parking Garage - Sun Trust - Leased 21,300 21,300 21,300 21,300 ___________ 

Buildings-Lake Wire Church of God 6,300 8,400 

Magnolia Building - Garden Bistro 19,308 19,308 19,308 19,308 ___________ 

Sprintcom.Inc - Bryant Stadium 12,000 12,000 12,000 12,000 ___________ 

Sprintcom.Inc - N Socrum Loop (Hemp Hill) (2,500) 30,000 

Church of God Gospel Tabernacle 1,105 1,474 1,474 1,474 ___________ 

Building Leases - Other 32,788 

SUB-TOTAL 242,383 253,521 177,802 136,589 

E – 15

GENERAL FUND 

REVENUES 





Sales & Compensation for Loss of Fixed Assets 

Cemetery Lots 333,203 300,000 330,448 311,300 ___________ 

Scrap Sales 5,814 4,920 4,920 5,000 ___________ 

Surplus Furniture & Equipment Sales 63,056 3,000 3,000 

SUB-TOTAL 402,073 307,920 338,368 316,300 

Contributions & Donations from Private Sources 

Contributions & Donations 266,364 108,198 108,698 5,000 ___________ 

SUB-TOTAL 266,364 108,198 108,698 5,000 

Refund of Prior Year Expenditures 

Refund of Prior Year Expenses 1,309 2,191 

Reimbursements 

Reimbursements 117,514 72,946 87,566 34,500 ___________ 

SUB-TOTAL 117,514 72,946 87,566 34,500 

Other 

Concessions-Contractual 3,006 627 

Investigative Cost Reimb. - Police 134,983 100,678 100,678 

Ins. Proceeds - Workers Comp Claims 24,869 9,390 

Cash Over And Short (66) 333 

All Other Miscellaneous Revenue 98,649 48,000 172,053 48,000 ___________ 

SUB-TOTAL 261,441 148,678 283,081 48,000 

TOTAL MISCELLANEOUS 

REVENUE 1,931,804 1,822,221 2,067,140 1,492,670 

NON-REVENUES 

Interfund Transfers 

Cemetery Perpetual Care Fund 25,469 135,918 135,918 138,091 ___________ 

Hollis Gardens Maintenance Trust 53,514 53,514 53,514 ___________ 

General Fund-Cultural Activities 150,350 131,879 131,879 137,869 ___________ 

Employee Pension 51,930 53,361 53,361 54,962 ___________ 

Public Improvement Fund: 

Cultural Activities 100,000 100,000 100,000 ___________ 

All Other 5,040,000 4,075,000 4,075,000 3,000,000 ___________ 

Uninsured Loss Fund 3,346 

Impact Fee - Administration 23,658 30,000 41,915 30,000 ___________ 

Transportation Fund 409,273 412,551 412,551 415,928 ___________ 

CRA 84,000 231,803 231,803 186,744 ___________ 

SUB-TOTAL 5,888,026 5,224,026 5,135,941 4,117,108 

E – 16

GENERAL FUND 

REVENUES 





Contributions from Enterprise Operations 

Wastewater 1,770,821 1,754,555 1,754,555 1,965,102 ___________ 

Water Utilities 3,664,114 3,734,108 3,734,108 3,902,143 ___________ 

Lakeland Electric Utilities 18,000,000 16,600,000 16,600,000 24,000,000 ___________ 

Solid Waste 1,287,198 1,255,900 1,255,900 1,314,720 ___________ 

SUB-TOTAL 24,722,133 23,344,563 23,344,563 31,181,965 

TOTAL NON-REVENUES 30,610,159 28,568,589 28,480,504 35,299,073 


SURPLUS - PRIOR YEARS (3,901,200) 6,155,312 2,414,941 1,692,116 

GRAND TOTAL 77,672,143 90,387,319 85,830,568 91,143,570 

E – 17

GENERAL FUND 

CITY COMMISSION 




EXPENSES 2005-06 2006-07 Estimated City Manager City Commission 

PERSONAL SERVICES 196,511 197,556 180,492 180,865 

OPERATING EXPENSES 

Pensions 13,316 13,316 13,320 13,316 ___________ 

Water Utility Service 167 206 159 158 ___________ 

Electric Utility Service 7,834 7,669 7,550 8,787 ___________ 

Wastewater Utility Service 166 223 176 189 ___________ 

Solid Waste Service 332 375 344 395 ___________ 

Purchasing & Stores Service 510 542 542 585 ___________ 

Intra-Dept Charges - Computer Rental 6,498 4,596 4,596 19,749 ___________ 

Intra-Dept Charges - Telephone 4,313 4,273 4,304 4,957 ___________ 

Intra-Dept Charges - Facilities 4,347 4,932 4,932 6,114 ___________ 

Intra-Dept Charges - Janitorial 4,438 5,025 5,024 4,719 ___________ 

Intra-Dept Charges - IT 32,673 7,567 7,566 1,039 ___________ 

Intra-Dept Charges - Training 

49 ___________ 

Contractual Services 2,500 3,000 3,750 3,000 ___________ 

Advertising 300 1,030 450 1,030 ___________ 

Office Supplies 3,468 4,120 1,022 4,120 ___________ 

Equipment - Noncapital 1,838 2,369 1,130 2,369 ___________ 

Repair of Equipment 812 1,000 193 1,000 ___________ 

Printing & Photography 146 1,545 898 1,545 ___________ 

Postage 93 360 174 360 ___________ 

Subscriptions & Memberships 17,433 20,460 20,387 18,760 ___________ 

Telephone, Communications 32 45 14 45 ___________ 

Travel 13,494 20,300 20,300 13,000 ___________ 

Training 158 350 350 350 ___________ 

All Other Sundry Charges 8,419 5,490 4,679 8,240 ___________ 

Expense Allowance 9,679 9,600 13,100 13,800 ___________ 

Ridge League Meeting 5,780 9,920 9,396 7,000 ___________ 

Gift Certificates 750 585 750 ___________ 

SUB-TOTAL 138,746 129,063 124,940 135,426 

CAPITAL EQUIPMENT 

Equipment 9,177 

SPECIAL PROJECTS 

City Commission Retreat 11,730 24,000 24,000 24,000 ___________ 

SUB-TOTAL 11,730 24,000 24,000 24,000 

TOTAL 356,164 350,619 329,432 340,291 

E – 18

GENERAL FUND 

CITY COMMISSION 





COST ALLOCATED TO 

Fleet Management Fund (3,818) (3,457) (3,457) (3,403) ___________ 

Purchasing & Stores Fund (3,818) (3,457) (3,457) (3,403) ___________ 

Facilities Maintenance Fund (3,818) (3,457) (3,457) (3,403) ___________ 

Wastewater Fund (19,092) (17,285) (17,285) (17,015) ___________ 

Parking Fund (3,818) (3,457) (3,457) (3,403) ___________ 

Lakeland Center Fund (19,092) (17,285) (17,285) (10,209) ___________ 

Lakeland Linder Regional Airport Fund (19,092) (17,285) (17,285) (13,612) ___________ 

Solid Waste Fund (7,637) (6,914) (6,914) (6,806) ___________ 

Water Utility Fund (19,092) (17,285) (17,285) (20,758) ___________ 

Electric Utility Fund (190,925) (172,850) (172,850) (170,146) ___________ 

(290,202) (262,732) (262,732) (252,158) 

GRAND TOTAL 65,962 87,887 66,700 88,133 

PERSONNEL 

Current Proposed Pay Salary 

POSITION TITLE Budget Budget Grade Range 

Administrative Assistant 1 1 33 28,246 - 42,765 

ELECTED OFFICIALS 

Mayor 1 1 

City Commissioner 6 6 

TOTAL PART-TIME EMPLOYEES 7 7 

E – 19

GENERAL FUND 

CITY MANAGER 







Auto Allowance 14,443 14,400 16,200 16,200 ___________ 





Purchasing & Stores Service 1,515 1,609 1,609 1,738 ___________ 



Intra-Dept Charges - Radios 334 337 337 322 ___________ 



Intra-Dept Charges - IT Operating 43,379 24,801 24,801 21,029 ___________ 

Intra-Dept Charges - IT Projects 47 138 81 


246 ___________ 


Equipment - Noncapital 1,238 1,200 95 1,200 ___________ 

Printing & Photography 1,111 1,030 555 1,000 ___________ 

Postage 419 500 404 500 ___________ 


Telephone, Communications 3,760 3,650 4,311 3,000 ___________ 

Travel 11,228 7,500 9,795 7,000 ___________ 

Training 2,413 1,000 1,000 2,000 ___________ 

All Other Sundry Charges 876 1,993 1,809 1,000 ___________ 

Car Washing 7 7 

Gift Certificates 500 

SUB-TOTAL 143,833 121,192 121,059 131,932 


Economic Development 4,066 

SUB-TOTAL 4,066 

TOTAL 686,211 696,758 694,825 747,490 

E – 20

GENERAL FUND 

CITY MANAGER 









Information Technology Fund (19,814) (20,486) (20,486) (22,425) ___________ 

Cleveland Heights Golf Course Fund (6,605) (6,829) (6,829) (7,475) ___________ 




Parking Fund (13,209) (13,657) (13,657) (14,950) ___________ 

Wastewater Utility Fund (33,023) (68,285) (68,285) (74,749) ___________ 



(376,461) (423,371) (423,371) (448,496) 

GRAND TOTAL 309,750 273,387 271,454 298,994 

PERSONNEL 


Budget Budget Grade Range 

City Manager 1 1 PB1 * 

Deputy City Manager 1 1 PB2 * 

Assistant City Manager 1 1 PB2 * 

OMB Manager 1 1 63 58,718 - 88,899 

Organizational Dev Supervisor 1 56 49,504 - 74,922 

Budget Analyst 1 49 41,725 - 63,190 

Secretary to the City Manager 1 1 42 35,173 - 53,248 

Process Analyst 1 40 33,509 - 50,710 


Office Associate II 1 29 25,605 - 38,771 

TOTAL FULL-TIME EMPLOYEES 5 10 

PART-TIME 

Office Associate I 1 1 


E – 21

GENERAL FUND 









Rental / Fleet Equipment 3,056 1,764 1,764 1,864 ___________ 

Gasoline / Fleet Equipment 165 490 347 313 ___________ 

Maintenance / Fleet Equipment 188 902 








Intra-Dept Charges - Facilities 267 5,235 5,236 6,490 ___________ 

Intra-Dept Charges - Janitorial 273 5,334 5,334 5,009 ___________ 



345 ___________ 


Legal Fees 700 700 

Advertising 5,311 3,000 3,000 2,450 ___________ 

Talent Fees - Promotions 2,000 1,000 1,000 1,000 ___________ 



Food Purchases 599 1,000 1,000 600 ___________ 

Leases 2,000 4,000 4,025 4,000 ___________ 

Rentals 100 

Repair of Equipment 500 500 500 ___________ 


Postage 486 500 241 500 ___________ 



Travel 16 2,711 2,711 2,438 ___________ 

Training 450 1,000 1,000 1,000 ___________ 


Gift Certificates 25 

Recoveries-From Outside (444) (1,006) 

Recoveries-Other Funds (305) (852) 

SUB-TOTAL 118,052 143,079 126,337 131,249 

E – 22

GENERAL FUND 







Equipment 1,299 55,901 55,901 5,500 ___________ 


Commission Chamber Improvements 45,000 33,000 

Speaker's Bureau 1,500 1,500 

Music on the Promenade 26,298 18,600 18,600 26,000 ___________ 

Department Service Directory 7,500 7,500 

City Manager Annual Employee Meetings 1,319 3,500 3,500 5,400 ___________ 

Citizens Academy 1,000 1,000 1,000 ___________ 

Boards & Committees Annual Dinner 10,214 14,500 14,500 14,500 ___________ 

Employee Newsletter 22,176 25,000 25,000 

Annual City Calendar 41,555 50,000 47,161 

Web Redesign 2,429 

Red, White & Kaboom 6,500 6,500 8,500 ___________ 

Student Academy 500 ___________ 

SUB-TOTAL 103,991 173,100 158,261 60,900 

TOTAL 620,469 787,730 756,087 621,070 










Parking Fund (6,378) (7,568) (7,568) (6,211) ___________ 




(318,899) (393,527) (393,527) (310,538) 

GRAND TOTAL 301,570 394,203 362,560 310,532 

Equipment 

1 - Video and Wedstream Encoder New 5,500 

5,500 

PERSONNEL 



Communications Director 1 1 PB3 * 

Communications Marketing Manager 1 1 58 51,979 - 78,666 

Cablecast Producer 1 1 49 41,725 - 63,190 

Communications Officer 1 1 49 41,725 - 63,190 

Marketing Associate 1 1 38 31,907 - 48,298 

City Hall Receptionist/Switchboard Operator 2 1 22 21,590 - 32,677 


E – 23

GENERAL FUND 

LEGAL 



















296 ___________ 

Special Services 350 3,500 600 3,500 ___________ 

Legal Fees 100,749 75,000 100,756 100,000 ___________ 

Professional Services 3,322 5,000 3,168 5,000 ___________ 


Non-Capital Equipment 2,725 1,200 433 1,200 ___________ 

Repair of Equipment 497 508 648 508 ___________ 

Printing & Photography 34 450 493 450 ___________ 

Postage 1,582 850 1,039 1,200 ___________ 



Travel 3,823 8,500 3,572 6,675 ___________ 

All Other Sundry Charges 63 150 92 150 ___________ 

SUB-TOTAL 211,175 199,104 208,146 226,447 


Office Renovation 4,558 1,000 1,000 

SUB-TOTAL 4,558 1,000 1,000 

TOTAL 770,333 794,638 806,004 878,904 

E – 24

GENERAL FUND 

LEGAL 










Parking Fund (8,409) (7,671) (7,671) (8,789) ___________ 





(614,727) (560,714) (560,714) (642,478) 

GRAND TOTAL 155,606 233,924 245,290 236,426 

PERSONNEL 



City Attorney 1 1 PB1 * 

Assistant City Attorney 2 2 PB4 * 

Legal Assistant 3 3 40 33,509 - 50,710 


E – 25

GENERAL FUND 

RETIREMENT SERVICES 





PERSONAL SERVICES 238,332 216,418 314,650 


Auto Allowance 2,925 2,925 5,400 ___________ 

Water Utility Service 141 141 133 ___________ 

Electric Utility Service 2,130 2,130 2,308 ___________ 

Wastewater Utility Service 87 87 84 ___________ 

Solid Waste Service 495 495 520 ___________ 

Intra-Dept Charges - Computer Rental 7,300 7,300 8,574 ___________ 

Intra-Dept Charges - Telephone 1,050 1,050 1,174 ___________ 

Intra-Dept Charges - Facilities 4,574 4,574 3,189 ___________ 

Intra-Dept Charges - Janitorial 4,670 4,670 2,447 ___________ 

Intra-Dept Charges - IT 2,860 ___________ 


246 ___________ 

Special Services 85 85 

Legal Fees 4,725 1,000 ___________ 

Professional Services 1,000 2,900 3,000 ___________ 

Legal Advertising 355 355 350 ___________ 

Office Supplies 1,991 2,066 2,000 ___________ 

Non-Capital Equipment 111 1,500 1,500 ___________ 

Leases 645 645 

Repair of Equipment 324 360 

Printing & Photography 110 110 150 ___________ 

Postage 970 1,200 1,200 ___________ 

Subscriptions & Memberships 1,225 1,225 1,320 ___________ 

Telephone, Communications 500 ___________ 

Travel 6,300 6,300 7,350 ___________ 

Training 165 165 150 ___________ 

All Other Sundry Charges 235 235 300 ___________ 

SUB-TOTAL 36,888 45,243 45,756 

TOTAL 275,220 261,661 360,406 

E – 26

GENERAL FUND 

RETIREMENT SERVICES 






Fleet Management Fund (6,487) ___________ 

Purchasing & Stores Fund (2,162) ___________ 

Facilities Maintenance Fund (8,650) ___________ 

Information Technology Fund (11,893) ___________ 

Wastewater Utility Fund (12,614) ___________ 

Parking Fund (1,081) ___________ 

Cleveland Heights Golf Course Fund (3,244) ___________ 

Lakeland Center Fund (7,569) ___________ 

Solid Waste Fund (14,416) ___________ 

Water Utility Fund (18,381) ___________ 

Electric Utility Fund (111,365) ___________ 

(197,862) 

GRAND TOTAL 275,220 261,661 162,544 

PERSONNEL 



Retirement System Director 1 1 PB4 * 

Pension Benefits Manager 1 1 56 49,504 - 74,922 

Pension Benefits Administrator 1 1 42 35,173 - 53,248 

Pension Benefits Assistant 1 1 38 31,907 - 48,298 


PART-TIME 

Co-Op Student 1 1 

Office Assistant I 1 1 


E – 27

GENERALFUND 




ForYear ForYear 2006-07 by by 


EMPLOYEE RELATIONS 

PERSONAL SERVICES 763,270 972,583 882,361 1,120,335 


Tuition Refund Program 86,720 83,568 90,000 100,000 ___________ 





Solid Waste Service 599 1,840 1,447 1,581 ___________ 








887 ___________ 

Special Services 61,123 8,600 8,600 8,600 ___________ 

Legal Fees 1,268 7,125 7,125 5,000 ___________ 

Advertising 250 


Non-Capital Equipment 2,068 2,883 2,883 2,900 ___________ 

Service Awards and Plaques 13,683 16,025 16,025 16,100 ___________ 

Repair of Equipment 1,192 3,150 2,350 2,200 ___________ 

Printing & Photography 7,773 5,500 5,500 5,700 ___________ 

Postage 739 515 515 530 ___________ 



Travel 11,335 18,572 18,572 9,486 ___________ 


Gift Certificates 2,000 2,000 2,000 ___________ 

SUB-TOTAL 305,935 285,792 292,822 304,341 


Equipment 5,500 11,300 11,300 5,800 ___________ 

E – 28

GENERALFUND 







Mini-PERC 80 10,000 10,000 10,000 ___________ 

Employee Picnic 50,898 58,000 58,000 24,000 ___________ 

Employee Programs 3,376 8,000 8,000 8,000 ___________ 

Training Program 16,487 26,280 26,280 27,000 ___________ 

Internship Program 3,713 50,537 50,537 50,500 ___________ 

CPM Training 10,820 10,820 11,000 ___________ 

Strategic Planning and Implementation 1,000 3,000 3,000 105,000 ___________ 

Computer Laboratory 56,905 47,953 47,953 34,956 ___________ 

SUB-TOTAL 132,459 214,590 214,590 270,456 

TOTAL 1,207,164 1,484,265 1,401,073 1,700,932 

CIVIL SERVICE, STAFFING & COMPENSATION 



Auto Allowance 2,014 

Rental of Motor Pool Equipment 2,179 1,095 1,095 1,158 ___________ 

Gasoline/Motor Pool Equipment 234 1,029 388 284 ___________ 

Maintenance/Motor Pool Equipment 223 1,036 1,036 366 ___________ 




Solid Waste Service 1,279 1,379 1,379 925 ___________ 








493 ___________ 

Special Services 51,895 505 505 8,250 ___________ 

Legal Fees 3,281 1,500 ___________ 


Advertising 32,028 35,001 35,000 35,000 ___________ 


Non-Capital Equipment 241 730 730 500 ___________ 

Leases 4,613 6,296 6,287 5,750 ___________ 



E – 29

GENERALFUND 






Postage 2,941 5,560 5,560 6,000 ___________ 

Subscriptions & Memberships 903 1,948 1,948 1,500 ___________ 

Telephone, Communications 353 355 903 1,000 ___________ 

Travel 7,771 4,300 4,557 6,000 ___________ 

Training 210 435 435 500 ___________ 



SUB-TOTAL 236,300 154,385 156,458 135,143 


Equipment 5,000 5,000 1,000 ___________ 

TOTAL 824,344 627,468 596,567 744,633 







Parking Fund (5,675) (6,535) (6,535) (7,337) ___________ 


Lakeland Linder Regional Airport Fund (24,046) (19,606) (19,606) 





(1,304,378) (1,260,508) (1,260,508) (1,406,201) 

GRAND TOTAL 727,130 851,225 737,132 1,039,364 

Equipment 

Editing Suite Furniture Replacement 4,800 

Editing System Software Replacement 1,000 

1 - Digital Camcorder Replacement 1,000 

6,800 

E – 30

GENERALFUND 






PERSONNEL 



WORKFORCE DEVELOPMENT & LABOR RELATIONS 

Employee Relations Director 1 1 PB3 * 

Policy & Labor Relations Manager 1 1 64 60,174 - 91,083 

Organizational Development Supervisor 1 1 56 49,504 - 74,922 

Employee Relations Specialist III 1 1 54 47,133 - 71,365 

Organizational Development Specialist 1 1 54 47,133 - 71,365 

HR Specialist 1 54 47,133 - 71,365 

Training Instructor 1 1 49 41,725 - 63,190 

HR Generalist 1 1 47 39,749 - 60,174 

HR Assistant II 1 40 33,509 - 50,710 

Employee Relations Assistant III 1 1 40 33,509 - 50,710 


CIVIL SERVICE, STAFFING & COMPENSATION 

Director of Civil Service, Staffing & Compensation 1 1 PB3 * 

Manager of Staffing & Compensation 1 64 60,174 - 91,083 

HR Specialist 1 1 54 47,133 - 71,365 

Computer Applications Specialist 1 54 47,133 - 71,365 

Testing Services Manager 1 1 54 47,133 - 71,365 

Employment Services Specialist III 1 1 51 43,805 - 64,730 

Testing Services Specialist 2 1 49 41,725 - 63,190 

Employee Relations Specialist II 1 1 49 41,725 - 63,190 

HR Generalist 1 2 47 39,749 - 60,174 


Office Associate II 1 1 29 25,605 - 38,771 

Office Associate I 3 3 24 22,693 - 34,320 

Office Assistant II 1 1 22 21,590 - 32,677 


PART-TIME 

Office Assistant II 1 1 

College Intern 1 0 

Personnel Assistant 1 1 


E – 31

GENERAL FUND 

COMMUNITY DEVELOPMENT - PLANNING 








Gasoline / Fleet Equipment 1,405 1,891 1,592 1,948 ___________ 

Maintenance / Fleet Equipment 468 2,065 2,327 3,083 ___________ 




Solid Waste Service 1,330 1,505 1,380 1,585 ___________ 








739 ___________ 


Advertising 2,937 11,000 3,754 9,000 ___________ 




Postage 10,095 2,500 7,500 9,168 ___________ 



Travel 2,026 6,774 6,574 12,090 ___________ 

Training 3,208 5,880 5,880 2,000 ___________ 

All Other Sundry Charges 993 1,193 1,000 ___________ 


SUB-TOTAL 356,188 393,142 383,661 395,448 


Equipment 15,028 6,772 6,772 

E – 32

GENERAL FUND 







Neighborhood Preservation 6 

Historic Preservation Board 15,014 15,000 15,000 13,000 ___________ 

Comprehensive Plan Update 3,611 100,000 100,000 15,000 ___________ 

Affordable Housing Incentive Plan 15,415 109,585 109,585 50,000 ___________ 

Title Clearing Expense - Foreclosures 11,830 24,188 24,188 15,000 ___________ 

Transportation & Planning Consultant 24,620 171,480 171,480 25,000 ___________ 

Annexation Referendum 904 3,096 3,096 1,000 ___________ 

Enterprise Zone 2,000 ___________ 

Dixieland CRA Expansion 25,000 25,000 

Access Management Regulations 18,001 18,001 

Impact Fee Study Updates 5,000 5,000 20,000 ___________ 

Land Development Regulation Update 440 2,500 2,500 2,500 ___________ 

State Neighborhood Conference 123,420 

Neighborhood Leadership Summit 10,000 10,000 10,000 ___________ 

Sign Code Revisions 10,852 10,852 

Lake Wire Redevelopment Master Plan 7,660 469 469 

Lake Wire Lakefront Master Plan 3,775 458 458 

Carillon Lakes Noise Study 4,000 4,000 

Lklnd Interstate Industrial Park Buffer 82,264 82,264 

Office Modifications 1,800 1,800 

SUB-TOTAL 206,689 583,693 583,699 153,500 

TOTAL 1,925,581 2,895,461 2,582,046 2,486,889 


Lakeland Linder Regional Airport Fund (22,982) (22,982) 


(42,605) (137,892) (137,892) (70,105) 

GRAND TOTAL 1,882,976 2,757,569 2,444,154 2,416,784 

E – 33

GENERAL FUND 






PERSONNEL 



Community Development Director 1 1 PB2 * 

Asst. Dir. Of Community Development 1 1 PB4 * 

Planning Manager 2 2 69 67,974 - 102,918 

Transportation Planner 1 1 63 58,718 - 88,899 

CRA Coordinator 1 1 60 54,579 - 82,618 

Principal Planner 1 1 58 51,979 - 78,666 

CRA Project Manager 1 1 56 49,504 - 74,922 

Senior Planner 5 5 54 47,133 - 71,365 

Computer Application Specialist 1 1 54 47,133 - 71,365 

Economic Development Coordinator 1 1 54 47,133 - 71,365 

Property Information Supervisor 1 1 49 41,725 - 63,190 

Planner 1 1 42 35,173 - 53,248 

GIS Technician I 1 1 44 36,941 - 55,910 

Building Permit Coordinator 1 38 31,907 - 48,298 


Property Information Specialist 1 1 33 28,246 - 42,765 

CRA Program Administrator 1 1 29 25,605 - 38,771 





PART-TIME 

Planning Intern 1 1 


E – 34

GENERAL FUND 

COMMUNITY DEVELOPMENT - CODE ENFORCEMENT 









Maintenance / Fleet Equipment 6,471 16,735 12,397 12,350 ___________ 


Solid Waste Service 1,515 2,509 804 844 ___________ 




Intra-Dept Charges - Radios 3,340 3,366 3,370 3,215 ___________ 

Intra-Dept Charges - Facilities 5,935 6,734 6,734 




591 ___________ 



Non-Capital Equipment 977 1,562 1,562 

Uniforms 1,301 1,720 1,644 1,690 ___________ 

Leases 400 400 


Postage 4,072 4,500 4,500 7,120 ___________ 

Subscriptions & Memberships 559 630 620 460 ___________ 


Travel 2,465 4,816 4,816 5,850 ___________ 

Training 5,492 4,578 4,578 1,625 ___________ 

All Other Sundry Charges 624 

Car Washing 7 

SUB-TOTAL 251,391 252,229 228,560 214,033 


Demolition of Condemned Bldgs 47,962 75,432 75,432 18,650 ___________ 

Neighborhood Clean-up 76,590 223,699 223,699 

Orangewood Land Maintenance 3,000 ___________ 

Code Enforcement Board 37,357 ___________ 

SUB-TOTAL 124,552 299,131 299,131 59,007 

GRAND TOTAL 792,206 1,047,028 1,004,692 799,325 

E – 35

GENERAL FUND 

COMMUNITY DEVELOPMENT - CODE ENFORCEMENT 





PERSONNEL 



Code Enforcement Division Manager 1 1 58 51,979 - 78,666 

Code Enforcement Supervisor 1 1 49 41,725 - 63,190 

Code Enforcement Officer 3 3 42 35,173 - 53,248 

Sign Inspector 1 1 42 35,173 - 53,248 




PART-TIME 



E – 36

GENERAL FUND 

COMMUNITY DEVELOPMENT - BUILDING INSPECTION 





PERSONAL SERVICES 1,360,256 1,519,292 1,457,983 1,362,379 





Uninsured Loss Reimbursement 500 500 500 ___________ 










Intra-Dept Charges - IT Operating 137,734 67,160 67,160 53,969 ___________ 

Intra-Dept Charges - IT Projects 1,169 3,444 2,013 

Intra-Dept Charges - Training 1,232 ___________ 



Non-Capital Equipment 553 3,000 3,000 3,000 ___________ 

Uniforms 3,577 4,250 4,250 4,377 ___________ 

Repair of Equipment 406 1,100 1,100 1,000 ___________ 


Postage 7,100 5,500 3,600 5,800 ___________ 



Travel 3,733 7,626 5,838 10,183 ___________ 

Training 1,873 4,930 7,107 6,200 ___________ 



SUB-TOTAL 385,260 434,285 386,875 396,549 


City Hall Renovation/First Floor 44,300 44,300 

Reconstruct Inspection Area 750,000 544,278 

Relocation Costs for Employees 30,000 30,000 

Appeal Board Expense 1,680 2,000 2,000 2,000 ___________ 

One Step Fire Inspection 41,944 41,944 

SUB-TOTAL 1,680 868,244 662,522 2,000 

GRAND TOTAL 1,747,196 2,821,821 2,507,380 1,760,928 

E – 37

GENERAL FUND 

COMMUNITY DEVELOPMENT - BUILDING INSPECTION 





PERSONNEL 



Chief Building Official 1 1 65 61,630 - 93,330 

Deputy Building Official 1 1 60 54,579 - 82,618 

Building Plans Examiner I 3 3 56 49,504 - 74,922 

Electrical Inspector 2 2 51 43,805 - 64,730 

Mechanical Inspector 2 2 51 43,805 - 64,730 

Plumbing Inspector 2 2 51 43,805 - 64,730 

Building Inspector I 3 3 51 43,805 - 64,730 

Field Services Inspector 1 1 45 37,835 - 57,304 

License Inspector III 1 1 40 33,509 - 50,710 

Building Permit Coordinator 1 38 31,907 - 48,298 

License Inspector II 1 1 36 30,389 - 45,989 

License Inspector I 1 1 31 26,894 - 40,726 

Permit Clerk 4 4 31 26,894 - 40,726 



PART-TIME 

Building Inspector 1 1 

Electrical Inspector 1 1 

Mechanical Inspector 1 1 

Plumbing Inspector 1 1 

Office Associate II 1 1 


TOTAL PART- TIME EMPLOYEES 6 6 

E – 38

GENERAL FUND 












Uninsured Loss Reimbursement 1,000 1,000 1,000 ___________ 













739 ___________ 




Non-Capital Equipment 2,360 2,250 332 2,250 ___________ 

All Other Material & Supply 4,475 21,765 5,000 21,765 ___________ 

Uniforms 295 600 600 300 ___________ 

Leases 3,051 3,150 2,861 3,150 ___________ 



Postage 2,535 3,750 1,889 3,750 ___________ 


Telephone, Communications 2,273 2,175 2,637 

Travel 62 3,225 3,225 3,225 ___________ 

Training 3,015 3,500 3,500 3,500 ___________ 


Licenses and Permits 115 300 300 180 ___________ 


SUB-TOTAL 264,786 373,642 345,737 326,705 

E – 39

GENERAL FUND 







Safety Program 94,206 86,880 86,880 86,800 ___________ 

Health Stat Clinic 7,500 50,000 ___________ 

Emergency Management 15,459 25,000 25,000 25,000 ___________ 

SUB-TOTAL 109,665 111,880 119,380 161,800 

TOTAL 1,184,793 1,368,397 1,347,298 1,433,900 







Solid Waste Management Fund (57,140) (65,358) (65,358) (34,414) ___________ 


Parking Fund (4,590) (4,776) (4,776) (2,868) ___________ 





(763,715) (833,007) (833,006) (843,133) 

GRAND TOTAL 421,078 535,390 514,292 590,767 

PERSONNEL 



Director Of Risk Management & Purchasing 1 1 PB3 * 

Safety Manager 1 1 56 49,504 - 74,922 

Health Benefits Coordinator 1 1 54 47,133 - 71,365 

Safety Coordinator - Energy Delivery 1 1 49 41,725 - 63,190 

Safety Coordinator 2 2 49 41,725 - 63,190 

Safety Officer 1 1 49 41,725 - 63,190 

Occupational Health Nurse 1 1 47 39,749 - 60,174 

Risk Management Executive Assistant 1 1 40 33,509 - 50,710 


Account Clerk III 1 1 29 25,605 - 38,771 




E – 40

GENERAL FUND 

INTERNAL AUDIT 













Intra-Dept Charges - Telephone 808 808 808 930 ___________ 





99 ___________ 




Travel 1,250 1,250 1,250 ___________ 

Training 800 1,250 1,230 1,250 ___________ 

SUB-TOTAL 22,932 24,459 24,446 25,121 

TOTAL 157,467 169,572 169,559 183,758 













(113,271) (117,495) (117,495) (130,468) 

GRAND TOTAL 44,196 52,077 52,064 53,290 

PERSONNEL 



Internal Audit Manager 1 1 PB4 * 

Internal Auditor I 1 1 49 41,725 - 63,190 


E – 41

GENERAL FUND 

FINANCE - CENTRAL ACCOUNTING 











Solid Waste Service 953 1,078 988 1,135 ___________ 


Intra Dept-Charges - Computer Rental 67,099 51,339 50,973 57,341 ___________ 






Special Services 92 

Banking Services 9,123 10,056 10,056 10,893 ___________ 


Advertising 1,134 2,900 2,900 2,000 ___________ 

Annual Audit 39,966 33,500 30,622 33,500 ___________ 

Paying Agent, Trustee Fees 1,000 1,000 1,000 ___________ 





Postage and Mailing 20,231 28,000 22,524 25,000 ___________ 


Telephone, Communications 986 1,400 1,455 1,600 ___________ 

Travel 6,326 7,915 7,915 7,782 ___________ 

Training 5,590 6,600 6,600 7,500 ___________ 

All Other Sundry Charges 1,749 1,000 1,000 750 ___________ 

Fines & Penalties 2,162 

SUB-TOTAL 399,975 467,788 456,257 452,967 


Equipment 4,641 6,500 6,500 

E – 42

GENERAL FUND 

FINANCE - CENTRAL ACCOUNTING 






Finance Dir Office Bldg Modifications 1,310 

Maximo Upgrade 1,284 1,284 

SUB-TOTAL 1,310 1,284 1,284 

TOTAL 1,945,666 2,073,422 2,056,397 2,319,697 







Parking Fund (30,472) (29,499) (29,499) (30,156) ___________ 







(1,190,593) (1,171,109) (1,171,109) (1,268,875) 

GRAND TOTAL 755,073 902,313 885,288 1,050,822 

PERSONNEL 



Finance Director 1 1 PB2 * 

Assistant Finance Director 1 1 PB4 * 

HRMS Manager 1 1 67 64,730 - 98,010 

Investment Manager 1 1 65 61,630 - 93,330 

OMB Manager 1 63 58,718 - 88,899 

Chief Accountant 3 3 63 58,718 - 88,899 

Payroll Manager 1 1 60 54,579 - 82,618 

Accountant III 1 1 58 51,979 - 78,666 

Computer Applications Specialist 2 2 54 47,133 - 71,365 

Accountant II 2 2 51 43,805 - 64,730 

Budget Analyst 1 49 41,725 - 63,190 

Accountant I 1 1 47 39,749 - 60,174 

Payroll Specialist 3 3 40 33,509 - 50,710 

Investment Management Assistant 1 1 38 31,907 - 48,298 

Account Clerk IV 3 3 33 28,246 - 42,765 

Account Clerk II 1 1 26 23,816 - 36,026 

Account Clerk I 1 1 24 22,693 - 34,320 


E – 43

GENERAL FUND 

FINANCE - CITY CLERK 










Solid Waste Service 2,303 2,363 1,984 979 ___________ 








246 ___________ 

Contractual Services 4,820 1,163 1,163 


Advertising 9,156 10,000 10,000 10,000 ___________ 

Non-Capital Equipment 2,936 700 700 600 ___________ 

All Other Material & Supply 38 537 537 600 ___________ 

Cleaning & Janitor Supply 7 50 50 



Postage 268 250 250 950 ___________ 

Subscriptions & Memberships 673 969 969 1,032 ___________ 


Travel 3,059 5,429 5,429 5,583 ___________ 

Training 634 700 700 700 ___________ 


SUB-TOTAL 197,810 156,883 151,177 157,829 


Equipment 3,792 ___________ 

E – 44

GENERAL FUND 

FINANCE - CITY CLERK 






Police Report Microfilming 5,386 7,860 7,860 8,000 ___________ 

Code Enforcement Board 89,349 62,950 62,950 

Shredding 5,000 

Election Expenses 85,531 90,000 90,000 10,000 ___________ 

SUB-TOTAL 180,266 160,810 160,810 23,000 

TOTAL 562,600 569,199 547,288 469,126 




Lakeland Center Fund (4,056) (3,463) (3,463) 

Lakeland Linder Regional Airport Fund (3,753) 



(99,368) (84,833) (84,833) (45,974) 

GRAND TOTAL 463,232 484,366 462,455 423,152 

Equipment 

1 - Scanner Replacement 3,792 

3,792 

PERSONNEL 



City Clerk 1 1 51 43,805 - 64,730 

Deputy City Clerk 1 1 38 31,907 - 48,298 

Records Supervisor 1 1 38 31,907 - 48,298 

Warehouse Operations Tech I 1 1 31 26,894 - 40,726 



PART-TIME EMPLOYEES 

CBE Student 1 1 

1 1 

E – 45

GENERAL FUND 

FINANCE - TREASURER 













641 ___________ 



Non-Capital Equipment 121 121 1,400 ___________ 

All Other Materials & Supplies 181 181 



Postage 1,806 2,056 2,056 2,140 ___________ 


Telephone Communications 887 900 453 900 ___________ 

Travel 30 

Training 35 210 105 90 ___________ 

SUB-TOTAL 157,612 133,617 133,900 132,913 


Replacement Currency Counter 2,995 2,995 

Lobby Security Enhancements 10,000 10,000 

SUB-TOTAL 12,995 12,995 

TOTAL 710,022 730,350 730,633 780,471 

E – 46

GENERAL FUND 

FINANCE - TREASURER 






Fleet Management Fund (3,631) (693) (693) (780) ___________ 

Purchasing & Stores Fund (3,631) 

Facilities Maintenance Fund (3,631) 

Information Technology Fund (2,542) 

Lakeland Center Fund (3,631) (693) (693) 



Parking Fund (23,603) (693) (693) (780) ___________ 



Cleveland Heights Golf Course Fund (3,631) 


(622,103) (664,416) (664,416) (753,934) 

GRAND TOTAL 87,919 65,934 66,217 26,537 

PERSONNEL 



City Treasurer 1 1 63 58,718 - 88,899 

Office Manager 2 2 38 31,907 - 48,298 




Account Clerk I 1 24 22,693 - 34,320 


Office Assistant I 3 3 17 19,094 - 28,954 


PART-TIME 



E – 47

GENERAL FUND 

FINANCE - ELECTRIC UTILITY FINANCE 











Intra-Dept Charges - Training 542 ___________ 

Lakeland Electric Charges 162,263 ___________ 


Travel 2,527 1,975 1,975 1,966 ___________ 

Training 200 200 300 ___________ 

SUB-TOTAL 125,568 82,096 82,096 241,619 



SUB-TOTAL 10,273 10,273 

TOTAL 866,368 905,375 905,375 1,131,206 



Electric Utility Fund (808,322) (850,321) (850,321) (1,108,582) ___________ 

(866,368) (895,075) (895,075) (1,131,206) 

GRAND TOTAL 10,300 10,300 

PERSONNEL 



Assistant Finance Director-LE 1 1 PB4 * 

Utilities Accounting and Finance Supervisor 1 1 67 64,730 - 98,010 






PART-TIME 

Account Clerk I 1 1 

Account Clerk II 1 1 


E – 48

GENERAL FUND 

FINANCE - CUSTOMER BILLING 












Intra Dept Charges - Computer Rental 21,689 17,117 17,117 20,231 ___________ 





Intra-Dept Charges - IT Projects 374 1,102 644 


591 ___________ 

Special Services 29,300 29,300 34,500 ___________ 

Legal Fees 4,200 4,200 


Non-Capital Equipment 2,331 



Postage 3,408 4,000 4,000 4,000 ___________ 


Travel 3,867 3,650 3,650 4,890 ___________ 

Training 379 300 ___________ 

Subscription & Membership 102 ___________ 

SUB-TOTAL 120,345 172,352 171,723 173,134 


Customer Billing Office Expansion 10,000 10,000 

SUB-TOTAL 10,000 10,000 

TOTAL 581,655 739,010 738,381 845,080 

E – 49

GENERAL FUND 

FINANCE - CUSTOMER BILLING 





COST ALLOCATED TO: 



Stormwater Fund (55,599) (65,275) (65,275) (76,057) ___________ 



(580,728) (668,835) (668,835) (701,416) 

GRAND TOTAL 927 70,175 69,546 143,663 

PERSONNEL 



Finance Customer Billing Manager 1 1 65 61,630 - 93,330 

Assistant Customer Billing Mgr 1 1 56 49,504 - 74,922 

Customer Service Team Leader 1 1 38 31,907 - 48,298 



Customer Service Representative II 6 5 29 25,605 - 38,771 



E – 50

GENERAL FUND 

FIRE 








Water Utility Service 27,100 27,652 25,060 25,150 ___________ 


Wastewater Utility Service 23,623 25,043 24,588 26,618 ___________ 















Uniforms 29,517 30,000 28,534 30,000 ___________ 

Chemicals 3,865 4,000 4,000 6,500 ___________ 

Tools & Implements 2,840 2,500 2,500 2,500 ___________ 

Fuel 109,323 90,000 113,237 100,000 ___________ 

Fire Fighting Accessories 56,192 50,580 50,580 50,400 ___________ 

Leases 5,436 5,000 5,000 5,500 ___________ 

License Tags 389 300 300 300 ___________ 

Rentals 350 350 350 ___________ 



Postage 1,447 1,700 1,700 1,900 ___________ 



Travel 1,561 5,000 5,000 5,000 ___________ 

Laundry & Dry Cleaning 35,351 40,000 30,589 40,000 ___________ 


Repair of Motor Equipment 56,717 54,000 54,000 55,000 ___________ 

Software License & Maintenance 1,350 780 780 1,350 ___________ 

Car Washing 405 450 450 

Recoveries-From Outside City (216) 

SUB-TOTAL 853,100 905,891 935,590 1,015,369 

E – 51

GENERAL FUND 

FIRE 






Equipment 29,193 37,711 37,711 37,000 ___________ 


Wilma SEOC Mutual Aid 1,567 

Training Project 33,628 30,000 30,000 30,000 ___________ 

EMS Operations 10,795 10,500 10,500 10,500 ___________ 

Fire Safety Management 29,801 33,400 33,400 23,000 ___________ 

Hydrant Markers 1,421 1,500 1,500 1,500 ___________ 

Intersection Control Equipment 3,949 4,000 4,000 4,000 ___________ 

Maintenance & Replacement of Equip. 7,364 7,500 7,500 7,500 ___________ 

City University 1,330 8,000 8,000 8,000 ___________ 

Paramedic Training 18,333 25,000 22,683 25,000 ___________ 

Training Program 15,000 15,000 

Lakeland Fire Dept-The One Step System 18,407 

Temporary Fire Station - Airport 20,000 20,000 

Fire Prevention Week 3,100 3,100 3,100 ___________ 

Urban Search And Rescue Team (Usar) 20,000 ___________ 

Arff Initial Training 15,000 ___________ 

SUB-TOTAL 126,595 158,000 155,683 147,600 

GRAND TOTAL 10,121,658 11,302,119 11,328,022 12,789,974 

Equipment 

1 - Thermal Image Camera Replacement 9,000 

1 - Air Bag Set New 4,500 

1 - Bunker Gear Washer New 10,000 

1 - Hurst Cutter Replacement 4,500 

1 - Thermal Image Camera New 9,000 

37,000 

E – 52

GENERAL FUND 

FIRE 





PERSONNEL 



Fire Chief 1 1 PB3 * 

Assistant Fire Chief 2 2 PB5 * 

Fire Marshal 1 1 63 58,718 - 88,899 

Battalion Chief 6 6 63 58,718 - 88,899 

Fire Training Officer Paramedic 1 1 58 51,979 - 78,666 

Rescue Chief 1 1 54 47,133 - 71,365 

Fire Equipment Supervisor 1 1 53 45,989 - 69,659 

Fire Lieutenant 27 27 53 43,160 - 65,412 

Fire Safety Inspector 6 6 51 43,805 - 64,730 

Public Education Officer 1 1 51 43,805 - 64,730 

Fire Equipment Mechanic 1 1 47 39,749 - 60,174 

Driver Engineer 42 42 47 37,294 - 56,508 

Firefighter 57 57 44 34,674 - 52,524 





PART-TIME 

Fire Safety Specialist 2 2 


E – 53

GENERAL FUND 

POLICE 


Proposed Adjustments 

Experience Budget 2006-07 by by 




Rental / Fleet Equipment 1,040,432 770,868 757,622 788,950 ___________ 


Maintenance / Fleet Equipment 606,300 671,222 1,007,538 1,063,371 ___________ 

Uninsured Loss Reimbursement (50) 5,500 1,500 1,500 ___________ 


Stormwater Fees 24 25 24 54 ___________ 










Intra-Dept Charges - IT 931,991 1,430,796 1,430,796 1,342,011 ___________ 





Legal Advertising 956 2,000 1,500 1,500 ___________ 



All Other Materials & Supplies 35,445 37,584 38,461 39,344 ___________ 

Uniforms 113,135 122,500 122,500 127,587 ___________ 

Fuel 1,000 500 1,000 ___________ 

License Tags 1,192 1,250 1,100 1,250 ___________ 

Crime Prevention Unit Material 3,506 4,000 3,700 4,000 ___________ 

Food & Supplies - Animals 5,125 5,000 5,000 5,000 ___________ 

Training Ammunition 11,201 12,300 12,100 12,300 ___________ 

Leases 96,360 104,795 104,254 104,009 ___________ 



Postage 13,517 12,500 12,500 13,500 ___________ 



Travel 3,920 4,200 4,200 4,200 ___________ 

Laundry & Dry Cleaning 121,062 119,000 121,062 127,000 ___________ 

Training 12,981 16,200 16,200 13,200 ___________ 


Car Washing 12,146 13,000 13,000 

Confidential Informants 55,000 55,000 55,000 

Gift Certificates 660 660 

SUB-TOTAL 5,534,812 6,044,128 6,100,320 6,291,953 

E – 54

GENERAL FUND 

POLICE 





CAPITAL OUTLAY 

Equipment 15,296 12,499 12,499 

TOTAL 27,291,573 29,344,765 28,892,404 31,380,162 

GRANT PROGRAMS 

DOJ - Justice Assistance 106,214 106,214 44,704 ___________ 

Polk County School Board-SRO 336,160 382,333 382,333 395,013 ___________ 

Stop Violence Against Women (DART) 63,273 85,699 50,635 85,695 ___________ 

FOAG-Victim Assistance (VOCA) 122,185 128,526 130,431 143,453 ___________ 

BJA - Safe Neighborhoods 107,142 115,586 101,855 108,112 ___________ 

High Intensity Drug Trafficking Area 15,408 1,592 5,275 17,000 ___________ 

DOJ - Bulletproof Vests 23,994 25,107 24,790 44,340 ___________ 

FDLE - Neighborhood Enf. Team 52,502 1,447 1,447 

FDOT-DUI Enforcement Equipment 22,100 22,100 

SUB-TOTAL 720,664 868,604 825,080 838,317 


Crime Watch 8,397 11,013 11,013 8,400 ___________ 

Special Overtime 75,870 80,000 80,000 85,000 ___________ 

Lakeland Night Out Program 931 1,000 1,000 1,000 ___________ 

Emergency Preparedness 2,295 2,500 2,500 2,500 ___________ 

Recruitment 43,570 52,130 52,789 61,138 ___________ 

Aircraft Operations 144,776 153,750 153,750 160,750 ___________ 

Victim Assistance Program 25,000 25,000 25,000 25,000 ___________ 

Training Center 35,347 40,392 40,392 53,892 ___________ 

Police Education 40,090 35,000 36,540 35,000 ___________ 

Polk Community College IPS Coordinator 79,832 81,225 81,225 84,504 ___________ 

Canine Training - Donations 10,171 104 

Investigative Cost Reimbursement 103,949 150,926 150,926 

Do the Right Thing - Donations 4,854 5,210 5,210 

Victim Assistance Donations 944 

School Resource Officers - Donations 20,419 22,089 22,089 

Police Activities League & DARE 3,000 3,000 3,000 3,000 ___________ 

Mutual Aid Hurricane Wilma #792 27,569 

SUB-TOTAL 627,014 663,339 665,434 520,184 

TOTAL 1,347,678 1,531,943 1,490,514 1,358,501 

E – 55

GENERAL FUND 

POLICE 





LAW ENFORCEMENT TRUST FUND 


Non-Capital Equipment 16,834 7,500 7,500 

All Other Material & Supplies 633 

Administrative Costs 42,037 43,459 32,313 

SUB-TOTAL 58,871 51,592 39,813 


Equipment 58,674 205,490 75,000 

TOTAL 117,545 257,082 114,813 

FEDERALLY FORFEITED PROPERTY 


Equipment - Non-capital 56,583 25,000 

SUB-TOTAL 56,583 25,000 


Equipment 20,415 297,988 45,000 

TOTAL 20,415 354,571 70,000 

GRAND TOTAL 28,777,211 31,488,361 30,567,731 32,738,663 

E – 56

GENERAL FUND 

POLICE 





PERSONNEL 



Police Chief 1 1 PB2 * 

Assistant Police Chief 2 2 PB4 * 

Asst Police Chief Admin Services 1 1 PB4 * 

Police General Counselor & Advisor 1 1 PB4 * 

Police Captain 4 4 65 61,630 - 93,330 


Police Lieutenant 11 11 63 56,544 - 81,936 

Police Sergeant 33 32 56 48,516 - 70,308 

Police Planning & Research Supervisor 1 1 54 47,133 - 71,365 

Crime Scene Supervisor 1 1 54 47,133 - 71,365 

Background Investigator 1 1 54 47,133 - 71,365 

CSU Supervisor 1 1 49 41,725 - 63,190 

PAL Executive Director 1 1 49 41,725 - 63,190 

Police Officer 179 176 49 40,812 - 59,136 

Police Facility Fleet Coord 1 1 47 39,749 - 60,174 

Latent Print Examiner 1 47 39,749 - 60,174 

Accreditation Manager 1 1 45 37,835 - 57,304 

Police Administrative Coordinator 4 4 45 37,835 - 57,304 

Recruiter 1 45 37,835 - 57,304 

Emergency Comm. Shift Supervisor 4 4 42 35,173 - 53,248 

Community Resources Coordinator 1 1 40 33,509 - 50,710 

Crime Scene Technician II 1 1 40 33,509 - 50,710 

Legal Assistant 1 1 40 33,509 - 50,710 

Crime Analyst 1 3 38 31,907 - 48,298 

Crime Scene Technician I 3 3 36 30,389 - 45,989 

Chief Clerk 2 1 36 30,389 - 45,989 

Property Evidence Specialist 1 36 30,389 - 45,989 



Court Liaison 1 1 33 28,246 - 42,765 

Emergency Communications Specialist 36 36 33 28,246 - 42,765 

Civilian Crime Prevention Practitioner 6 6 31 26,894 - 40,726 


Police Property Clerk 5 4 29 25,605 - 38,771 


Public Safety Aide I 15 15 29 25,605 - 38,771 

Account Clerk II 1 26 23,816 - 36,026 




E – 57

GENERAL FUND 

POLICE 





Current Proposed 

POSITION TITLE Budget Budget 

GRANT-FUNDED POSITIONS 

Police Sergeant - IPS Coordinator 1 1 56 48,516 - 70,308 

Police Sergeant- SRO 1 56 48,516 - 70,308 

Police Officer - SRO 5 8 49 40,812 - 59,136 

Crime Analyst - Safe Neighborhoods 2 38 31,907 - 48,298 

Victim Assistance Coordinator- VOCA 1 1 36 30,389 - 45,989 

Victim Assistance Coordinator- DART 1 1 36 30,389 - 45,989 

Victim Assistance Advocate - VOCA 2 2 27 24,398 - 36,941 

Victim Assistance Advocate - DART 1 1 27 24,398 - 36,941 

TOTAL GRANT-FUNDED POSITIONS 13 15 

PART-TIME 

Chief Pilot 1 1 

DCT (CBE Students) 9 8 

Sworn Auxiliary 10 10 

Civilian Auxiliary 10 9 


Account Clerk III 1 1 

Emergency Communications Specialist 7 7 


E – 58

GENERAL FUND 

PUBLIC WORKS - DIRECTOR 











Uninsured Loss Reimbursement 250 














345 ___________ 

Special Services 1,200 1,200 


Equipment - Noncapital 1,325 

Uniforms 611 600 600 700 ___________ 



Postage 530 500 499 500 ___________ 



Travel 1,837 2,120 2,120 4,000 ___________ 

Training 1,780 8,168 8,168 4,500 ___________ 


Licenses & Permits 2,000 2,000 2,000 ___________ 


SUB-TOTAL 98,741 137,338 135,808 139,844 

E – 59

GENERAL FUND 

PUBLIC WORKS - DIRECTOR 






Equipment 1,450 7,500 ___________ 

TOTAL 565,402 631,329 586,164 766,778 




Parking Fund (4,643) (6,280) (6,280) (9,201) ___________ 


(91,127) (125,602) (125,602) (205,496) 

GRAND TOTAL 474,275 505,727 460,562 561,282 

Equipment 

1 - Color Copier New 7,500 

PERSONNEL 



Director Of Public Works 1 1 PB2 * 

Assistant Public Works Director 1 1 PB4 * 

Special Projects Coordinator 2 2 56 49,504 - 74,922 

Computer Application Specialist 1 1 54 47,133 - 71,365 




E – 60

GENERAL FUND 

PUBLIC WORKS - ENGINEERING 





PERSONAL SERVICES 762,944 934,454 860,336 1,087,949 

















936 ___________ 

Special Services 53 2,500 2,500 2,700 ___________ 

Advertising 278 300 300 400 ___________ 



All Other Materials & Supplies 257 335 334 300 ___________ 

Uniforms 3,742 4,000 4,169 4,000 ___________ 




Postage 435 500 500 500 ___________ 



Travel 2,415 2,700 2,150 3,000 ___________ 

Training 1,456 2,500 2,500 2,500 ___________ 


Software Licenses & Maintenance 3,816 6,000 3,816 4,000 ___________ 


SUB-TOTAL 180,843 220,862 202,577 223,890 


Equipment 1,449 1,449 

GRAND TOTAL 943,787 1,156,765 1,064,362 1,311,839 

E – 61

GENERAL FUND 

PUBLIC WORKS - ENGINEERING 





PERSONNEL 



Manager Of Engineering 1 1 74 76,794 - 116,230 

Professional Engineer 1 1 69 67,974 - 102,918 

Traffic Engineer 1 1 67 64,730 - 98,010 

City Surveyor 1 1 63 58,718 - 88,899 

Engineer II 3 3 63 58,718 - 88,899 

Engineer I 1 1 56 49,504 - 74,922 

Engineering Technician III 1 51 43,805 - 64,730 

Engineering Technician II 1 1 45 37,835 - 57,304 

Engineering Inspector 3 3 42 35,173 - 53,248 

Survey Mapping Technician III 2 2 40 33,509 - 50,710 

Engineering Technician I 1 38 31,907 - 48,298 

Survey Mapping Technician II 2 2 36 30,389 - 45,989 

Survey Mapping Technician I 2 2 29 25,605 - 38,771 


CONTRACT EMPLOYEES 


TOTAL CONTRACT EMPLOYEES 1 1 

E – 62

GENERAL FUND 

PUBLIC WORKS - CONSTRUCTION AND MAINTENANCE 


Actual Budget Experience Proposed Adjustments 








Uninsured Loss Reimbursement 500 500 500 500 ___________ 













Special Services 5,317 4,217 4,217 600 ___________ 




Uniforms 10,871 15,500 15,500 18,500 ___________ 

Construction Materials 18,135 34,869 34,869 25,000 ___________ 

Chemicals 3,152 5,500 3,152 4,500 ___________ 

Tools, Implements & Instruments 9,281 10,000 9,281 10,000 ___________ 

Fuel 1,963 1,650 1,963 1,650 ___________ 

Safety Supplies 5,319 7,000 7,747 7,000 ___________ 

Parts for Equipment 11,337 9,300 11,205 10,000 ___________ 

Leases 220,692 227,498 232,335 232,120 ___________ 

Rentals 633 1,500 1,500 1,500 ___________ 



Postage 198 400 400 400 ___________ 



Travel 1,746 3,364 3,364 4,064 ___________ 

Training 1,222 3,425 3,425 4,460 ___________ 

All Other Sundry Charges 102 1,100 435 2,100 ___________ 


SUB-TOTAL 1,053,348 1,377,776 1,421,233 1,319,086 

E – 63

GENERAL FUND 

PUBLIC WORKS - CONSTRUCTION AND MAINTENANCE 






Equipment 9,640 7,200 7,200 7,346 ___________ 


Other Projects City Departments 18,162 

CSX Right of Way 365 365 365 365 ___________ 

Cleaning of Downtown Streetscape 18,052 19,827 19,827 19,827 ___________ 

Painting of Ornamental Streetscape 6,025 6,000 6,000 1,734 ___________ 

Modular Furniture Replacement 2,711 

Renovate Office 2,166 

Install Hoist in Shop 5,487 

Neighborhood Clean Up Project 659 

Upgrade Alarm System 20,000 20,000 

Steel Building Maintenance 7,000 ___________ 

SUB-TOTAL 35,465 46,192 64,354 28,926 

GRAND TOTAL 2,768,210 3,495,989 3,290,442 3,486,717 

Equipment 

1 - Concrete Chain Saw New 1,590 

2 - Hand Held Radios New 5,756 

7,346 

PERSONNEL 



Manager Of Construction & Maintenance 1 1 65 61,630 - 93,330 

Supervisor Of Maintenance 1 1 56 49,504 - 74,922 

Construction Supervisor 1 1 56 49,504 - 74,922 

Pavement Management Coordinator 1 1 49 41,725 - 63,190 

Construction Foreman 2 2 47 39,749 - 60,174 

Maintenance Foreman II 2 3 47 39,749 - 60,174 

Water Pipefitter Foreman 1 45 37,835 - 57,304 

Environmental Technician III 1 45 37,835 - 57,304 

Equipment Operator IV 1 2 42 35,173 - 53,248 

Environmental Technician II 1 1 40 33,509 - 50,710 

Equipment Operator III 4 4 38 31,907 - 48,298 

Construction Trades Worker III 2 2 38 31,907 - 48,298 

Water Pipefitter II 2 36 30,389 - 45,989 

Construction Trades Worker II 12 11 33 28,246 - 42,765 


Equipment Operator II 10 10 33 28,246 - 42,765 

Pavement Marking Technician 1 1 33 28,246 - 42,765 

Warehouse Op Tech II 1 33 28,332 - 43,200 

Water Pipefitter I 2 31 26,894 - 40,726 


Construction Trades Worker I 7 7 29 25,605 - 38,771 

Operations Support Technician II 2 1 29 25,605 - 38,771 

Equipment Operator I 2 2 29 25,605 - 38,771 

Operations Support Technician I 8 5 24 22,693 - 34,320 


E – 64

GENERAL FUND 

PUBLIC WORKS - TRAFFIC 










Uninsured Loss Reimbursement 250 375 












591 ___________ 

Special Services 1,653 150 ___________ 




Uniforms 2,787 3,137 3,137 3,500 ___________ 


Fuel 68 350 68 70 ___________ 

Rentals 427 1,500 2,007 1,500 ___________ 



Postage 238 285 294 300 ___________ 



Travel 472 1,753 1,753 2,000 ___________ 

Training 663 1,115 1,115 1,200 ___________ 

All Other Sundry Charges 10 293 75 

Annual Railroad Maintenance 9,033 12,580 12,580 14,500 ___________ 


SUB-TOTAL 306,671 280,678 285,006 277,888 


Equipment 8,799 2,295 2,295 7,575 ___________ 


FDOT-Hwy Lighting and Traffic Signal 10,000 

Rehabilitation of Traffic Signal Shop 6,303 19,697 19,697 

SUB-TOTAL 16,303 19,697 19,697 

GRAND TOTAL 985,920 1,041,055 1,014,528 1,095,408 

E – 65

GENERAL FUND 

PUBLIC WORKS - TRAFFIC 





Equipment 

1 - Copier Replacement 4,558 

1 - Alarm System Replacement 3,017 

7,575 

PERSONNEL 



Manager of Traffic Operations 1 1 65 61,630 - 93,330 

Traffic Signal Foreman 1 1 51 43,805 - 64,730 

Traffic System Operator 1 1 51 43,805 - 64,730 

Assistant Traffic System Operator 1 1 45 37,835 - 57,304 

Traffic Signal Technician 3 3 45 37,835 - 57,304 

Traffic Engineering Technician 1 1 40 33,509 - 50,710 

Traffic Sign Fabricator 1 1 31 26,894 - 40,726 


Traffic Sign Technician 3 3 27 24,398 - 36,941 


PART-TIME 

Traffic Engineering Aide 1 1 


E – 66

GENERAL FUND 

PARKS AND RECREATION DIRECTOR 










Maintenance / Fleet Equipment 392 110 543 570 ___________ 







Intra-Dept-Charges - Telephone 3,793 3,793 3,775 4,820 ___________ 




Intra-Dept Charges -Training 

197 ___________ 


Non-Capital Equipment 547 600 547 500 ___________ 



Postage 344 600 344 500 ___________ 



Travel 1,671 2,500 2,500 2,667 ___________ 

Training 140 100 100 100 ___________ 

All Other Sundry Charges 

12 ___________ 

Car Washing 7 

SUB-TOTAL 60,439 58,648 60,206 62,635 


Sculpture Exhibits 33,549 22,000 22,000 11,000 ___________ 

Advertising and Promotions 4,965 5,000 5,000 5,000 ___________ 

Kaleidoscope 44,000 


SUB-TOTAL 82,514 28,284 28,284 16,000 

TOTAL 404,198 384,595 371,721 414,499 



GRAND TOTAL 372,698 354,309 341,435 356,884 

PERSONNEL 



Director Of Parks & Recreation 1 1 PB2 * 

Asst Director P&R - Admin and Planning 1 1 PB4 * 




E – 67

GENERAL FUND 

PARKS AND RECREATION - PARKS 










Uninsured Loss Reimbursement 2,250 1,000 1,000 1,000 ___________ 



Stormwater Utility Fees 112 112 252 ___________ 













Professional Services 754 255 ___________ 

Advertising 130 (150) 150 150 ___________ 



All Other Mater & Supplies 9,725 16,046 14,422 16,112 ___________ 

Uniforms 15,573 18,500 18,500 18,395 ___________ 

Cleaning & Janitor Supply 25,785 33,749 25,700 30,089 ___________ 

Construction Materials 75 2,700 2,077 2,700 ___________ 

Chemicals 51,161 48,702 58,295 51,600 ___________ 


Electric Hardware & Plumbing Supply 889 10,050 25,351 13,050 ___________ 

Agriculture & Horticulture Supplies 69,739 92,949 80,675 75,092 ___________ 

Fuel 1,678 1,500 1,500 1,500 ___________ 

E – 68

GENERAL FUND 






Recreational Supplies 13,262 11,600 10,400 10,500 ___________ 

Food & Supplies for Animals 5,675 6,000 6,000 8,000 ___________ 

Irrigation Supplies 47,480 17,500 26,117 20,800 ___________ 

Rentals 808 500 1,000 1,000 ___________ 

Maintenance of Facilities 10,000 ___________ 



Postage 281 450 450 450 ___________ 



Travel 2,334 2,021 1,250 1,271 ___________ 

Training 2,725 2,336 2,336 2,336 ___________ 


Car Washing 111 

SUB-TOTAL 2,767,099 2,705,587 2,768,276 2,935,732 


Equipment 23,585 17,000 17,000 20,500 ___________ 



Orange Cup Regatta 3,648 5,833 5,833 1,000 ___________ 

Christmas Decorations 9,596 10,000 10,000 10,000 ___________ 

Tree & Palm Program 11,448 15,805 15,805 10,000 ___________ 

U&CF-Tree Inventory - Northside 20,505 134,129 134,129 

U&CF-Tree Inventory - Southside 12,598 128,993 128,993 

U&CF-Tree Remediation - SE Quadrant 64,186 76,208 76,208 

U&CF-Cemetery Tree Planting 16,085 19,404 

Landscape Renovations 19,474 13,573 13,573 10,000 ___________ 

Landscape Renovations - FDOT 9,355 13,400 13,400 10,000 ___________ 

Irrigation Modernization 9,329 10,000 10,000 10,000 ___________ 

Resigning of Parks 3,403 3,000 3,000 3,000 ___________ 

Replace Swan Pens 196 3,000 3,000 1,000 ___________ 

Replace Park Equipment 10,648 11,500 11,500 10,000 ___________ 

E – 69

GENERAL FUND 






Spring Training Preparation 16,896 18,446 18,446 13,583 ___________ 

Install Master Key System - Tigertown, 

Peterson Park, and Lake Parker Park 1,809 1,500 1,500 500 ___________ 

Hollis Gardens 13,603 535 535 10,000 ___________ 

Sports field Lighting 21,370 25,000 25,000 25,000 ___________ 

Tigertown Additional Parking Area 40,000 40,000 

Tigertown Warning Track Material 4,000 ___________ 

Henley Field P.A. System Wiring Improvements 4,500 ___________ 

Henley Field Backstop Canopy Repair 1,500 ___________ 

SUB-TOTAL 330,271 630,922 632,005 244,083 

TOTAL 7,487,268 8,138,643 8,010,305 8,315,429 





Parking Fund (31,150) (32,002) (32,002) (39,326) ___________ 


Water Utility Fund (19,534) (19,534) (19,663) ___________ 


(352,649) (382,011) (382,011) (432,583) 

GRAND TOTAL 7,134,619 7,756,632 7,628,294 7,882,846 

Equipment 

1 - Reel Spin Grinder Replacement 20,500 

20,500 

E – 70

GENERAL FUND 






PERSONNEL 



Asst Dir P & R Operations 1 1 PB4 * 

Assistant Superintendent Of Parks 2 2 54 47,133 - 71,365 

Parks Arborist 1 49 41,725 - 63,190 

Horticultural Specialist 1 1 49 41,725 - 63,190 

Operations Support Supervisor III 8 7 42 35,173 - 53,248 

Operations Support Supervisor II 8 8 36 30,389 - 45,989 


Operations Support Technician III 3 3 33 28,246 - 42,765 

Tree Trimmer 2 2 31 26,894 - 40,726 







Operations Support Worker II 14 14 18 19,594 - 29,661 


Grant-Funded Positions 





Operations Support Worker II (P/T) 7 7 

TOTAL GRANT-FUNDED EMPLOYEES 12 12 

PART-TIME 

Parking Attendants 25 25 

Operations Support Worker II 22 22 


E – 71

GENERAL FUND 

PARKS AND RECREATION - RECREATION 










Uninsured Loss Reimbursement 500 250 500 500 ___________ 















Uniforms 11,923 13,070 13,282 13,320 ___________ 


Chemicals 27,443 28,300 28,250 32,500 ___________ 

Tools, & Implements 2,180 2,390 2,731 2,270 ___________ 

Electric Hardware & Plumbing Supply 1,341 1,447 1,440 1,550 ___________ 

Recreational Supplies 6,530 8,775 8,500 8,500 ___________ 

Fuel - Pool Operations 23,680 25,180 25,180 30,000 ___________ 

Maintenance of Facilities 1,596 2,628 2,628 2,645 ___________ 


Postage & Mailing 156 200 200 200 ___________ 

Subscriptions & Memberships 911 1,270 1,015 1,000 ___________ 


Travel 3,186 6,293 6,293 9,317 ___________ 

Training 3,148 2,500 2,500 2,900 ___________ 

Licenses & Permits 500 500 500 500 ___________ 

SUB-TOTAL 1,154,510 1,219,373 1,211,043 1,311,560 

E – 72

GENERAL FUND 







Equipment 28,078 18,421 18,421 12,600 ___________ 


Resurface Tennis Courts 24,500 12,900 12,900 9,000 ___________ 

Christmas Parade 6,365 7,000 3,663 5,800 ___________ 

Special Events 58,808 64,870 64,870 60,500 ___________ 

Program Activity Costs 336,534 415,596 413,946 380,441 ___________ 

Tournament Costs 18,597 21,250 21,750 18,000 ___________ 

Wood Floor Refinishing for Simpson 

Park & Kelly Recreation Complex 5,625 33,990 33,990 

Expanded Cultural Opportunities 4,327 8,075 8,075 

Martin Luther King Parade 3,099 3,428 3,428 3,300 ___________ 

Basketball Uniforms (Mid FL Contrib.) 5,500 5,500 

Weight Room Equipment Replacement 25,000 25,000 25,000 ___________ 

Gandy Pool Security System Enhancements 8,700 ___________ 

Computer Replacements For Coleman Bush 21,000 ___________ 

SUB-TOTAL 457,855 597,609 593,122 531,741 

GRAND TOTAL 3,790,779 4,525,533 4,285,766 4,829,911 

Equipment 

1 - Copier Replacement 5,300 

1 - Electric Floor Scrubber Replacement 3,000 

2 - Aluminum Tip N Roll Bleachers New 4,300 

12,600 

E – 73

GENERAL FUND 






PERSONNEL 


POSITION TITLE Budget Budget Grade Grade 

Superintendent of Recreation 1 1 60 54,579 - 82,618 

Assistant Superintendent of Recreation 1 1 54 47,133 - 71,365 

Recreation Supervisor III 3 3 49 41,725 - 63,190 

Aquatics Supervisor 1 1 47 39,749 - 60,174 

Therapeutic Supervisor 1 1 45 37,835 - 57,304 

Recreation Supervisor II 3 3 45 37,835 - 57,304 

Assistant Aquatic Supervisor 1 1 42 35,173 - 53,248 

Recreation Supervisor I 5 7 40 33,509 - 50,710 

Senior Lifeguard Supervisor 1 38 31,907 - 48,298 

Facilities Technician 1 36 30,389 - 45,989 

Swimming Pool Operator 3 3 33 28,246 - 42,765 


Senior Lifeguard 1 1 27 24,398 - 36,941 

Custodian Foreman 1 3 27 24,398 - 36,941 


Recreation Leader 5 5 24 22,693 - 34,320 


Operations Support Worker I 10 8 14 17,763 - 26,894 


PART-TIME 

Recreation Leader 10 10 

Lead Lifeguard 2 2 

Playground Specialists 8 8 

Bus Driver 7 7 

Playground Instructor 37 37 

Lifeguard 40 40 

Tennis Instructor 8 8 


E – 74

GENERAL FUND 

PARKS AND RECREATION - MAIN LIBRARY 








Gasoline / Fleet Equipment 456 430 430 3,736 ___________ 

Maintenance / Fleet Equipment 159 276 276 1,082 ___________ 



Stormwater Utility Fees 23 10 16 47 ___________ 






Intra-Dept Charges - Radios 334 337 





Advertising 211 



Uniforms 732 45 45 


Electric Hardware & Plumbing Supply 93 200 200 200 ___________ 

Library Materials 121,943 130,590 130,590 130,005 ___________ 


Printing & Photography 27 

Postage 5,000 5,235 5,235 5,300 ___________ 


Telephone, Communications 1,152 600 407 400 ___________ 

Travel 908 1,922 1,922 

Training 1,130 1,955 1,955 288 ___________ 

Binding & Processing 8,855 8,950 8,950 7,088 ___________ 

SUB-TOTAL 475,457 450,654 449,294 466,555 


Equipment 4,000 4,000 2,299 ___________ 

TOTAL 1,679,336 1,791,660 1,757,910 1,880,575 

E – 75

GENERAL FUND 







County-wide Library Program 552,585 593,942 586,492 673,839 ___________ 

County-wide Bookmobile Program 81,658 109,580 109,580 98,748 ___________ 

E-Library 192,305 100,254 248,921 ___________ 

Countywide Library Projects: 

Video Security System 5,000 5,000 

Library Foundation: 

Reference Section 372 372 

Special Collections Section 715 715 

Fine Arts Collections Section 2,056 2,056 

Contribution From Dorothea H. Rose 6,784 748 748 

Serena Bailey Foundation: 

Reference Section 13,000 13,000 

Special Collections Section 10,000 10,000 

Fine Arts Collections Section 13,000 13,000 

Hollis Anniversary Preservation 12,003 12,003 

Louise K Padar Bequest 77,981 77,981 

Cabinets - Phase 1 of 2 9,963 

eLibrary 168,100 168,100 

Computer Services Flooring 4,200 ___________ 

Art Wall Lighting 1,500 ___________ 

SUB-TOTAL 650,990 1,198,802 1,099,302 1,027,208 

GRAND TOTAL 2,330,326 2,990,462 2,857,211 2,907,783 

Equipment 

1 - Graphic Arts Color Scanner Replacement 2,299 

2,299 

E – 76

GENERAL FUND 






PERSONNEL 



City Librarian 1 1 58 51,979 - 78,666 

Assistant City Librarian 1 1 54 47,133 - 71,365 

Librarian Supervisor 2 2 45 37,835 - 57,304 

Librarian 5 5 42 35,173 - 53,248 

Library Associate 6 6 33 28,246 - 42,765 


Library Clerk 5 5 20 20,571 - 31,138 



County-Wide Library 

Librarian (FT) 3 3 42 35,173 - 53,248 

Librarian-Bookmobile (FT) 1 1 42 35,173 - 53,248 


Library Clerk (FT) 2 2 20 20,571 - 31,138 

Library Clerk (PT) 1 1 

Library Page (PT) 1 1 

9 9 

eLibrary 



Library Tech Assist (PT) 3 3 

6 6 

Part-Time/Seasonal 

Librarian 1 1 

Technical Assistant 2 2 

Library Clerk 3 3 

Proctor 2 2 

Library Page 9 9 


E – 77

GENERAL FUND 

PARKS AND RECREATION - BRANCH LIBRARY 









Maintenance / Fleet Equipment 1,945 847 847 911 ___________ 










Intra-Dept Charges - IT 14,833 8,120 8,120 




Uniforms 182 200 200 200 ___________ 


Electric Hardware & Plumbing Supply 100 100 100 100 ___________ 

Library Materials 22,130 25,383 22,130 27,947 ___________ 


Subscriptions & Memberships 200 270 270 


Travel 150 150 

SUB-TOTAL 121,640 116,311 122,344 136,352 


Wal-Mart Branch Library Literacy Grant 750 750 

SUB-TOTAL 750 750 

GRAND TOTAL 353,304 393,777 380,381 433,917 

E – 78

GENERAL FUND 

PARKS AND RECREATION - BRANCH LIBRARY 





PERSONNEL: 




Librarian 1 1 42 35,173 - 53,248 

Library Technical Assistant 2 2 24 22,693 - 34,320 



Part-Time/Seasonal 

Library Clerk 2 2 

Library Page 2 2 


County-wide Library 

Library Technical Assistant 1 1 

1 1 

E – 79

GENERAL FUND 

PARKS AND RECREATION - CEMETERIES 














Wastewater Utility Service 1,251 955 3,731 3,557 ___________ 


Intra-Dept-Charges - Computer Rental 4,081 3,415 2,964 4,029 ___________ 





493 ___________ 


Office Supplies 1,423 1,400 718 1,400 ___________ 


All Other Material & Supplies 1,004 1,300 1,359 1,400 ___________ 

Uniforms 2,255 2,000 1,950 2,000 ___________ 

Construction Materials 577 1,000 771 1,000 ___________ 

Tools & Implements 522 800 800 800 ___________ 

Agriculture & Horticulture Supplies 8,018 7,900 7,900 7,900 ___________ 

Merchandise Account 613 200 200 ___________ 



Postage 527 700 527 700 ___________ 



Training 25 170 170 170 ___________ 


SUB-TOTAL 194,792 191,214 209,186 235,853 


Equipment 4,398 5,000 5,000 5,000 ___________ 


Resurface Asphalt Road Way 12,000 

U&CF-Cemetery Tree Planting 92,673 3,964 3,964 

Roselawn Cemetery Fence 7,000 7,000 

Roselawn Landscape Improvements 3,000 3,000 

Funeral Set-Ups 5,000 ___________ 

SUB-TOTAL 104,673 13,964 13,964 5,000 

GRAND TOTAL 742,079 710,352 685,245 781,932 

E – 80

GENERAL FUND 

PARKS AND RECREATION - CEMETERIES 





Equipment 

1 - Portable Chapel Tent New 5,000 

5,000 

PERSONNEL 



Superintendent Of Cemeteries 1 1 54 47,133 - 71,365 


Operations Support Technician IV 1 1 33 28,246 - 42,765 





PART-TIME 


Office Assistant II 1 1 


E – 81

GENERAL FUND 

NON-DEPARTMENTAL 





PERSONAL SERVICES 

Reserve for Pay Plan Adjustments 1,238,359 171,009 ___________ 

Reserve for Accumulated Benefits 40,000 40,000 45,000 ___________ 

Unemployment Compensation 16,446 30,000 16,382 30,000 ___________ 

Workers Compensation - Excess 144,081 360,565 121,724 127,290 ___________ 

SUB-TOTAL 160,527 1,668,924 178,106 373,299 

INSURANCE 

Fire 129,642 202,632 135,819 200,464 ___________ 

Insurance Consultant 28,167 30,291 30,291 24,189 ___________ 

Position Bond & Crime Coverage 5,163 5,163 5,720 ___________ 

Self-Insurance Services 1,805,885 1,605,231 1,605,231 1,618,839 ___________ 

Uninsured Loss Reserve 27,699 24,633 24,633 24,633 ___________ 

SUB-TOTAL 1,996,556 1,862,787 1,801,137 1,873,845 

OTHER GENERAL GOVERNMENTAL SERVICES 

Ad Valorem Taxes 4,990 6,951 6,951 6,951 ___________ 

State Sales Tax 29 

Bad Checks 4,052 2,500 5,254 2,000 ___________ 

LDDA Tax Increment Payment 283,484 424,270 424,270 417,761 ___________ 

Dixieland Tax Increment Payment 35,775 81,654 81,654 95,930 ___________ 

Mid-Town Tax Increment Payment 501,797 855,649 854,649 1,161,828 ___________ 

Williams Tax Increment Payment 1,021 1,021 4,572 ___________ 

Hardin CRA Tax Increment Payment 137,640 137,640 199,308 ___________ 


Retiree Health Insurance Subsidy 534,777 563,785 563,785 607,242 ___________ 

Appraisal Fees 7,150 7,150 7,150 ___________ 

Pay Phones 1,782 2,100 2,100 2,100 ___________ 

Community Visioning Project 37,500 38,600 38,600 38,600 ___________ 

Polk County Vision 10,000 10,000 10,000 10,000 ___________ 

Polk County Day at the Capital 2,500 2,500 2,500 ___________ 

Florida Economic Development Trust 16,000 20,000 20,000 16,000 ___________ 

Legislative Advisory Services 51,450 53,000 53,000 53,000 ___________ 

Retiree's Association Expenses 500 800 800 800 ___________ 

Sun Trust Parking Garage - Lease 21,300 21,300 21,300 21,300 ___________ 

Employee / City Manager Annual Meeting 15,000 

Train Station Maintenance 31,301 39,404 38,619 44,716 ___________ 

Chamber of Commerce Maintenance 11,392 13,207 13,207 16,023 ___________ 

Federal Building Maintenance 74,212 89,561 90,699 96,802 ___________ 

Contribution to Lakeland Housing Authority 31,163 18,632 44,738 

Contingency 50,857 50,857 85,000 ___________ 

SUB-TOTAL 1,651,504 2,480,581 2,493,794 2,919,583 

E – 82

GENERAL FUND 






GRANTS AND AIDS TO OTHER AGENCIES 

Cultural Agencies 

Arts on the Park 10,300 10,609 10,609 10,927 ___________ 

Explorations V, Inc. 16,250 16,709 16,709 17,210 ___________ 

Imperial Symphony Orchestra 42,250 43,497 43,497 44,802 ___________ 

Polk Museum of Art 77,250 79,568 79,568 81,955 ___________ 

Polk Theatre 34,000 35,010 35,010 36,060 ___________ 

Florida Dance Theatre 8,800 9,018 9,018 9,289 ___________ 

Mayfair Art Purchase 500 500 515 ___________ 

Education & Enlightenment Group 5,000 ___________ 

Lakeland Concert Band 5,000 ___________ 

Platform Florida 5,000 ___________ 

SUB-TOTAL 188,850 194,911 194,911 215,758 

Leases : 

Lakeland Regional Airport Armory Lease 10,315 10,315 10,315 10,315 ___________ 

Game & Freshwater Fish Commission 13,157 13,157 13,157 13,157 ___________ 

Lakeland Center: 

Just Say No Rally 3,550 4,210 4,210 4,210 ___________ 

Senior Olympic 1,000 1,200 1,200 1,200 ___________ 

Economic Expo 2,496 2,496 2,496 2,496 ___________ 

Lakeland Community Band 7,200 7,200 7,200 7,200 ___________ 

Social Agencies: 

Catholic Charities 5,000 

Central Florida Deaf Services 8,000 8,000 8,000 ___________ 

Child Development Center of Polk County 58 

Coalition for the Homeless 4,978 5,000 5,000 5,000 ___________ 

The First Tee 50,000 50,000 50,000 50,000 ___________ 

Girls, Inc 5,000 6,000 6,000 6,000 ___________ 

Lakeland Volunteers in Medicine, Inc. 7,000 7,500 7,500 7,500 ___________ 

NAMI 8,650 5,000 5,000 5,000 ___________ 

Polk County Elderly Services 13,000 13,000 13,000 13,000 ___________ 

Polk County Drug Court 10,000 

National College Access Network Program 30,000 30,000 30,000 ___________ 

E – 83

GENERAL FUND 






Social Agencies (continued) 

Salvation Army 10,000 7,500 7,500 7,500 ___________ 

Sunrise Community of Polk County 6,650 14,000 14,000 14,000 ___________ 

Talbot House Ministries 5,000 7,500 7,500 7,500 ___________ 

VISTE 15,000 10,000 10,000 10,000 ___________ 

Wilson House 7,000 7,500 7,500 7,500 ___________ 

Writers Inc. 5,684 2,000 2,000 2,000 ___________ 

Lake Mirror Classic Car Show 2,813 2,813 2,813 ___________ 

MLK Week of Education & Activities 2,375 2,375 2,375 ___________ 

Lakeland Futures Classic Tournament 15,000 15,000 15,000 ___________ 

Other: 

Citrus Commission Electricity 12,653 20,800 20,800 20,800 ___________ 

Electric Modifications for Generators 23,427 23,427 

SUB-TOTAL 203,391 275,993 275,993 252,566 

PASSENGER CAR POOL 

Rental / Fleet Equipment 9,525 5,362 

Gasoline / Fleet Equipment 1,729 2,002 

Maintenance / Fleet Equipment 7,473 4,621 

Washing 2,529 176 176 200 ___________ 

SUB-TOTAL 21,256 176 12,161 200 

CONTRIBUTIONS TO OTHER FUNDS 

Cemetery Perpetual Care 39,926 45,204 45,204 49,980 ___________ 

Reserve for New Recreational Facilities 114,052 114,052 118,674 ___________ 

General Fund-Cultural Activities 150,350 131,879 131,879 137,869 ___________ 

Cultural Activities - Equity Increase 100,000 100,000 100,000 ___________ 

Hollis Gardens Maintenance Trust 133,111 133,111 83,514 ___________ 

Fleet Management Fund - New Vehicles 118,146 180,329 180,329 

Fleet Management Fund - New Vehicles 20,085 20,085 

Lakeland Center Fund 2,244,702 2,305,438 2,305,438 2,180,969 ___________ 

Facilities Maintenance Fund 35,000 

Cleveland Heights Golf Course Fund 31,500 

SUB-TOTAL 2,719,624 3,030,098 2,930,098 2,671,006 

E – 84

GENERAL FUND 






UTILITY SERVICE 



Fire Hydrants 351,235 438,341 438,341 440,533 ___________ 

Street Lights 3,514,824 3,519,919 3,519,919 3,698,834 ___________ 

Public Works - Traffic Signal Lights 102,450 125,180 125,180 115,677 ___________ 


Stormwater fees 302 320 302 680 ___________ 

Utility Connection Fee 45 100 100 ___________ 

SUB-TOTAL 3,971,545 4,086,729 4,086,596 4,258,896 

TOTAL NON-DEPARTMENTAL 10,913,253 13,600,199 11,972,796 12,565,153 

GRAND TOTAL 73,602,364 81,616,170 73,077,018 91,143,570 

E – 85

THIS PAGE IS INTENTIONALLY BLANK 







Personnel 




Non-Personnel 



Utilities 1,272 1,354 971 1,000 



Capital Outlay 25,015 

Debt Service 



Transfers 

Transfers In 

Transfers Out 

Net Transfers 


Taxes 




Interest Income 78,186 127,222 


Total Revenue 3,347,778 4,088,572 4,286,114 2,044,622 

Funding to be Provided (192,061) 125,000 (217,209) 300,000 

E – 87





2005-06 2006-07 Estimated City Manager City Commission 


FEDERAL GRANTS 

CDBG Grant 740,690 795,575 753,577 792,623 ___________ 

HOME Grant 535,930 438,386 201,108 436,671 ___________ 

SUB-TOTAL 1,276,620 1,233,961 954,685 1,229,294 

STATE GRANTS 

SHIP Grant 879,227 662,328 795,000 662,328 ___________ 

FHFC Disaster Relief Home Assistance 288,868 207,636 207,636 

Hurricane Housing Recovery 410,900 1,889,647 1,889,647 

SUB-TOTAL 1,578,995 2,759,611 2,892,283 662,328 

TOTAL INTERGOVERNMENTAL 

REVENUE 2,855,615 3,993,572 3,846,968 1,891,622 


INTEREST EARNINGS 

CDBG Program Loans 4,248 1,522 

Rental Rehabilitation Loans 1,594 1,394 

Rental Rehab Pooled Investments 543 124 

Dixieland State Program Loans 375 666 

Dixieland State Pooled Investments 9,859 11,420 

DCA Grant Pooled Investments 1,269 36 

SHIP Affordable Housing Loans 149 130 

SHIP Pooled Investments 34,201 49,510 

SHIP Registry of Court 137 70 

HOME Program Loans 128 

Hurricane Housing Recovery Pooled Investm 25,683 62,350 

SUB-TOTAL 78,186 127,222 

E – 88






REIMBURSEMENTS 

HOME Miscellaneous Reimbursements 16,267 

DCA Grant Prior Year Refunds 11,200 700 

SUB-TOTAL 27,467 700 

ALL OTHER MISCELLANEOUS 

CDBG 1,900 

Dixieland Rehabilitation 40,027 


TOTAL MISCELLANEOUS REVENUE 147,580 127,922 

PRINCIPAL 

CDBG Program Loans 63,948 70,000 67,796 78,000 ___________ 


Dixieland State Program Loans 3,886 6,804 

SHIP Program Loans 149,375 101,266 

HOME Program Loans 118,609 25,000 126,392 75,000 ___________ 

SUB-TOTAL 344,583 95,000 311,224 153,000 

TOTAL NON-REVENUES 344,583 95,000 311,224 153,000 

TOTAL REVENUE 3,347,778 4,088,572 4,286,114 2,044,622 

SURPLUS - PRIOR YEARS (192,061) 125,000 (217,209) 300,000 


E – 89






EXPENSES 

CDBG-ADMINISTRATION 




Insurance - Position Bonds 88 152 296 63 ___________ 

Self-Insurance Service 27,913 24,812 20,938 20,088 ___________ 




Banking Services 97 108 140 152 ___________ 

Insurance Consultant 377 180 751 267 ___________ 

Legal Advertising 1,215 1,000 867 893 ___________ 

Office Supplies 231 450 470 484 ___________ 

Equipment - Noncapital 232 175 74 76 ___________ 


Postage 417 175 200 26 ___________ 

Subscriptions & Memberships 1,745 400 420 288 ___________ 

Telephone - Communications 15 40 42 43 ___________ 

Travel 735 1,652 1,701 ___________ 

Training 923 750 1,895 1,952 ___________ 

Rehabilitation of Private Property 6,056 4,772 4,915 ___________ 

SUB-TOTAL 69,297 57,026 62,977 62,038 


Fleet Management Reserve Fund 12,495 

Information Technology Fund 735 735 735 735 ___________ 

SUB-TOTAL 13,230 735 735 735 

TOTAL 150,489 135,000 127,630 145,000 

E – 90






CDBG-HOUSING DIVISION 



Rental / Fleet Equipment 667 







493 ___________ 


Leases 8,028 8,028 4,683 8,028 ___________ 

Postage 100 100 103 ___________ 

Telephone, Communications 1,257 1,314 929 1,009 ___________ 


SUB-TOTAL 18,652 25,131 10,828 27,786 

TOTAL 254,151 295,000 190,832 330,000 

E – 91






CDBG-CODE ENFORCEMENT 



Rental / Fleet Equipment 550 



SUB-TOTAL 4,707 9,332 4,166 7,215 


Fleet Management Reserve 12,520 

TOTAL 137,191 115,673 90,109 133,307 

CDBG-REHABILITATION OF PRIVATE PROPERTY 


Rehabilitation of Private Property 23,841 91,902 250,000 155,243 ___________ 

Clearance Activities 5,000 5,000 5,000 ___________ 

Relocation Payments & Assistance 51,441 85,000 15,000 50,000 ___________ 

SUB-TOTAL 75,282 181,902 270,000 210,243 

E – 92







CDBG Program: 

Boys & Girls Club Summer Day Camp 7,200 7,200 7,500 ___________ 

Simpson Park Summer Recreation 28,090 28,090 24,595 ___________ 

Simpson Park Swim Passes 2,700 2,700 ___________ 

Simpson Park Art Classes 2,350 2,380 2,380 2,000 ___________ 

Simpson Park Modeling Classes 460 1,250 1,250 

Simpson Park Cultural Dance 1,660 ___________ 

Simpson Park Football/Softball Field 51,646 95,000 38,028 

Coleman-Bush Building: 

After School Tutoring Program 8,421 9,410 8,542 9,410 ___________ 

Summer Tutoring Program 1,900 2,420 2,420 ___________ 

After School Programs 6,239 4,950 2,806 4,950 ___________ 

Heart of Florida Girl Scouts 5,000 5,000 5,000 

Talbot House 5,000 5,000 10,000 ___________ 

Lakeland Coalition for the Homeless 4,549 6,000 6,000 7,500 ___________ 

VISTE Hot Meals for Elderly 10,000 9,800 9,800 10,000 ___________ 

Catholic Charities 7,200 7,200 

Freedom Center 5,000 5,000 

Big Brothers & Big Sisters 9,900 7,200 4,800 5,000 ___________ 

Swimming Lessons NW Area 2,670 

Salvation Army of Lakeland: 

Client ID System 5,000 

Refrigerators for Transitional Housing 5,000 5,000 

Ranges for Transitional Housing 5,000 ___________ 

Computers for Community Center 5,000 5,000 

Wheelchair Access Computer Desks 3,900 

Accessible Shower for Group Home 9,338 ___________ 

E – 93






SPECIAL PROJECTS (Continued): 

CDBG Program: 

Wilson House 7,200 7,200 7,500 ___________ 

Lakeland Volunteers in Medicine 14,700 7,200 10,000 ___________ 

Sidewalk Sidney 7th to 10th 18,689 

HCPC - Chronic Homeless Plan 12,500 ___________ 

Sidewalk - New York Pear to Memorial 1,482 40,000 38,518 

Sidewalk - 6th Street 28,000 ___________ 

Drainage Project - Hull St 192,000 ___________ 

Central Florida Deaf Services 4,277 

Rental Rehabilitation Program: 


Dixieland Program: 

Rehabilitation 222 6,845 

Affordable Housing 106,975 15,000 

DCA Elderly Homeowner Rehab 52,861 1,288 

SHIP Program: 

Administration 47,407 66,232 45,000 66,232 ___________ 

Affordable Housing Program 836,697 596,096 750,000 596,096 ___________ 

HOME Program: 

Administration 45,147 43,838 37,500 43,667 ___________ 

Affordable Housing Program 488,224 342,830 275,000 391,587 ___________ 

Keystone Challenge 7,307 76,718 15,000 76,417 ___________ 

FHFC Disaster Relief Home Assistance Program: 

Rehabilitation 288,868 207,636 207,636 

Hurricane Housing Recovery Program: 

Affordable Housing Program 419,288 1,463,201 1,463,201 

Administration 17,295 326,446 326,446 

Special Needs Rental Housing 100,000 100,000 

SUB-TOTAL 2,538,604 3,485,997 3,390,334 1,526,072 


PERSONNEL 



Housing Division Manager 1 1 58 51,979 - 78,666 

Housing Programs Coordinator 1 1 51 43,805 - 64,730 

Housing Rehabilitation Specialist II 2 2 45 37,835 - 57,304 

Code Enforcement Officer 2 2 42 35,173 - 53,248 

Housing Rehabilitation Finance Officer II 1 2 42 35,173 - 53,248 

Planning Assistant 1 1 36 30,389 - 45,989 




PART-TIME 

Housing Rehab Finance Officer I 1 1 


E – 94


DEBT SERVICE 




Personnel 

Salaries and Wages 

Fringe Benefits 

Total Personnel 

Non-Personnel 

Internal Service Charges 

Professional and Contractual 

Utilities 


All Other Operations and Maintenance 


Debt Service 340,463 350,463 350,463 359,898 



Transfers 

Transfers In 317,722 350,463 350,463 359,898 

Transfers Out 

Net Transfers 317,722 350,463 350,463 359,898 


Taxes 






Total Revenue 5,334 6,173 6,100 

Funding to be Provided 17,407 (6,173) (6,100) 

E – 95

DEBT SERVICE 





REVENUES 

Interfund Transfers: 

Public Improvement Fund 250,034 283,775 283,775 289,260 ___________ 

Lakeland Linder Regional Airport Fund 67,688 66,688 66,688 70,638 ___________ 

SUB-TOTAL 317,722 350,463 350,463 359,898 

Interest Earnings: 

2002 Utility Tax Reserve Fund 5,334 6,173 6,100 

Prior Year Surplus 17,407 (6,173) (6,100) 

(2002 Debt Service Reserve) 

TOTAL REVENUES 340,463 350,463 350,463 359,898 

EXPENDITURES 

Principal Payable: 

2002 Utility Tax Revenue Bonds 250,000 265,000 265,000 280,000 ___________ 

Interest Payable: 

2002 Utility Tax Revenue Bonds 90,463 85,463 85,463 79,898 ___________ 

TOTAL EXPENDITURES 340,463 350,463 350,463 359,898 

E – 96


FLEET MANAGEMENT 




Personnel 




Non-Personnel 



Utilities 72,714 75,526 67,623 81,373 




Debt Service 



Transfers 

Transfers In 

Transfers Out 

Net Transfers 


Taxes 




Interest Income 747,356 1,093,404 903,412 880,451 

All Other Revenue 653,017 988,914 1,027,914 349,059 

Total Revenue 12,022,236 13,374,806 12,913,112 12,842,581 


E – 97







REVENUES 


Motor Fuel Tax Rebate 149,861 147,000 147,000 148,000 ___________ 


REVENUE 149,861 147,000 147,000 148,000 



Interest on Pooled Investments 20,387 43,931 43,020 41,926 ___________ 

Interest Earnings - Depreciation 

Reserve 

Interest on Pooled Investments 726,969 1,049,473 860,392 838,525 ___________ 

SUB-TOTAL 726,969 1,049,473 860,392 838,525 

Sales & Compensation for Loss 

of Fixed Assets 

Sale of Rental Equipment 211,627 145,000 185,000 225,000 ___________ 

SUB-TOTAL 211,627 145,000 185,000 225,000 

Sales of Surplus Materials 

and Scrap 

Scrap Sales 1,332 1,300 1,300 1,350 ___________ 


Insurance Proceeds 1,200 1,200 1,200 ___________ 

Insurance Proceeds - Workers Comp 876 500 500 500 ___________ 

Reimbursements / Loss Recovery 15,167 7,700 6,700 6,900 ___________ 

Refund of Prior Years Expense 2,609 2,609 2,609 ___________ 

Dare-Contribution & Donations 5,000 

SUB-TOTAL 21,043 12,009 11,009 11,209 


REVENUE 981,358 1,251,713 1,100,721 1,118,010 

E – 98






INTRAGOVERNMENTAL SERVICES 

Equipment Rental Services 

Rental / Fleet Equipment 1,593,515 

Maintenance / Fleet Equipment 2,658,703 3,859,159 4,425,450 4,645,815 ___________ 

Maintenance / Fleet Equipment/Other 349,406 353,000 176,757 140,000 ___________ 

Motor Fuel Billings 2,575,776 3,562,932 2,948,749 3,119,795 ___________ 

Depreciation Reserve 3,294,602 3,370,397 3,283,830 3,559,461 ___________ 

TOTAL INTRAGOVERNMENTAL 

SERVICES 10,472,002 11,145,488 10,834,786 11,465,071 

TOTAL REVENUE 11,603,221 12,544,201 12,082,507 12,731,081 

SUBSIDIES 


Uninsured Loss Reserve Fund 29,422 

General Fund 118,146 234,212 234,212 

Community Development Fund 25,015 

Facilities Maintenance Fund 14,415 30,000 30,000 72,000 ___________ 

Lakeland Linder Regional Airport Fund 3,000 3,000 14,500 ___________ 

Solid Waste Fund 143,620 219,000 219,000 

Wastewater Utility Fund 13,000 13,000 

Wastewater Renewal & Replacement Fund 11,190 29,810 29,810 

Water Renewal & Replacement Fund 62,207 137,822 137,822 25,000 ___________ 

Electric Utility Fund 15,000 163,761 163,761 

TOTAL SUBSIDIES 419,015 830,605 830,605 111,500 

SURPLUS - PRIOR YEARS (185,992) 62,831 (12,191) 38,454 

SURPLUS - DEPRECIATION 

RESERVE (774,590) 1,856,677 1,915,862 (999,884) 

GRAND TOTAL REVENUES 11,061,654 15,294,314 14,816,783 11,881,151 

E – 99






EXPENSES ADMINISTRATION 







Insurance - Fire 2,639 3,917 2,754 4,507 ___________ 

Insurance - Position Bond 167 483 483 200 ___________ 

Insurance - Consultant Fee 1,127 508 1,179 1,013 ___________ 

Uninsured Loss Reserve 11,700 11,700 



General Fund Service 161,195 198,205 198,205 291,585 ___________ 










Intra-Dept Charges - IT 8,993 9,668 9,668 



Banking Service 957 1,055 1,055 1,055 ___________ 

Annual Audit 4,878 4,000 3,759 4,125 ___________ 




Uniforms 12,919 14,000 13,400 13,900 ___________ 

Safety Installations 8,925 9,000 8,200 9,200 ___________ 

Leases 2,050 12,300 9,045 9,045 ___________ 



Postage 154 200 175 220 ___________ 


Software License & Maintenance 2,992 2,992 2,992 2,992 ___________ 


Travel 1,272 4,175 4,175 5,270 ___________ 

Training 1,164 3,000 4,100 2,390 ___________ 


SUB-TOTAL 628,894 772,665 712,959 847,541 

TOTAL 929,050 1,101,450 1,029,432 1,228,007 

E – 100






OPERATIONS 


OTHER EXPENDITURES 


Transmission 48,372 45,000 37,574 45,000 ___________ 

Body Shop Services 115,557 95,000 151,113 150,000 ___________ 

Towing 48,166 35,000 47,206 45,000 ___________ 

All Other Mat & Supplies 41,537 37,500 59,409 42,000 ___________ 

Fuel Island Maintenance 20,000 20,000 22,000 ___________ 

Chemicals 9,334 8,000 9,890 8,200 ___________ 

Paints & Paint Supplies 8,981 14,000 5,143 8,000 ___________ 


Tires & Tubes 388,176 280,000 402,266 395,000 ___________ 

Parts For Equipment 897,984 837,299 859,515 922,776 ___________ 

Lubricants 62,717 48,000 65,611 60,000 ___________ 



Licenses and Permits 5,716 4,000 7,310 7,500 ___________ 

SUB-TOTAL 2,211,801 1,704,799 2,286,743 2,211,801 

TOTAL 3,616,358 3,345,593 3,819,163 3,973,628 

FUEL 

Fuel 2,501,510 3,300,000 2,605,429 2,898,841 ___________ 

TOTAL 2,501,510 3,300,000 2,605,429 2,898,841 


OTHER CASH DISBURSEMENTS 

Equipment - Operational 58,959 116,049 115,000 42,300 ___________ 

Motor Equipment 3,877,623 7,153,352 6,976,889 3,710,505 ___________ 

Vehicle Reserve Contingency 100,000 100,000 25,297 ___________ 

Increase/Decrease in Inventory 53,032 

Fencing/Security Gate 17,549 

Parking Lot Repavement 150,297 150,297 

Design Assistance 25,000 18,000 

SUB-TOTAL 4,007,163 7,544,698 7,360,186 3,778,102 

TRANSFERS TO OTHER FUNDS 

Cleveland Heights Golf Course Fund 5,000 

PIF - Radio Tower Upgrade & Purchases 2,573 2,573 2,573 2,573 ___________ 

SUB-TOTAL 7,573 2,573 2,573 2,573 

GRAND TOTAL 11,061,654 15,294,314 14,816,783 11,881,151 

E – 101






Equipment 

1 - Network Computer New 3,800 

1 - SQL Server Software New 15,000 

1 - Metal Brake and Shear New 10,000 

1 - Puller Set Replacement 8,500 

1 - A/C Recycling Machine Replacement 5,000 

42,300 

PERSONNEL 



Fleet Manager 1 1 65 61,630 - 93,330 

Automotive Shop Foreman 2 2 54 47,133 - 71,365 

Management Analyst 1 1 51 43,805 - 64,730 

Automotive Mechanic III 18 18 47 39,749 - 60,174 

Automotive Maintenance Coordinator 1 1 45 37,835 - 57,304 

Automotive Mechanic II 1 1 42 35,173 - 53,248 

Paint & Body Mechanic 1 1 42 35,173 - 53,248 

Office Manager 1 1 38 31,907 - 48,298 

Automotive Mechanic I 2 2 38 31,907 - 48,298 

Warehouse Operations Tech I 1 1 31 26,894 - 40,726 



Automotive Parts Clerk 2 2 27 24,398 - 36,941 


Automotive Mechanic Helper 1 1 18 19,594 - 29,661 


FLEET PURCHASES 

Routine Replacements 

20 - Police Cars 710,183 

1 - 3/4 Ton Pickup Truck w/Crew Cab 27,000 

1 - 1/2 Ton Pickup Truck 18,025 

3 - 1/2 Ton Pickup Trucks (AF) 68,348 

1 - Mower 15,826 

1 - Boom Truck 91,054 

1 - Tractor w/ Mower 20,019 

2 - Pothole Patchers 13,000 

1 - Tractor w/Trailer 96,867 

3 - Front Loading Refuse Trucks 548,814 

6 - Rear Loading Refuse Trucks 1,060,512 

2 - Grabber Trash Trucks 194,962 

2 - 3/4 Ton Vans 39,981 

1 - Tanker Trailer 32,288 

1 - Tanker Truck 46,108 

2 - Air Compressors 47,563 

3 - Bucket Trucks 568,455 

TOTAL REPLACEMENTS 3,599,005 

New Equipment 

1 - Passenger Car 14,500 

2 - Compact Pickup Trucks 25,000 

3 - 3/4 Cargo Vans 72,000 

TOTAL NEW PURCHASES 111,500 

TOTAL EQUIPMENT PURCHASES 3,710,505 

E – 102


PURCHASING AND STORES 




Personnel 



Total Personnel 992,853 1,054,794 1,054,055 1,136,046 

Non-Personnel 



Utilities 72,586 66,521 49,638 77,476 




Debt Service 



Transfers 

Transfers In 

Transfers Out 

Net Transfers 


Taxes 






Total Revenue 2,639,218 2,807,761 2,792,457 2,958,532 


E – 103






REVENUES MISCELLANEOUS REVENUE 



SUB-TOTAL 47,052 46,260 30,114 29,348 

Sales of Surplus Materials and Scrap 

Scrap Sales 20,194 13,000 12,444 13,000 ___________ 

SUB-TOTAL 20,194 13,000 12,444 13,000 

Refund of Prior Year Expenditures 

All Other Refund - Prior Years 177 


REVENUE 67,423 59,260 42,558 42,348 


Central Stores Services - Sales to City Funds 

General Fund 102,335 99,672 99,672 102,662 ___________ 


Public Improvement Fund 1,201 2,400 1,000 1,030 ___________ 

Community Development Fund 151 305 305 314 ___________ 

SHIP Program 233 466 466 480 ___________ 

HOME Program 65 130 291 300 ___________ 

Jeanne Disaster 4 Fund 593 593 


Fleet Management Fund 4,670 5,600 5,600 5,768 ___________ 

Purchasing & Stores Fund (1,224) 2,800 3,024 3,115 ___________ 

Information Technology Fund 3,572 4,500 4,500 4,635 ___________ 

Cleveland Heights Golf Course Fund 22 75 75 77 ___________ 

Parking Fund 806 750 992 1,022 ___________ 

Lakeland Center Fund 885 1,600 1,728 1,780 ___________ 


Solid Waste Fund 7,155 6,500 6,500 6,695 ___________ 

Stormwater Fund 228 180 180 185 ___________ 

Wastewater Utility Fund 25,173 24,500 26,460 27,254 ___________ 

Wastewater Renewal & Replacement Fund 580 597 ___________ 

Water Utility Fund 694,656 774,500 774,500 797,735 ___________ 

Water Impact Fee Fund 86,424 98,500 98,500 101,455 ___________ 

LCRA Fund 55 57 ___________ 

Electric Utility Fund 42,685 27,500 29,700 30,591 ___________ 

Home Again 70 

Hurricane Housing Assistance Plan 109 

Sales - 2001 Sunshine Bond Fund 591 


SERVICES 994,634 1,072,771 1,074,169 1,106,394 

TOTAL REVENUE 1,062,057 1,132,031 1,116,727 1,148,742 

E – 104






OPERATING SUBSIDIES 

Purchasing and Stores Services 

General Fund 174,944 185,795 185,795 200,659 ___________ 




Community Development Fund 17,985 19,100 19,100 20,629 ___________ 

Cleveland Heights Golf Course Fund 11,168 11,861 11,861 12,810 ___________ 

Parking Fund 1,154 1,226 1,226 1,324 ___________ 

Lakeland Center Fund 9,901 10,515 10,515 11,356 ___________ 





Electric Utility Fund 1,092,462 1,160,968 1,160,968 1,253,844 ___________ 

TOTAL OPERATING SUBSIDIES 1,577,161 1,675,730 1,675,730 1,809,790 

PRIOR YEARS SURPLUS (93,715) 59,981 45,593 13,959 

GRAND TOTAL 2,545,503 2,867,742 2,838,050 2,972,491 

E – 105









Increase/Decrease in Inventory (95,786) 







Insurance - Consultant 604 727 727 486 ___________ 

Self-Insurance 20,552 18,268 14,000 15,371 ___________ 














Legal Advertising 500 500 300 ___________ 

Annual Audit 3,252 2,700 2,455 2,781 ___________ 


Equipment - Noncapital 3,221 655 655 700 ___________ 

All Other Materials & Supplies 1,173 1,000 1,000 800 ___________ 

Uniforms 2,011 2,100 2,100 2,100 ___________ 

Cleaning & Janitor Supply 11 

Tools and Implements 498 500 500 300 ___________ 

Merchandise 1,005,009 1,083,151 1,083,121 1,158,593 ___________ 

Rentals 760 760 760 ___________ 


Postage 1,322 1,900 1,900 1,957 ___________ 



Travel 2,876 4,320 4,320 4,320 ___________ 

Training 550 905 905 905 ___________ 



SUB-TOTAL 1,536,996 1,725,944 1,696,991 1,821,922 


Equipment 9,000 8,500 8,500 8,000 ___________ 

TOTAL 2,144,530 2,327,407 2,298,454 2,470,332 

E – 106






WAREHOUSE 



Intra Dept Charges - Radios 3,346 3,366 3,366 3,215 ___________ 

SUB-TOTAL 3,346 3,366 3,366 3,215 

TOTAL 397,665 465,197 464,458 498,851 



Optio Upgrade 50,000 50,000 

SUB-TOTAL 71,830 71,830 

TRANSFER TO OTHER FUNDS 

Information Technology Fund - Radio Towe 3,308 3,308 3,308 3,308 ___________ 

SUB-TOTAL 3,308 3,308 3,308 3,308 

GRAND TOTAL 2,545,503 2,867,742 2,838,050 2,972,491 

Equipment 

Warehouse Break Room Furniture Replacement 1,980 

Cantilever Racks Replacement 2,500 

1 - Heavy Duty Hydraulic Reel Jack Replacement 3,520 

8,000 

PERSONNEL 



Purchasing Manager 1 1 65 61,630 - 93,330 

Assistant Purchasing Manager 1 1 54 47,133 - 71,365 

Superintendent Of Stores 1 1 49 41,725 - 63,190 

Inventory Control Specialist 1 1 42 35,173 - 53,248 

Purchasing Agent 4 4 42 35,173 - 53,248 


Warehouse Operations Technician II 2 2 33 28,246 - 42,765 

Warehouse Operations Technician I 5 5 31 26,894 - 40,726 




E – 107




FACILITIES MAINTENANCE 




Personnel 




Non-Personnel 



Utilities 31,004 33,351 31,552 33,639 




Debt Service 



Transfers 

Transfers In 

Transfers Out 

Net Transfers 


Taxes 






Total Revenue 3,135,987 3,419,272 3,416,299 4,103,596 

Funding to be Provided (100,538) 76,062 (10,208) (5,327) 

E – 109






REVENUES 



Interest on Pooled Investment 16,326 17,565 21,510 20,963 ___________ 

SUB-TOTAL 16,326 17,565 21,510 20,963 


Reimbursements/Loss Recovery 4,054 

Refund of Prior Years Expense 6,376 


TOTAL MISCELLANEOUS REVENUE 26,756 17,565 21,510 20,963 


Facility Maintenance Services to City Funds 

Self Insurance Fund 147,704 ___________ 

General Fund 1,139,740 1,344,941 1,338,024 1,652,534 ___________ 



Purchasing & Stores Fund 26,340 28,052 28,052 40,050 ___________ 



Parking Fund 8,917 10,117 10,116 14,003 ___________ 

Lakeland Linder Regional Airport Fund 210,352 194,110 194,110 





SUB-TOTAL 1,941,193 2,253,842 2,246,924 2,843,985 

Janitorial Services to City Funds 

General Fund 371,067 441,697 441,697 437,393 ___________ 











SUB-TOTAL 1,063,038 1,122,865 1,122,865 1,238,648 


SERVICES 3,004,231 3,376,707 3,369,789 4,082,633 

E – 110








General Fund 35,000 

Transfer for Special Projects 25,000 25,000 

Public Improvement Fund 70,000 

TOTAL OPERATING SUBSIDIES 105,000 25,000 25,000 

TOTAL REVENUE 3,135,987 3,419,272 3,416,299 4,103,596 

PRIOR YEAR SURPLUS (100,538) 76,062 (10,208) (5,327) 


EXPENSES 


PERSONAL SERVICES 944,626 1,170,359 1,003,981 1,126,880 






















Insurance Consultant 800 388 1,279 980 ___________ 

Annual Audit 1,526 1,300 1,151 1,300 ___________ 




Uniforms 2,577 3,000 3,000 3,000 ___________ 


Agricultural & Horticultural Supplies 1,400 1,500 1,500 1,500 ___________ 


Rentals 2,317 3,000 3,800 4,000 ___________ 




Postage 249 300 250 300 ___________ 

E – 111








Travel 1,854 1,500 1,500 1,500 ___________ 

Training 4,497 4,000 4,000 4,000 ___________ 

All Other Sundry Charges 916 1,000 800 1,065 ___________ 

Licenses & Permits 500 500 500 500 ___________ 

Car Washing 64 

Contingency 25,000 25,000 25,000 ___________ 

SUB-TOTAL 1,085,525 1,078,562 1,007,064 1,033,201 

TOTAL 2,030,151 2,248,921 2,011,045 2,160,081 

JANITORIAL SERVICES 

PERSONAL SERVICES 842,876 989,773 1,003,882 1,098,333 


Contractual Services 18,808 

Uniforms 2,155 3,500 3,500 3,500 ___________ 

Cleaning & Janitor Supplies 115,707 117,000 117,000 117,000 ___________ 


Telephone - Communications 180 240 240 240 ___________ 

SUB-TOTAL 146,508 123,140 123,140 123,140 

TOTAL 989,384 1,112,913 1,127,022 1,221,473 

FIRE SAFETY TEAM 

PERSONAL SERVICES 218,007 


Rental / Fleet Equipment 8,247 ___________ 

Gasoline / Fleet Equipment 4,410 ___________ 

Maintenance / Fleet Equipment 9,912 ___________ 

Intra-Dept Charges - Computer Rental 3,356 ___________ 

Intra-Dept Charges - Telephone 

457 ___________ 

Telephone - Communications 1,920 ___________ 

Contractual Services 41,000 ___________ 

Equipment - Noncapital 2,330 ___________ 

Materials 15,000 ___________ 

Office Supplies 

600 ___________ 

Tools & Implements 

725 ___________ 

Parts For Equipment 15,000 ___________ 

Repair of Equipment 1,300 ___________ 

Subscriptions & Membership 

600 ___________ 

Software License & Maintenance 1,135 ___________ 

Uniforms 

500 ___________ 

Training 6,200 ___________ 


960 ___________ 


TOTAL 331,659 

E – 112








Equipment 1,499 8,500 8,500 25,000 ___________ 

SUB-TOTAL 1,499 8,500 8,500 25,000 


Generator/UPS Maintenance 15,000 15,000 15,000 ___________ 

Security Systems Controls Maintenance 25,000 25,000 

Electric Chiller HVAC Maintenance 55,000 55,000 55,000 ___________ 

Air Quality Investigations 10,000 ___________ 

Garage Door /Operator Maintenance 25,000 ___________ 

Plumbing Repairs / Replacement 10,000 ___________ 

Investment Grade Audits for Energy 20,000 ___________ 

Pinnacle Threshold Card Reader Data Base 18,000 ___________ 

COL Chiller Maintenance 95,056 95,056 ___________ 

Elevator Maintenance 40,000 40,000 ___________ 

SUB-TOTAL 95,000 230,056 288,056 


Fleet Management Reserve Fund 14,415 30,000 29,469 72,000 ___________ 

TOTAL 15,914 133,500 268,025 385,056 

GRAND TOTAL EXPENSES 3,035,449 3,495,334 3,406,091 4,098,269 

E – 113






Equipment 

1 - Electric High Lift Replacement 25,000 

25,000 

PERSONNEL 



MAINTENANCE: 

Facilities Maintenance Manager 1 1 65 61,630 - 93,330 

Facilities Maintenance Supervisor 1 1 56 49,504 - 74,922 

Facilities Project Coordinator 1 1 54 47,133 - 71,365 

Maintenance Electrician 1 1 49 41,725 - 63,190 

Security Specialist 1 1 45 37,835 - 57,304 

Maintenance Mechanic III 2 43 36,026 - 54,579 

Maintenance Mechanic II 6 5 38 31,907 - 48,298 

Painter 3 3 33 28,246 - 42,765 


Maintenance Mechanic I 4 2 33 28,246 - 42,765 


Operations Support Tech I 1 1 24 22,693 - 34,320 

JANITORIAL: 

Custodian Supervisor 1 1 31 26,894 - 40,726 

Custodian Foreman 2 2 27 24,398 - 36,941 


Janitorial Lead 2 2 16 18,658 - 28,246 


FIRE SAFETY TEAM: 

Fire Suppression System Foreman 1 53 45,989 - 69,659 

Fire Suppression System Tech II 2 47 39,749 - 60,174 

TOTAL FULL-TIME POSITIONS 53 55 

PART-TIME 

Operations Support Worker I 1 1 

TOTAL PART-TIME POSITIONS 1 1 

E – 114






Personnel 




Non-Personnel 



Utilities 145,429 185,692 177,345 187,180 




Debt Service 



Transfers 

Transfers In 

Transfers Out 

Net Transfers 


Taxes 






Total Revenue 11,620,796 11,936,977 12,054,175 11,508,183 

Funding to be Provided (1,568,942) 859,616 (203,798) 1,136,860 

E – 115






REVENUES 



Interest on Pooled Investment 74,765 50,000 141,965 83,852 ___________ 

SUB-TOTAL 74,765 50,000 141,965 83,852 

Sales of Surplus Materials and Scrap 

Surplus Furniture and Equip. Sales 14,250 

Insurance Proceeds 1,673 

Refund of Prior Year Expenses 1,187 




Radio 

General Fund 265,239 265,239 271,064 ___________ 

Community Development Fund 

643 ___________ 

Fleet Management Fund 3,029 3,029 2,894 ___________ 

Purchasing & Stores Fund 3,366 3,366 3,215 ___________ 

Facilities Maintenance Fund 1,346 1,346 1,286 ___________ 

Information Technology Fund 2,700 2,700 2,572 ___________ 

Parking Fund 360 360 322 ___________ 


Solid Waste Fund 17,503 17,503 16,720 ___________ 

Wastewater Utility Fund 17,503 17,503 18,971 ___________ 

Water Utility Fund 28,611 28,611 32,476 ___________ 

Electric Utility Fund 130,570 130,570 126,047 ___________ 

Reimbursements - Communications 451,236 

Reimbursements-Administration 667 

Reimbursements-Radio communications 5,602 

SUB-TOTAL 456,838 474,603 475,270 480,390 

Telecommunications 

Telephone 679,809 24,566 

General Fund 226,938 226,938 264,501 ___________ 

Community Development Fund 1,979 1,979 2,276 ___________ 





Parking Fund 234 234 310 ___________ 

Lakeland Center Fund 38,979 38,979 47,085 ___________ 




Electric Utility Fund 892,376 1,114,144 1,114,144 311,029 ___________ 

SUB-TOTAL 1,572,185 1,478,985 1,503,551 737,686 

E – 116






Application Development & Support 

General Fund 1,512,518 1,771,790 1,771,790 1,250,700 ___________ 


Telecommunications 115,606 115,606 108,727 ___________ 


Fleet Management Fund 8,993 9,668 9,668 



Parking Fund 1,786 2,627 2,627 2,393 ___________ 






Electric Utility Fund 1,808,981 2,252,407 2,252,407 2,693,607 ___________ 

SUB-TOTAL 3,787,266 4,706,362 4,706,362 4,539,284 

Network Administration & Support 

Community Development Fund 6,680 ___________ 

General Fund 371,572 371,572 616,658 ___________ 






Cleveland Heights Golf Course Fund 1,684 1,684 3,340 ___________ 

Parking Fund 571 571 668 ___________ 







Network Connections 1,588,526 

SUB-TOTAL 1,588,526 765,804 765,804 1,264,376 

E – 117






PC Support 


General Fund 635,135 635,135 483,540 ___________ 







Parking Fund 725 725 710 ___________ 







Support Services 1,036,699 

SUB-TOTAL 1,036,699 1,281,871 1,281,871 1,146,693 

PC Rental 


General Fund 247,197 247,197 239,686 ___________ 







Parking Fund 380 380 493 ___________ 







PC Rental 677,861 

SUB-TOTAL 677,861 684,683 684,683 634,874 

GIS 

General Fund 132,261 139,688 139,688 194,351 ___________ 






SUB-TOTAL 591,767 679,076 679,076 709,437 

E – 118






Public Safety 

General Fund-Police 644,093 828,018 828,018 981,112 ___________ 

SUB-TOTAL 644,093 828,018 828,018 981,112 

GIS Upgrade 

General Fund 3,226 9,506 9,506 

Wastewater Utility Fund 1,290 3,692 3,692 

Water Utility Fund 1,290 3,692 3,692 

Electric Utility Fund 7,096 20,208 20,208 

SUB-TOTAL 12,902 37,098 37,098 

Special project 

Ums Oracle Database Partitioning Licenses 55,000 ___________ 



SERVICES 10,368,137 10,936,500 10,961,733 10,548,852 



Radio System Expansion 476,375 476,375 476,375 476,375 ___________ 

Standard (Type II) Radio Replacements 100,000 100,000 100,000 ___________ 

Public Improvement Fund 125,000 

Public Improvement Fund - 99 Sunshine 181,860 174,102 174,102 174,104 ___________ 

Public Improvement Fund - LPD 

Laptops & Servers 252,549 200,000 200,000 125,000 ___________ 

Electric Utility Fund 125,000 

TOTAL OPERATING SUBSIDIES 1,160,784 950,477 950,477 875,479 

TOTAL REVENUE 11,620,796 11,936,977 12,054,175 11,508,183 

PRIOR YEAR SURPLUS (1,412,841) 859,616 (203,798) 1,136,860 


E – 119






EXPENSES 

ADMINISTRATION 





Insurance- Fire 3,381 4,116 2,957 9,988 ___________ 

Insurance - Position Bond 363 1,048 1,048 435 ___________ 

Insurance - Data Processing Equipment 31,184 53,466 30,402 44,326 ___________ 

Self Insurance Service 52,776 46,912 36,000 41,530 ___________ 




Intra-Dept Charges - IT 173,528 173,528 164,641 ___________ 


Electric Utility Charges 200,000 224,416 224,416 249,253 ___________ 

Intra-Dept Charges - Facilities 4,776 

Intra-Dept Charges - Janitorial 4,877 


Insurance Consultant 1,183 661 661 1,219 ___________ 

Annual Audit 3,051 2,500 2,302 2,371 ___________ 

Contractual Services 67 

Advertising 3,223 5,100 4,000 5,100 ___________ 

Office Supplies 274 2,550 2,150 2,550 ___________ 


Repair of Equipment 1,530 1,258 1,530 ___________ 


Postage 99 75 125 75 ___________ 

Materials 553 



Travel 228 1,530 1,000 1,530 ___________ 

Training 11,472 12,446 12,000 11,500 ___________ 


SUB-TOTAL 644,078 902,256 864,057 906,811 

TOTAL 1,310,734 1,788,476 1,710,767 1,650,718 

E – 120






RADIO COMMUNICATIONS 




Gasoline / Fleet Equipment 1,823 2,914 1,809 825 ___________ 

Maintenance / Fleet Equipment 1,432 1,279 990 908 ___________ 






Contractual Services 720 2,550 2,550 2,550 ___________ 



All Other Material & Supplies 88 96 55 100 ___________ 

Uniforms 240 256 256 256 ___________ 




Postage 233 26 26 25 ___________ 


Materials 1,000 766 


Travel 1,126 1,545 1,000 1,545 ___________ 

Training 4,545 3,276 1,638 3,276 ___________ 

SUB-TOTAL 216,729 235,504 218,628 227,690 

TOTAL 379,609 403,945 385,686 416,502 

E – 121






TELECOMMUNICATIONS 






Electric Utility Service 1,035 1,055 985 1,028 ___________ 


Utility Billing Service 7,200 

Intra-Dept Charges - PC Rental 38,379 31,661 31,661 31,433 ___________ 



Intra-Dept Charges - Facilities 456 517 517 

Intra-Dept Charges - Janitorial 466 527 527 4,780 ___________ 


Contractual Services (16) 2,550 500 2,550 ___________ 




Uniforms 1,552 1,398 1,398 1,581 ___________ 

Parts For Equipment 547 1,020 1,018 1,020 ___________ 

Materials 5,410 3,060 2,414 9,000 ___________ 

Tools & Implements 175 1,224 1,224 1,224 ___________ 


Postage 799 402 512 400 ___________ 



Travel 20 965 500 965 ___________ 

Training 2,943 16,288 10,000 16,288 ___________ 


SUB-TOTAL 133,438 282,403 244,174 269,800 

TOTAL 851,214 1,164,901 1,126,300 1,262,713 

E – 122






APPLICATION DEVELOPMENT AND SUPPORT 





Intra-Dept Charges - Facilities 9,250 

Intra-Dept Charges - Janitorial 9,445 

Water Utility Service 375 

Electric Utility Service 17,532 

Wastewater Utility Service 374 

Solid Waste Service 736 


Advertising 395 1,500 1,000 1,500 ___________ 



Computer Software 55 2,500 2,500 2,500 ___________ 



Postage 19 26 15 25 ___________ 

Parts for Equipment 1,010 



Travel 3,213 3,570 1,785 3,570 ___________ 

Training 27,678 40,003 30,656 25,003 ___________ 



SUB-TOTAL 843,951 1,035,388 954,159 938,102 

TOTAL 2,207,421 2,892,001 2,431,208 3,024,123 

E – 123






NETWORK ADMINISTRATION & SUPPORT 




Gasoline / Fleet Equipment 933 1,627 697 1,493 ___________ 

Maintenance / Fleet Equipment 313 146 5,150 61 ___________ 

Water Utility Service 446 339 341 ___________ 

Electric Utility Service 18,022 17,026 19,003 ___________ 


Solid Waste Service 811 744 855 ___________ 




Intra-Dept Charges - Janitorial 6,284 6,284 5,902 ___________ 




All Other Material & Supplies 861 3,060 3,060 3,060 ___________ 

Materials - Default Purchasing Card 5,798 

Uniforms 915 1,020 1,020 1,020 ___________ 

Computer Software 1,006 10,000 10,000 5,000 ___________ 



Postage 184 200 225 100 ___________ 

Subscriptions & Memberships 100 100 ___________ 


Travel 24 702 702 702 ___________ 

Training 11,346 12,155 9,600 12,155 ___________ 



SUB-TOTAL 644,688 690,300 656,009 667,840 

TOTAL 1,175,595 1,267,146 1,251,379 1,289,432 

E – 124






PC SUPPORT 








Recoveries From Other Funds (7,816) (23,160) 

Contractual Services 3,344 1,356 17,810 



Materials 19 


Uniforms 920 1,148 1,148 1,272 ___________ 

Computer Software 224 13,668 2,500 800 ___________ 



Postage 106 200 100 100 ___________ 

Subscriptions & Memberships 250 125 250 ___________ 


Training 1,004 13,793 5,000 13,793 ___________ 

Travel 8 877 600 877 ___________ 



SUB-TOTAL 448,398 376,760 423,896 529,058 

TOTAL 858,145 908,635 899,207 1,064,906 

E – 125






GIS 





Maintenance / Fleet Equipment 567 115 37 ___________ 



Office Supplies 1,564 852 500 850 ___________ 

Equipment - Noncapital 229 2,550 2,000 2,000 ___________ 

All Other Material & Supplies 271 1,020 900 1,000 ___________ 

Computer Software 5,100 4,500 4,500 ___________ 

Parts For Equipment 830 2,040 1,800 2,000 ___________ 


Postage 21 26 26 10 ___________ 



Travel 439 250 430 ___________ 

Training 5,306 8,191 7,000 8,000 ___________ 

Uniforms 457 625 625 640 ___________ 


Recoveries-other funds (1,750) 


SUB-TOTAL 102,132 183,243 163,428 190,928 

TOTAL 351,047 471,833 452,853 514,471 

PUBLIC SAFETY 





Equipment - Noncapital 856 


Contractual Services 56,250 107,500 249,700 ___________ 


Computer Software 3,020 3,000 



Subscriptions & Memberships 753 753 753 ___________ 

Travel 948 1,326 1,200 1,326 ___________ 


Training 3,508 8,191 7,000 8,191 ___________ 

SUB-TOTAL 216,999 320,850 369,386 507,566 

TOTAL 519,895 697,623 684,420 857,207 

E – 126







Loss on Disposal of Fixed Assets 156,101 

Equipment - Radio Communications 34,900 13,000 13,000 13,000 ___________ 

Equipment - Network Admin. 450,085 789,450 500,000 513,000 ___________ 

Equipment - GIS 1,750 

SUB-TOTAL 642,836 802,450 513,000 526,000 


Vulnerability Assessment 15,000 16,000 10,000 ___________ 

Security Management 2,956 17,361 19,288 137,470 ___________ 

Radio System Upgrade 194,583 181,055 174,102 174,104 ___________ 

Radio System-Public Safety 476,375 476,375 476,375 476,375 ___________ 

Florida Southern College WIFI Network 208 

GIS Upgrade 16,454 33,546 33,546 

Telephone Switch Maintenance 238,611 299,208 299,208 251,964 ___________ 

LPD Laptops and Servers 252,549 200,000 200,000 125,000 ___________ 

Standard (Type II) Radio Replacements 100,000 100,000 100,000 ___________ 

PC Replacements 552,883 820,806 820,806 395,725 ___________ 

IDS Consolidation 22,502 

CTC5201 FDOT LAP ATMS Fiber Network 106,033 

CIS5105 Wiring Upgrade 2,111 22,889 22,889 

CDO5006 ISS LAN Systems 562 

CIS4005 GIS/CAD Replacement 97,349 97,349 

U&CF-Tree Inventory-Northside 8,612 8,612 

U&CF-Tree Inventory-Southside 28,559 28,559 


Aerial Photography 33,334 33,334 33,334 ___________ 

Lpd Firewall 30,000 ___________ 

Web Application Firewall 50,000 ___________ 

Ups Replacement (City Hall) 100,000 ___________ 

It Architecture Study 100,000 ___________ 

Ums Oracle Database Partitioning Licenses 55,000 ___________ 

TOTAL SPECIAL PROJECTS 1,865,827 2,399,583 2,395,557 2,038,972 



Electric Utility Fund 31,353 

TOTAL 45,632 


E – 127






Equipment 

1 - Trunked Transmitter New 13,000 

Network Equipment Replacement 513,000 

526,000 

PERSONNEL Current Proposed Annual 

Budget Budget Pay Grade Range 


Director of Information Technology 1 1 PB3 * 

Assistant Director of Information Technology 1 1 PB5 * 

Program Manager 1 1 65 61,630 - 93,330 

IT Operations Manager 1 1 63 58,718 - 88,899 

Information Security Officer 1 1 63 58,718 - 88,899 

Project Manager 1 1 51 43,805 - 64,730 

IT Inventory Specialist 1 1 36 30,389 - 45,989 





Radio Communications System Supervisor 1 1 60 54,579 - 82,618 

Senior Simulcast System Specialist 1 1 54 47,133 - 71,365 

TELECOMMUNICATIONS 

Telecomm Engineering Supervisor 1 1 67 64,730 - 98,010 

Engineer III 1 1 67 64,730 - 98,010 

Fiber Optics Supervisor 1 1 63 58,718 - 88,899 

Chief Electronics/Relay Technician 1 1 60 54,579 - 82,618 

Fiber Optics Specialist 1 1 56 49,504 - 74,922 

Electronics/Relay Technician 3 3 54 47,133 - 71,365 

Fiber Operations Technician 1 1 54 47,133 - 71,365 

Telecommunications Service Coordinator 2 2 47 39,749 - 60,174 

E – 128






APPLICATION DEVELOPMENT AND SUPPORT . . 

Systems & Programming Administrator 2 2 63 58,718 - 88,899 

Database Manager 1 1 63 58,718 - 88,899 

Systems Analyst 5 5 60 54,579 - 82,618 

Programmer III 7 7 58 51,979 - 78,666 

Database Administrator II 3 3 58 51,979 - 78,666 

Programmer II 3 3 54 47,133 - 71,365 

Programmer I 4 4 49 41,725 - 63,190 

NETWORK ADMINISTRATION & SUPPORT 

Network Administrator 1 1 63 58,718 - 88,899 

Systems Analyst 1 1 60 54,579 - 82,618 

Network Technician 4 4 54 47,133 - 71,365 

IT Support Specialist I 2 2 40 33,509 - 50,710 

PC SUPPORT 

IT Support Administrator 1 1 54 47,133 - 71,365 

IT Support Specialist III 2 2 49 41,725 - 63,190 

IT Support Specialist II 3 3 45 37,835 - 57,304 

IT Support Specialist I 3 3 40 33,509 - 50,710 

GIS 

GIS Technician II 4 4 49 41,725 - 63,190 

GIS Technician I 1 1 44 36,941 - 55,910 

PUBLIC SAFETY 

Public Safety IT Manager 1 1 63 58,718 - 88,899 

Programmer III 1 1 58 51,979 - 78,666 

Network Technician 1 1 54 47,133 - 71,365 

IT Support Specialist III 1 1 49 41,725 - 63,190 

Programmer I 1 1 49 41,725 - 63,190 


E – 129




WASTEWATER UTILITY 




Personnel 


Fringe Benefits 783,204 898,734 711,909 1,028,990 


Non-Personnel 


Professional and Contractual 887,088 953,368 938,153 1,375,861 

Utilities 1,824,480 1,930,850 1,862,605 1,971,491 




Debt Service 2,173,863 2,174,614 2,174,614 3,141,549 



Transfers 

Transfers In 

Transfers Out (1,770,821) (1,754,555) (1,754,555) (1,965,102) 

Net Transfers (1,770,821) (1,754,555) (1,754,555) (1,965,102) 


Taxes 






Total Revenue 26,262,725 55,748,787 56,085,574 36,800,001 

Funding to be Provided 981,219 9,194,913 7,561,413 (307,506) 

E – 131






REVENUES CHARGES FOR SERVICES 

Sewer Utility Revenues: 

Wastewater Service Charges 14,514,295 15,689,425 15,638,521 16,979,524 ___________ 

Pretreatment Surcharge 1,673,938 1,718,308 2,023,058 2,349,782 ___________ 

Pretreatment Lab Analysis Fees 82,410 86,000 86,456 100,419 ___________ 

Connection Fees 273,401 35,000 78,552 85,288 ___________ 

SUB-TOTAL 16,544,044 17,528,733 17,826,587 19,515,012 

City Services: 

General Fund 150,389 152,284 166,514 181,880 ___________ 


Purchasing & Stores Fund 479 526 386 491 ___________ 

Facilities Maintenance Fund 440 496 424 510 ___________ 




Lakeland Airside Center Fund 27,164 24,664 29,545 30,662 ___________ 


Parking Fund 4,043 4,008 4,320 4,495 ___________ 


Stormwater Fund 

24 ___________ 

Water Utility Fund 812 891 1,640 1,745 ___________ 


Wastewater Re-use water charges 229,969 212,660 212,000 235,532 ___________ 

SUB-TOTAL 507,784 496,219 522,617 569,161 




Interest on Pooled Investments: 

Revenue Fund 63,119 97,354 103,247 100,623 ___________ 

WW 2002 Bond Sinking Interest 4,775 6,050 6,046 5,893 ___________ 

Debt Service Sinking Principal 20,455 23,638 27,784 27,078 ___________ 

SUB-TOTAL 88,349 127,042 137,077 133,594 

Other Miscellaneous Revenue 

Reimbursements / Loss Recovery 500 

All Other Misc. Revenue 1,500 1,500 ___________ 

Bad Check Charges 6,224 3,500 

Refund of Prior Year Expenses 760 

SUB-TOTAL 6,984 1,500 4,000 1,500 


E – 132







2002 Debt Service Sinking Interest from 

Wastewater Impact Fees 526,368 526,368 526,368 526,368 ___________ 

2002 Debt Service Sinking Principal from 

Wastewater Impact Fees 526,368 526,368 526,368 526,368 ___________ 

SRL Debt Service - English Oaks 111,498 ___________ 

SUB-TOTAL 1,052,736 1,052,736 1,052,736 1,164,234 

PRIOR YEARS SURPLUS 1,696,075 1,490,517 (157,736) (635,816) 














Stormwater Fees 1,710 1,750 1,750 3,848 ___________ 


Utility Billing Service 377,043 386,588 386,588 385,059 ___________ 



Intra-Dept Charges - Radios 1,002 706 706 322 ___________ 




Allocation Shared Cost - Water Utilities 189,693 189,693 207,793 ___________ 

Banking Service 2,233 2,462 2,300 2,667 ___________ 

Advertising 100 100 ___________ 

Annual Audit 15,582 12,900 15,636 12,900 ___________ 

Office Supplies 1,080 1,550 749 1,550 ___________ 

All Other Materials & Supplies 50 14 50 ___________ 

Materials 6 50 50 ___________ 

Materials - Default Purchasing Card 2,613 


Printing & Photography 150 150 ___________ 

Postage & Mailing 1,902 400 1,274 400 ___________ 

Subscription & Membership 710 280 710 ___________ 


E – 133






OPERATING EXPENSES continued): 

Travel 249 1,000 64 1,000 ___________ 

Training 448 500 442 500 ___________ 


Licenses & Permits 7,269 8,943 7,520 8,900 ___________ 


Bad Debt Expense 71,387 84,000 69,829 84,000 ___________ 

Easement & Rights-Of-Way 281 435 435 435 ___________ 

SUB-TOTAL 1,542,502 1,643,454 1,630,512 1,756,476 

TOTAL 1,842,381 2,008,977 1,828,742 2,074,953 

ENGINEERING 



Rental / Fleet Equipment 8,434 

Gasoline / Fleet Equipment 4,345 

Maintenance / Fleet Equipment 1,687 

Intra-Dept Charges - Computer Rental 25,791 

Intra-Dept Charges - Telephone 2,865 

Intra-Dept Charges - Radios 2,004 

Allocation Shared Cost - Water Utility 365,200 365,200 405,575 ___________ 


Office Supplies 4,942 

All Other Materials & Supplies 623 

Repair of Equipment 156 

Postage & Mailing 85 

Subscription & Membership 938 

Telephone, Communications 735 

Travel 211 

Training 2,364 


Licenses & Permits 424 

SUB-TOTAL 55,746 365,200 365,200 405,575 

TOTAL 462,396 365,200 365,200 405,575 

E – 134






GLENDALE PLANT 













Intra-Dept. Charges - Facilities 25,959 29,453 29,453 34,581 ___________ 



Sludge Disposal 476,797 500,000 514,635 858,000 ___________ 



Uniforms 2,980 3,500 3,449 3,500 ___________ 

Cleaning & Janitor Supply 612 800 1,136 800 ___________ 

Construction Material 1,394 600 1,682 600 ___________ 

Chemicals 383,220 422,000 344,762 420,737 ___________ 


Laboratory Supplies 13,574 13,000 12,765 13,000 ___________ 

Auto/Heavy Equipment Fuel 23,884 21,000 24,188 21,000 ___________ 

Materials 23,176 22,400 18,301 22,400 ___________ 

Rentals 6,124 5,500 3,875 5,500 ___________ 

Maintenance of Facilities 596 750 608 750 ___________ 


Subscription & Membership 160 1,200 846 1,200 ___________ 


Travel 150 800 800 ___________ 

Training 16,491 12,000 14,195 12,000 ___________ 


Solid Waste Disposal Charges (1,850) 10,000 10,000 ___________ 

SUB-TOTAL 2,127,795 2,337,596 2,186,228 2,714,851 

TOTAL 3,194,355 3,546,120 3,317,311 4,017,992 

E – 135






NORTHSIDE PLANT 










Intra-Dept Charges - Telephone 2,260 2,260 188 2,600 ___________ 

Intra-Dept Charges - Radios 1,002 1,059 1,059 965 ___________ 

Intra-Dept. Charges - Facilities 5,142 ___________ 


Sludge Disposal 148,067 150,000 156,650 157,300 ___________ 



Uniforms 1,591 1,700 1,678 1,700 ___________ 

Cleaning & Janitor Supply 666 1,500 1,033 1,500 ___________ 

Construction Material 300 300 ___________ 

Chemicals 73,866 118,440 68,635 142,758 ___________ 

Tools & Implements 636 1,000 727 1,000 ___________ 



Materials 6,183 8,500 4,368 8,500 ___________ 

Rentals 2,872 7,750 6,738 7,750 ___________ 


Subscription & Membership 240 900 1,051 400 ___________ 


Travel 150 500 500 ___________ 

Training 6,522 8,500 4,905 8,500 ___________ 


Solid Waste Disposal Charges 5,500 5,500 ___________ 

SUB-TOTAL 912,682 1,013,639 931,860 1,099,004 

TOTAL 1,635,758 1,777,559 1,707,896 1,888,087 

E – 136






COLLECTION ADMINISTRATION 



Rental / Fleet Equipment 4,922 4,922 5,198 ___________ 

Gasoline / Fleet Equipment 2,364 1,229 2,698 ___________ 

Maintenance / Fleet Equipment 2,926 878 3,094 ___________ 



Intra-Dept Charges - Radios 1,059 1,059 2,251 ___________ 

Contractual Services 13,800 13,800 15,000 ___________ 

Office Supplies 1,850 869 1,850 ___________ 

Uniforms 180 530 ___________ 

Materials 150 120 300 ___________ 

Postage & Mailing 1,000 400 1,000 ___________ 

Subscription & Membership 495 465 ___________ 

Telephone, Communications 700 347 1,300 ___________ 

Travel 1,125 1,125 ___________ 

Training 500 140 850 ___________ 

All Other Sundry Charges 400 400 ___________ 

SUB-TOTAL 43,247 35,539 53,678 

TOTAL 394,197 309,694 446,524 

E – 137






PUMPING STATIONS 












Contract Labor 42,434 37,887 29,345 39,024 ___________ 


Equipment - Noncapital 1,500 199 1,500 ___________ 


Uniforms 2,390 2,000 2,416 2,700 ___________ 

Cleaning & Janitor Supply 176 150 340 200 ___________ 

Construction Material 379 500 380 500 ___________ 

Chemicals 244,882 282,000 243,572 282,000 ___________ 



Materials 62,507 59,950 74,697 80,000 ___________ 

Rentals 390 500 402 500 ___________ 

Maintenance of Facilities (2) 750 500 ___________ 



Telephone, Communications 563 860 720 4,900 ___________ 

Travel 200 200 ___________ 

Training 5,000 35 5,000 ___________ 


SUB-TOTAL 1,020,523 1,154,517 1,065,963 1,224,401 

TOTAL 1,450,932 1,643,383 1,482,962 1,765,759 

E – 138






SEWER MAINTENANCE 







Intra-Dept Charges - Telephone 1,078 1,089 222 256 ___________ 





Equipment - Noncapital 1,514 2,000 2,000 ___________ 


Uniforms 2,814 3,400 2,911 3,400 ___________ 

Construction Material 1,506 4,500 5,538 9,000 ___________ 

Chemicals 1,596 3,000 3,201 4,000 ___________ 



Materials 32,527 22,000 36,394 40,000 ___________ 

Rentals 204 500 297 500 ___________ 



Telephone, Communications 951 1,200 795 4,900 ___________ 

Travel 300 300 ___________ 

Training 175 2,000 285 2,000 ___________ 


SUB-TOTAL 336,444 313,361 317,701 397,120 

TOTAL 1,006,263 1,054,204 867,595 1,202,852 

E – 139






PRETREATMENT 







Intra-Dept Charges - Telephone 222 223 



Advertising 287 400 40 400 ___________ 

Office Supplies 219 500 1,436 600 ___________ 


Uniforms 156 700 188 700 ___________ 



Materials 1,318 1,800 924 1,800 ___________ 

Rentals 100 100 ___________ 



Subscription & Membership 97 80 97 100 ___________ 


Travel 325 20 325 ___________ 

Training 82 1,250 84 1,250 ___________ 


SUB-TOTAL 31,219 34,091 30,771 33,940 

TOTAL 194,585 187,925 124,905 196,862 

E – 140






WETLANDS MANAGEMENT 












Uniforms 743 1,000 1,228 1,500 ___________ 

Construction Material 381 600 500 600 ___________ 

Chemicals 3,358 3,800 3,459 3,800 ___________ 

Tools & Implements 1,289 1,500 535 2,000 ___________ 


Auto/Heavy Equipment Fuel 1,275 1,500 538 1,500 ___________ 

Materials 487 600 447 600 ___________ 

Rentals 3,356 2,500 3,411 2,500 ___________ 

Maintenance of Facilities 570 1,750 1,001 1,750 ___________ 




Travel 100 100 ___________ 

Training 895 2,750 283 2,750 ___________ 


Electric Service - TECO 8,368 8,000 7,913 9,500 ___________ 

SUB-TOTAL 96,675 128,690 105,913 142,826 

TOTAL 268,861 397,133 277,329 386,585 

E – 141






LABORATORY 





Contractual Services 1,000 223 1,000 ___________ 

Office Supplies 467 1,200 519 1,200 ___________ 

Uniforms 499 500 353 500 ___________ 


Materials 30 100 37 100 ___________ 

Laboratory Analysis 495 1,500 834 1,500 ___________ 

Repair Of Equipment 18,697 20,000 19,473 20,000 ___________ 

Subscription & Membership 3,319 2,795 3,506 2,795 ___________ 



SUB-TOTAL 54,606 58,889 54,399 59,627 

TOTAL 301,676 344,548 318,210 365,306 

E – 142






MAINTENANCE PROJECTS 

ADMINISTRATION / OTHER 

Contingency 182,667 100,000 ___________ 

Acquisition of Easements 428 750 750 

Water-Wastewater Service Study 18,757 6,243 6,243 

Permits, Process, & Operations Review 46,000 46,000 

Wastewater Management Study 40,000 40,000 


Master Water Balance Study 25,000 25,000 

Safety Incentive Program 3,440 2,000 ___________ 

GLENDALE 

Interim Sludge Stabil. & Disposal Services 1,446,969 1,808,000 1,808,000 

Supervisory Testing - Reimbursable 1,000 

NPDES Permit Renewal 50,000 50,000 

Operational Technical Assistance 21,350 50,000 5,000 25,000 ___________ 

PSM / RMP Internal Audit 7,500 7,500 

NORTHSIDE 

NPDES Permit Renewal 50,000 50,000 

PSM / RMP Internal Audit 7,000 7,000 


Master Pump Station Rebuilds 45,021 46,186 46,186 45,000 ___________ 


Utility Relocation Engineering & Surveying 3,950 77,390 77,390 50,000 ___________ 

Root Treatment of Sewer System 24,100 26,136 26,194 30,000 ___________ 

Manhole Adjustments 1,654 15,000 15,000 25,000 ___________ 

System Maintenance & Repairs - Reimb. 989 3,864 3,864 5,000 ___________ 

PRETREATMENT 

Reimbursable Sampling Analysis 1,427 1,000 1,000 1,000 ___________ 

WETLANDS 

Wetlands Algae Solids 50,000 50,000 50,000 ___________ 

Mowing Services - Reimbursable (13,792) 1,229 30,041 

Wetlands Operations Assistance 10,000 10,000 10,000 ___________ 

Summer College Intern 8,300 8,300 8,300 ___________ 

LABORATORY 

Lab Analysis Reimbursement (2,026) 1,000 4,292 

SUB-TOTAL 1,549,827 2,559,092 2,367,027 351,300 

TOTAL OPERATING EXPENSES 11,907,034 14,278,338 12,966,872 13,101,795 

E – 143






OTHER EXPENSES 

Debt Service and Other Expenses 

State Revolving Loan Debt Service 965,572 ___________ 

Trustee, Registrar, Paying Agent 

and LOC Fees 475 

Principal & Interest on Internal Loan 63,482 63,482 63,482 63,482 ___________ 

2002 Wastewater Bond Interest 740,381 706,132 706,132 667,494 ___________ 

2002 Wastewater Bond Principal 1,370,000 1,405,000 1,405,000 1,445,000 ___________ 

SUB-TOTAL 2,174,338 2,174,614 2,174,614 3,141,548 

Contributions to Other Funds 

General Fund 1,770,821 1,754,555 1,754,555 1,965,102 ___________ 

Fleet Management Reserve Fund 11,190 

Wastewater Renewal & Replacement Fund 2,105,000 2,489,240 2,489,240 2,539,240 ___________ 

Capital Improvement Fund 1,927,589 

SUB-TOTAL 5,814,600 4,243,795 4,243,795 4,504,342 


E – 144






PERSONNEL 




Assistant Director of Water Utilities 1 1 PB4 * 

COLLECTION ADMINISTRATION 

Manager of Wastewater Collection 1 1 60 54,579 - 82,618 

Industrial Pretreatment Coordinator 1 1 54 47,133 - 71,365 

Water Utilities Engineering Tech III 1 1 51 43,805 - 64,730 




Collection System Supervisor 1 1 51 43,805 - 64,730 

Inspection & Sealing Technician 2 2 47 39,749 - 60,174 

Water Pipefitter Foreman 2 2 45 37,835 - 57,304 

Water Pipefitter II 5 5 36 30,389 - 45,989 

Equipment Operator II 4 4 33 28,246 - 42,765 

Water Pipefitter I 3 3 31 26,894 - 40,726 



Pump Station Supervisor 1 1 49 41,725 - 63,190 

Electrical Technician 2 2 45 37,835 - 57,304 

Pump Station Equipment Mechanic I 1 38 31,907 - 48,298 

Pumping Station Operator II 3 3 36 30,389 - 45,989 

Pumping Station Operator I 3 3 31 26,894 - 40,726 


PRETREATMENT 

Industrial Pretreatment Technician II 2 2 38 31,907 - 48,298 

Industrial Pretreatment Technician I 1 1 36 30,389 - 45,989 

W. CARL DICKS PLANT 

Manager of Wastewater Treatment 1 1 60 54,579 - 82,618 

Wastewater Plant Chief Operator 1 1 54 47,133 - 71,365 

Wastewater Maintenance Supervisor 1 1 49 41,725 - 63,190 

Wastewater Plant Supervisor 4 4 49 41,725 - 63,190 

Wastewater Equipment Mechanic III 1 1 47 39,749 - 60,174 


Wastewater Equipment Mechanic II 4 4 38 31,907 - 48,298 

Wastewater Plant Operator II 6 6 38 31,907 - 48,298 

NORTHSIDE PLANT 

Wastewater Plant Chief Operator 1 1 54 47,133 - 71,365 

Wastewater Plant Supervisor 4 4 49 41,725 - 63,190 

Wastewater Operator II 6 6 38 31,907 - 48,298 


WEST LAKELAND WASTELOAD FACILITY 


E – 145






Proposed Proposed Pay Salary 


LABORATORY 

Wastewater Chemist 1 1 56 49,504 - 74,922 

Laboratory Technician II 3 3 38 31,907 - 48,298 

WETLANDS MANAGEMENT 

Environmental Scientist 1 1 56 49,504 - 74,922 

Environmental Technician III 1 1 45 37,835 - 57,304 

Environmental Technician I 1 1 36 30,389 - 45,989 




PART-TIME 

Account Clerk IV 2 2 

Student 1 1 

Laboratory Technician II 1 1 

TOTAL PART TIME EMPLOYEES 4 4 


Water Pipefitter I 2 2 

Operations Support Tech I 2 2 

Account Clerk 1 1 


E – 146


WATER UTILITY 




Personnel 




Non-Personnel 


Professional and Contractual 592,960 1,003,831 975,786 814,210 

Utilities 1,829,266 1,810,862 1,872,820 1,910,569 




Debt Service 4,383,117 4,447,359 4,449,265 4,437,830 



Transfers 

Transfers In 

Transfers Out (3,664,114) (3,734,108) (3,734,108) (3,902,143) 

Net Transfers (3,664,114) (3,734,108) (3,734,108) (3,902,143) 


Taxes 






Total Revenue 25,896,923 24,176,868 25,844,175 26,453,855 


E – 147

WATER UTILITY 






Water Utility Revenues 

Charges for Services: 

Water Sales 20,276,253 20,120,135 21,735,730 21,953,087 ___________ 

Hydrants 25,494 25,480 24,946 25,195 ___________ 

Fire Protection 649,649 746,181 765,172 770,631 ___________ 

SUB-TOTAL 20,951,396 20,891,796 22,525,848 22,748,914 

Sales to Public Authorities/Intra-City Sales 

General Fund 581,110 560,506 505,173 537,196 ___________ 



Facilities Maintenance Fund 508 589 447 486 ___________ 


Cleveland Heights Golf Course Fund (1,432) 24,150 20,313 21,790 ___________ 

Parking Fund 5,263 5,108 5,567 5,544 ___________ 



Lakeland Airside Center Fund 29,237 25,998 32,436 31,557 ___________ 


Stormwater Fund 

20 ___________ 


Water Utility Fund 645 1,473 1,357 1,366 ___________ 


SUB-TOTAL 855,568 846,124 774,152 815,746 

Other Water Operating Revenues 

Forfeited Discount/Penalty Charges 90,248 100,000 87,183 88,055 ___________ 

Bad Check Charges 7,780 7,500 8,164 8,246 ___________ 

Connection Fees-Delinquent Accts 113,799 112,000 125,643 126,899 ___________ 

All Other Revenue 18,456 17,500 26,000 26,260 ___________ 

Commission 7,699 6,250 6,610 6,676 ___________ 

Service Cut-on Fees 322,799 325,000 296,824 299,792 ___________ 

Scrap sales 3,947 1,000 50 1,000 ___________ 

Insurance Proceeds-Workers Comp Claims 11,832 1,876 


Reimbursements / Loss Recovery 700 

SUB-TOTAL 576,560 569,250 553,300 556,928 


E – 148

WATER UTILITY 







SWFWMD 50/50 Grants 333,500 ___________ 


Interest on Pooled Investments: 

Revenue Fund 78,027 91,578 159,713 163,512 ___________ 

Debt Service Sinking Funds 34,721 43,768 44,052 42,932 ___________ 

Meter Deposit Fund 49,272 70,152 72,058 72,323 ___________ 

2002 Bond Reserve - Int on Investments 153,424 104,200 153,424 150,000 ___________ 


PRIOR YEARS SURPLUS (972,441) 872,295 (1,493,031) 132,480 


EXPENSES 

WATER ADMINISTRATION 



Auto Allowance 4,814 4,800 








Self Insurance Service 197,912 175,923 175,923 228,462 ___________ 




Intra-Dept Charges - Telephone 1,851 







Advertising 4,368 

E – 149

WATER UTILITY 





Annual Audit 15,582 12,900 15,636 12,900 ___________ 


All Other Materials & Supplies 1,917 892 623 

Personal Safety Equipment 21 

Postage & Mailing 22 

Subscription & Membership 16,120 


Travel 902 2,000 973 

Contingency 25,000 ___________ 

Training 1,396 1,000 1,497 1,200 ___________ 


Telephone-Long Distance 28 

SUB-TOTAL 1,370,015 1,551,146 1,555,483 1,741,897 

Skyview Utility System 25,000 

Water Billing Service 722,229 592,770 592,770 628,170 ___________ 

Water Support of COL-Training-Safety 2,000 ___________ 

Salaries Students 18,353 18,353 21,803 ___________ 

Water Conservation Enforcement 11,000 11,000 61,000 ___________ 

Bond Holders Report 7,935 15,000 15,000 15,000 ___________ 

Water Cost of Service - Rates Div 90 

Water Forecast - Rates Div 13,210 16,309 16,309 15,420 ___________ 

Water Rate Survey - Rates Div 809 1,015 1,015 

Water Rates - Rates Div 27 396 396 

Water Rev Forecast (Budget) - Rates Div 171 1,947 1,947 

Water Rev Forecast (Long-term) - Rates Div 288 288 

Water Customer Statistics - Rates Div 2,543 2,782 2,782 6,425 ___________ 

Master Meter Updating - Rates Div 4,190 3,409 3,409 2,570 ___________ 

Data Book Updating - Rates Div 448 321 321 

Other Water Projects and Recoveries 684 1,730 1,730 1,285 ___________ 

MWA 1218 100 Years of Water 10,503 21,000 21,000 10,000 ___________ 

MWA Water Conservation Program 1,135 177,478 177,478 

SWFWMD Low Flow Toilet Rebate Program 800,000 ___________ 

SWFWMD Low Flow Dish Sprayer Valves R 45,000 ___________ 

SWFWMD Plumbing Retrofit Kits 30,000 ___________ 

CROW Retainer Work (ROW) 997 7,000 7,000 7,000 ___________ 

Water Environmental Affairs 24,375 25,500 25,500 25,500 ___________ 

Water Building Maintenance Support 139,397 183,521 183,521 203,833 ___________ 

Cost of Service Study 13,750 11,250 11,250 

Water Balance Study 25,000 25,000 

TOTAL WATER ADMIN 2,689,717 3,036,234 2,799,811 3,823,251 

E – 150

WATER UTILITY 





WATER UTILITY ADMINISTRATION - SHARED 

EXPENSES 



Auto Allowance 5,363 5,400 ___________ 



Intra-Dept Charges - IT 2,595 ___________ 

Contractual Services 1,250 

Professional Services 10,000 10,000 ___________ 

Office Supplies 3,555 780 2,500 ___________ 

All Other Materials & Supplies 2,100 183 3,500 ___________ 

Personal Safety Equipment 150 10 200 ___________ 

Materials 1,350 

Postage & Mailing 100 200 ___________ 

Subscription & Membership 17,310 16,881 17,610 ___________ 

Telephone, Communications 250 101 250 ___________ 

Travel 10,800 250 8,300 ___________ 

Training 1,515 670 2,500 ___________ 

Telephone-Long Distance 150 200 ___________ 

SUB-TOTAL 71,550 47,257 73,680 


55% Water Utilities Fund (231,847) (262,348) (253,970) ___________ 

45% Wastewater Fund (189,693) (214,648) (207,793) ___________ 

TOTAL WATER UTILITY 

ADMIN -SHARED 

E – 151

WATER UTILITY 





WATER ENGINEERING 




Intra-Dept Charges - Radios 4,008 


Repair Of Equipment 156 



All Other Materials & Supplies 5,291 

Tools & Implements 112 

Personal Safety Equipment 50 

Computer Software 20 

Postage & Mailing 1,802 


Intra Dept Charges - Telephone 3,322 

Travel 54 

Training 1,372 

Telephone-Long Distance 212 

Licenses and Permits 1,486 

Subscription & Membership 155 

SUB-TOTAL 45,302 446,356 422,544 495,703 

Technical Training 2,500 2,500 

TOTAL WATER ENGINEERING 194,904 448,856 425,044 495,703 

E – 152

WATER UTILITY 





WATER UTILITY ENGINEERING - SHARED 



Rental / Fleet Equipment 2,985 2,985 1,158 ___________ 

Gasoline / Fleet Equipment 1,891 4,086 1,079 ___________ 

Maintenance / Fleet Equipment 158 292 1,171 ___________ 



Intra-Dept Charges - Radios 6,354 6,354 7,074 ___________ 

Engineering - Basic 5,150 5,000 ___________ 

Repair Of Equipment 18,700 19,562 20,350 ___________ 

Advertising 515 500 ___________ 

Contract Labor 12,150 12,150 30,000 ___________ 

Office Supplies 12,180 12,666 14,000 ___________ 

Equipment - Noncapital 618 640 500 ___________ 

All Other Materials & Supplies 3,525 3,584 4,000 ___________ 

Tools & Implements 665 1,170 720 ___________ 

Personal Safety Equipment 250 18 250 ___________ 

Materials 150 

Postage & Mailing 450 364 450 ___________ 

Telephone, Communications 6,350 3,132 6,350 ___________ 

Travel 640 96 1,000 ___________ 

Training 8,200 8,200 8,200 ___________ 

Telephone-Long Distance 500 500 ___________ 

Licenses and Permits 1,600 3,032 1,800 ___________ 


All Other Sundry Charges 

100 ___________ 

Printing & Photography 1,100 1,200 ___________ 

Subscription & Membership 1,815 1,571 2,465 ___________ 

SUB-TOTAL 811,556 768,263 901,278 


55% Water Utilities Fund (446,356) (422,544) (495,703) ___________ 

45% Wastewater Fund (365,200) (345,718) (405,575) ___________ 

TOTAL WATER UTILITY ENG - SHARED 

E – 153

WATER UTILITY 





WATER PRODUCTION - GENERAL 








Electric Utility Service 1,268,610 1,281,586 1,251,886 1,241,680 ___________ 






Intra-Dept Charges - Facilities 13,673 ___________ 


Advertising 722 1,500 500 500 ___________ 


Equipment - Noncapital 151 1,000 1,000 1,000 ___________ 


Uniforms 4,914 8,000 6,500 8,200 ___________ 


Electrical, Hardware & Plumbing Supplies 4,054 4,000 2,150 4,000 ___________ 

Personal Safety Equipment 483 1,300 1,300 1,300 ___________ 


Materials 31,072 29,930 20,500 31,000 ___________ 

#2 Oil 544 3,400 3,400 5,000 ___________ 

Rentals 2,494 2,000 2,000 2,000 ___________ 

Repair Of Equipment 300 300 300 ___________ 



Contingency 1,000 1,000 25,000 ___________ 

Training 105 105 

Telephone-Long Distance 83 200 200 200 ___________ 


Direct Response Campaign 1,000 

SUB-TOTAL 1,413,676 1,430,872 1,392,258 1,449,635 

E – 154

WATER UTILITY 





Recruitment 1,000 

PICS Expendables 8,386 8,000 8,000 8,000 ___________ 

Painting Of Structures 1,028 5,000 5,000 5,000 ___________ 

Electric System Inspection 42,000 42,000 42,000 ___________ 

Emergency Generator Service 3,506 7,300 7,300 7,300 ___________ 

Risk Management Process 4,000 5,000 5,000 5,000 ___________ 

Contractual Water Plant O & M 20,670 18,000 22,170 18,000 ___________ 

MWP1519 PSM / RMP Internal Audit 7,000 7,000 

Technical Training-Water Production 2,000 2,000 2,000 ___________ 

Water Plant Security 83,220 112,648 112,648 112,648 ___________ 

GE Operations Software Maintenance 14,000 

Consumer Confidence Report 1,738 2,200 2,200 2,200 ___________ 

Env. Mitigation at Williams Water Plant 1,865 20,000 20,000 20,000 ___________ 

TOTAL WATER PRODUCTION-GENERAL 2,895,784 3,034,886 2,859,025 3,174,479 

WATER PUMPING 

Maintenance Of NE Wellfield 2,855 

Well Preventative Maintenance 70,159 102,000 96,950 105,000 ___________ 

Repumping 69,320 62,000 62,000 62,795 ___________ 

TOTAL WATER PUMPING 142,334 164,000 158,950 167,795 

WATER TREATMENT 







Chemicals 332,489 385,129 355,116 423,640 ___________ 



Materials 42,884 30,000 30,000 30,000 ___________ 


Rentals 1,100 1,100 1,100 ___________ 

SUB-TOTAL 622,442 657,957 619,996 691,041 

Mandatory Certification Requirement 1,799 6,500 6,500 6,500 ___________ 

CACO3 Transport 33,763 31,000 31,000 37,000 ___________ 

Cleaning Of Upflow Internals 14,824 15,000 15,000 15,000 ___________ 

Outside Laboratory Services (2,970) 25,000 25,000 25,000 ___________ 

TOTAL WATER TREATMENT 669,858 735,457 697,496 774,541 

E – 155

WATER UTILITY 





COMBEE WATER TREATMENT PLANT - GENERAL 







Stormwater Fees 800 800 1,800 ___________ 



Solid Waste Service 722 1,182 617 963 ___________ 

Other City Department Charges 15 3 3 




Intra-Dept Charges - Facilities 14,363 ___________ 

Contractual Services 820 12,800 12,800 12,800 ___________ 

Advertising 2,997 2,000 2,000 ___________ 

Security 2,922 

Professional Services 2,922 




Uniforms 4,365 4,500 4,500 4,500 ___________ 

Chemicals 104,648 151,200 131,008 151,200 ___________ 


Electrical, Hardware & Plumbing Supplies 3,536 2,500 2,500 2,500 ___________ 

Personal Safety Equipment 508 3,000 3,000 3,000 ___________ 


Materials 6,058 12,000 12,000 18,000 ___________ 

Use Tax Allocation (7) (32) 

#2 Oil 5,000 5,000 5,000 ___________ 

Rentals 800 800 800 ___________ 

Repair Of Equipment 4,100 4,100 4,100 ___________ 


Telephone, Communications 486 9,900 9,900 9,900 ___________ 

Contingency 25,000 ___________ 

Training 140 



SUB-TOTAL 467,628 510,970 595,587 699,058 

E – 156

WATER UTILITY 





NE Wellfield Monitoring 31,646 40,000 45,000 45,000 ___________ 

PICS Expendables 1,136 2,000 2,000 2,000 ___________ 

Maintenance Of NE Wellfield 1,790 20,000 20,050 27,550 ___________ 

Emergency Well Maintenance 11,000 11,000 11,000 ___________ 

Emergency Generator Service 2,500 2,500 2,500 ___________ 

Mandatory Certification Requirement 4,266 5,800 5,800 5,800 ___________ 

CACO3 Transport 11,918 18,000 18,000 19,000 ___________ 

Risk Management Process 6,500 6,500 6,500 ___________ 

Water Plant Security 100,971 119,662 119,662 122,000 ___________ 

Delta V Operations Software Maint. 16,700 16,700 17,473 ___________ 

TOTAL COMBEE WATER TREATMENT 

PLANT - GENERAL 1,271,894 1,649,151 1,605,085 1,874,668 

TOTAL WATER PRODUCTION 4,979,870 5,583,494 5,320,556 5,991,483 

WATER T&D - GENERAL 

PERSONAL SERVICES 745,102 1,006,251 854,279 989,954 





Other City Department Charges 6,664 1,000 1,000 1,000 ___________ 


Electric Charges- Dispatch 44,964 34,610 34,610 39,760 ___________ 





Professional Services 30 60 ___________ 





Uniforms 11,435 13,200 15,611 14,850 ___________ 


Personal Safety Equipment 2,566 2,500 3,626 2,700 ___________ 

Parts For Equipment 1,413 800 785 800 ___________ 

Materials 2,910 700 1,002 600 ___________ 

Repair Of Equipment 541 2,000 56 3,500 ___________ 


Telephone, Communications 1,052 950 1,464 1,100 ___________ 

Travel 2 800 3 600 ___________ 

Training 370 4,128 3,541 5,000 ___________ 


Licenses & Permits - CSX 500 234 500 ___________ 

Recoveries-From Outside City (4,595) (1,628) (1,628) 

SUB-TOTAL 193,761 292,178 204,052 231,763 

E – 157

WATER UTILITY 





Water T&D - Services 288,958 287,900 298,602 300,000 ___________ 

Water T&D - Mains 333,690 334,900 283,700 320,600 ___________ 

Water T&D - Hydrants 13,004 28,090 25,904 30,055 ___________ 

Water T&D - Medical Asbestos Screening 6,579 13,930 13,930 14,290 ___________ 

Water T&D - A/C Pipe Handling Training 7,344 19,320 17,820 19,520 ___________ 

Water T&D - Skills Training 2,004 10,980 10,980 10,980 ___________ 

Water T&D - Disposal/Dumping Fees 2,000 2,000 ___________ 

Water T&D - Equipment Maintenance 1,362 5,300 3,100 5,400 ___________ 

Water T&D - Sunshine One-Call Locates 156,528 134,670 137,441 144,940 ___________ 

Water T&D - Leak Detection/Main Repair 19,106 23,650 28,300 55,400 ___________ 

Water T&D - Valve Maintenance Program 26,526 50,095 44,000 73,195 ___________ 

Water T&D - Hydrant Maint. Program 77,930 88,200 98,200 161,500 ___________ 

Water T&D - City P & R Maint. Support 217 3,525 475 3,725 ___________ 

Water T&D - Traffic Control Support O&M 2,500 2,500 2,500 ___________ 

Water T&D - Water Facilities Security 7,800 10,000 10,000 10,230 ___________ 

TOTAL WATER T & D - GENERAL 1,879,911 2,311,489 2,035,282 2,376,052 

WATER T&D - METERS 









Office Supplies 9 500 500 ___________ 

Equipment - Noncapital 500 500 ___________ 


Uniforms 2,311 




Materials 82,554 50,000 89,172 75,000 ___________ 

Use Tax Allocation (15) 

Rentals 65 500 496 600 ___________ 

Repair Of Equipment 3,000 5,700 ___________ 

Construction Advances (8,156) (950) 

SUB-TOTAL 143,341 107,600 160,792 149,100 

Water T&D-Meters - Polk City 130 130 ___________ 

Water T&D-Meters - Rebuild Water Meters 157,073 169,250 166,250 170,250 ___________ 

TOTAL T & D - METERS 500,810 493,430 540,075 524,230 

E – 158

WATER UTILITY 





WATER T & D - CROSS CONNECTION CONTROL 






Contractual Services 95 95 ___________ 

Contract Labor 9 750 431 750 ___________ 

Office Supplies 500 500 ___________ 

Equipment - Noncapital 500 500 ___________ 

Tools & Implements 18 100 100 ___________ 

Personal Safety Equipment 100 100 ___________ 

Parts For Equipment 12,250 3,500 ___________ 

Materials 12,008 7,500 18,752 12,000 ___________ 

Repair Of Equipment 598 500 612 750 ___________ 

Postage & Mailing 100 100 ___________ 

SUB-TOTAL 26,871 35,295 37,755 34,895 

TOTAL WATER T & D - CROSS 

CONNECTION CONTROL 107,986 108,095 159,276 139,545 

TOTAL WATER T & D 2,488,707 2,913,014 2,734,633 3,039,827 

Total Operating Expenses 10,353,198 11,981,598 11,280,045 13,350,264 

Debt Service and Other Expenses 

Interest on Long Term Debt 3,104,931 3,072,207 3,072,207 3,035,507 ___________ 

Principal on Long-Term Debt 1,270,000 1,305,000 1,305,000 1,330,000 ___________ 

Interest Paid on Customer Deposits 8,186 70,152 72,058 72,323 ___________ 

SUB-TOTAL 4,383,117 4,447,359 4,449,265 4,437,830 

Contributions to Other Funds 

General Fund 3,664,114 3,734,108 3,734,108 3,902,143 ___________ 


Water Renewal and Replacement Fund 3,300,000 3,300,000 3,300,000 3,300,000 ___________ 

SUB-TOTAL 6,990,212 7,060,206 7,060,206 7,228,241 


E – 159

WATER UTILITY 





PERSONNEL 




Director Of Water Utilities 1 1 PB 2 * 

Assistant Director of Water Utilities 1 1 PB 4 * 


Environmental Coordinator 1 1 60 54,579 - 82,618 

Data Analyst II 1 1 42 35,173 - 53,248 

ENGINEERING 

Water Utilities Engineering Supervisor 1 1 74 76,794 - 116,230 

Water Utility Construction Coordinator 1 1 71 71,365 - 108,077 


Engineer III 2 2 67 64,730 - 98,010 

Eng Tech Supervisor 1 1 58 51,979 - 78,666 

Engineering Tech IV 3 3 56 49,504 - 74,922 

Water Utilities New Growth Tech III 1 1 51 43,805 - 64,730 

Engineering Tech II 2 2 45 37,835 - 57,304 

Water Utility Line Construction Inspector 4 4 42 35,173 - 53,248 

Engineering Tech I 2 2 38 31,907 - 48,298 



PRODUCTION 

Manager Of Water Production 1 1 60 54,579 - 82,618 

Water Chemist 1 1 56 49,504 - 74,922 

Chief Water Plant Operator 2 2 54 47,133 - 71,365 

Programmer II 1 1 54 47,133 - 71,365 

Water Plant Supervisor 10 10 49 41,725 - 63,190 


Water Plant Operator II 13 13 38 31,907 - 48,298 

Water Plant Mechanic II 2 2 38 31,907 - 48,298 

Water Plant Instrument Tech II 1 1 38 31,907 - 48,298 



E – 160

WATER UTILITY 





DISTRIBUTION 

Manager Of Water Distribution 1 1 60 54,579 - 82,618 

Engineering Technician IV 1 1 56 49,504 - 74,922 

Water Distribution Supervisor 2 2 54 47,133 - 71,365 

Engineering Technician III 2 2 51 43,805 - 64,730 

Materials Planner 1 1 47 39,749 - 60,174 

Water Meter Repairer Foreman 2 2 45 37,835 - 57,304 

Water Pipefitter Foreman 6 6 45 37,835 - 57,304 

Water Meter Repairer II 11 11 36 30,389 - 45,989 

Water Pipefitter II 20 22 36 30,389 - 45,989 


Water Meter Repairer I 1 1 31 26,894 - 40,726 

Water Pipefitter I 2 2 31 26,894 - 40,726 



Traffic Control Technician 4 4 22 21,590 - 32,677 


PART-TIME 

Students 2 2 

TOTAL PART TIME EMPLOYEES 2 2 


Water Pipefitter I 6 6 

Special Project Inspector 2 2 


E – 161




PARKING 




Personnel 




Non-Personnel 



Utilities 106,406 121,288 113,583 120,744 




Debt Service 89,668 334,468 89,668 89,668 

Total Non-Personnel 497,340 1,006,570 676,988 954,898 

Total Expenditures 757,319 1,282,290 929,642 1,273,061 

Transfers 

Transfers In 288,933 180,168 127,293 555,333 

Transfers Out 

Net Transfers 288,933 180,168 127,293 555,333 


Taxes 






Total Revenue 600,979 789,442 743,858 638,976 


E – 163

PARKING 






Parking Lots - Leased 

North Florida Avenue Lot - Heacock Ins. 12,964 13,334 6,018 

South Massachusetts Avenue - Publix 9,210 8,580 10,378 10,375 ___________ 

Citrus Mutual Lot: 

Publix 20,045 21,000 20,044 20,045 ___________ 

Chamber / Ruthven 10,800 10,800 10,800 12,600 ___________ 

Bay Street Lot 12,084 14,040 12,300 14,770 ___________ 

Massachusetts & Main Temp Lot 24,870 23,400 17,760 26,000 ___________ 

Parking Lot-South Tennessee - Leased 18,388 18,720 20,040 26,460 ___________ 

Missouri Avenue 10,280 9,780 8,880 8,880 ___________ 

Dixieland 360 720 360 420 ___________ 

Cedar St. / Mass Ave. (Crisper's Lot) 3,960 3,960 3,960 4,620 ___________ 

Parking Lot - Federal Building 2,550 4,140 

SUB-TOTAL 125,511 124,334 114,680 124,170 

Parking Lots - Metered 

Munn Park - Cedar Street 12,657 18,000 13,762 13,367 ___________ 

Bay Street Lot 3,637 3,300 2,348 2,400 ___________ 

SUB-TOTAL 16,294 21,300 16,110 15,767 

Parking Garages 

FedEx-Orange St. Garage 62,887 55,732 62,887 62,903 ___________ 

Publix-Orange St. Garage 43,501 43,103 43,103 43,103 ___________ 

Ad Valorem Taxes - Orange St. Garage 4,272 4,115 4,146 4,500 ___________ 

Daily Collections - Main Street 11,681 10,500 11,600 11,300 ___________ 

Leased Parking - Main Street 215,242 232,116 232,000 267,900 ___________ 

Ad Valorem Taxes - Main Street 1,630 4,068 4,099 4,500 ___________ 

State Garage 11,910 25,200 12,360 27,360 ___________ 

SUB-TOTAL 351,123 374,834 370,195 421,566 

TOTAL CHARGES FOR SERVICES 492,928 520,468 500,985 561,503 

E – 164

PARKING 





FINES AND FORFEITS 

Violation of Local Ordinances 

Parking Fines 97,544 85,000 60,000 68,000 ___________ 

TOTAL FINES AND FORFEITS 97,544 85,000 60,000 68,000 




Int. on Pooled Invest. - Expan Res. 755 1,079 1,054 1,038 ___________ 

SUB-TOTAL 10,470 11,434 9,658 9,423 


Insurance Proceeds - Workers Comp Claim 670 

All Other Miscellaneous Revenue 37 40 45 50 ___________ 

SUB-TOTAL 37 40 715 50 


REVENUE 10,507 11,474 10,373 9,473 




TOTAL OPERATING SUBSIDIES 288,933 352,668 127,293 555,333 

PRIOR YEARS SURPLUS (132,593) 312,680 230,991 78,752 

GRAND TOTAL REVENUES 757,319 1,282,290 929,642 1,273,061 

E – 165

PARKING 





EXPENSES 

PARKING GARAGES - ORANGE STREET 




Rental / Fleet Equipment 3,187 1,073 989 1,133 ___________ 





Special Services 500 500 500 ___________ 



Uniforms 488 500 500 500 ___________ 





SUB-TOTAL 19,852 17,661 17,704 21,844 

TOTAL 79,637 86,722 49,080 115,260 

E – 166

PARKING 





PARKING GARAGES - MAIN STREET 





Maintenance / Fleet Equipment 757 1,777 1,401 762 ___________ 


Intra-Dept Charges - Radios 360 322 ___________ 




296 ___________ 

Special Services 600 4,000 4,000 2,500 ___________ 



Uniforms 683 1,000 1,000 1,000 ___________ 

Cleaning and Janitorial Supplies 199 



Travel 1,264 1,300 750 750 ___________ 

Contingency 2,004 

Training 514 600 600 600 ___________ 



SUB-TOTAL 27,564 30,973 27,704 27,807 

TOTAL 153,148 136,991 153,020 139,928 

E – 167

PARKING 





PARKING GARAGES - IOWA AVENUE 




Uniforms 500 ___________ 

All Other Materials and Supplies 250 ___________ 

SUB-TOTAL 2,850 3,305 3,306 4,465 

Costs Allocated to E&W (64,591) (65,233) (59,967) (71,541) 

TOTAL (47) 

PARKING GARAGES - STATE GARAGE 



Uniforms 400 400 500 ___________ 

All other Materials & Supplies 800 800 800 ___________ 

SUB-TOTAL 1,200 1,200 1,300 

TOTAL 21,127 16,932 28,802 

PARKING ENFORCEMENT 




Gasoline / Fleet Equipment 11 36 65 ___________ 


Agency Commission 5,328 10,000 


Uniforms 694 600 600 600 ___________ 

Repair of Equipment 250 200 ___________ 

Printing and Photography 1,657 3,500 2,200 3,500 ___________ 

SUB-TOTAL 10,328 16,132 4,547 6,250 

TOTAL 87,835 100,151 88,083 95,838 

E – 168

PARKING 






NON-DEPARTMENTAL EXPENSES 










- Position Bond and 

Crime Coverage 29 83 83 34 ___________ 

Banking Service 533 600 600 650 ___________ 

Insurance Consultant 347 400 400 499 ___________ 

Annual Audit 2,827 1,900 1,774 2,000 ___________ 

Bad Debt Expense 528 1,300 600 1,100 ___________ 

Citrus Mutual Parking Lot Lease 26,382 26,382 25,560 25,560 ___________ 

State Garage Leases 18,000 18,000 18,000 18,000 ___________ 

TOTAL 311,052 309,128 294,656 331,665 



Orange Street Garage: 

Deck Coating Sealant 270,000 ___________ 

Main Street Garage: 

Pay By Space Machines 2,920 22,578 22,578 

Main St Garage Lighting 11,000 11,000 

Security Cameras Main St Garage 2,106 26,625 26,625 

Structural Inspections 3,500 5,500 5,500 5,500 ___________ 

Deck Coating 160,000 ___________ 

Gate Replacement 20,000 ___________ 

Main and Orange St Garage - 

Structural Repairs 27,500 172,500 172,500 

Multi Space Parking Meters 24,000 16,400 ___________ 

Munn Park - Parking Lot Resurfacing 13,500 

Lofts on the Park/Main St Parking Garage 7,250 

Misc. Parking Projects 10,750 

SUB-TOTAL 36,026 293,703 238,203 471,900 

E – 169

PARKING 





DEBT SERVICE 

Principal & Interest - Internal Loans: 

Verizon Property Purchase 88,933 88,933 88,933 88,933 ___________ 

State Garage 244,800 

Radio System Expan. - DOIT 735 735 735 735 ___________ 

SUB-TOTAL 89,668 334,468 89,668 89,668 

TOTAL 125,694 628,171 327,871 561,568 

GRAND TOTAL EXPENSES 757,319 1,282,290 929,642 1,273,061 

PERSONNEL 



Parking System Foreman 1 1 38 31,907 - 48,298 

Parking System Attendant 5 6 27 24,398 - 36,941 


PART-TIME 

Parking System Attendant 3 2 


E – 170






Personnel 




Non-Personnel 



Utilities 853,453 674,335 913,542 925,869 




Debt Service 1,437,200 1,432,501 1,432,501 1,416,501 



Transfers 

Transfers In 2,727,994 3,075,602 3,075,602 3,155,969 

Transfers Out 

Net Transfers 2,727,994 3,075,602 3,075,602 3,155,969 


Taxes 






Total Revenue 5,114,483 5,137,708 5,608,842 5,839,360 

Funding to be Provided (42,421) (45,352) 67,534 (96,126) 

E – 171

LAKELAND CENTER 





REVENUES INTERGOVERNMENTAL 

Local Grants 

PCCVB-Visitor Information Office 11,000 11,000 11,000 11,000 ___________ 

PCCVB-Reimbursement of 

Expenses 24,986 26,665 48,780 48,780 ___________ 

Tourist Development Tax 476,671 440,004 440,004 440,004 ___________ 

TOTAL INTERGOVERNMENTAL 512,657 477,669 499,784 499,784 


Rentals (Client Services) 

Conference Center 180,772 171,011 194,596 196,891 ___________ 

Exhibit Hall 112,960 137,506 146,818 153,645 ___________ 

Arena 250,153 199,070 209,973 215,900 ___________ 

Theatre 180,290 178,410 229,990 240,205 ___________ 

SUB-TOTAL 724,175 685,997 781,376 806,641 

Events - ARA (Client Services) 

Catering 200,202 212,529 205,397 211,559 ___________ 

Service Charge Commission 102,488 59,166 114,400 117,832 ___________ 

Concessions 228,881 226,939 271,674 279,824 ___________ 

Beverages 90,095 89,075 100,430 103,443 ___________ 

Program Sales 36,304 40,248 35,179 36,234 ___________ 

SUB-TOTAL 657,970 627,957 727,081 748,893 

Event Revenue (Client Services) 

Set Up Charges 40,465 20,000 10,000 10,000 ___________ 

Forfeited Deposits 3,735 12,000 5,000 ___________ 

Vending Machine Sales 6,610 6,910 6,000 6,500 ___________ 

Net Income on Promotions (42,398) (60,000) (225,000) (60,000) ___________ 

All Other 46,492 58,500 120,000 125,000 ___________ 

State Sales Tax Collection Fee 360 360 360 360 ___________ 

SUB-TOTAL 55,264 25,770 (76,640) 86,860 

Event Revenue - (Parking) 

Parking 429,486 516,039 479,916 494,314 ___________ 

Over Sized Vehicle Parking 9,983 14,919 13,875 14,291 ___________ 

Overnight Parking 17,144 12,368 11,502 11,847 ___________ 

Pre-Paid Parking 134,849 136,498 126,943 130,751 ___________ 

SUB-TOTAL 591,462 679,824 632,236 651,203 

E – 172






Event Revenue - (Box Office) 

Facilities & Service Charge 115,164 113,712 135,000 140,000 ___________ 

Box Office Charges 28,983 24,000 15,000 20,000 ___________ 

Ticket Recovery 30,608 29,534 40,000 42,000 ___________ 

State Sales Tax Collection Fee 327 240 240 350 ___________ 

Advertising Charges 4,000 1,000 1,000 ___________ 

Packing and Shipping 27,363 30,000 20,000 20,000 ___________ 

Cash Over and Short (329) 200 100 200 ___________ 

SUB-TOTAL 202,116 201,686 211,340 223,550 

Expense Recoveries - (Client Services) 

Payroll Recovery - Other 677,545 629,698 1,008,103 830,000 ___________ 

Equipment Rental/Misc Supplies 259,504 344,160 230,000 235,000 ___________ 

Products for Resale 215 300 1,500 1,500 ___________ 

Personal Food Service Recovery 69,101 56,100 68,000 74,800 ___________ 

Contract Labor Recovery 208,911 302,500 202,500 202,500 ___________ 

Piano Tuner 1,890 500 2,500 700 ___________ 

Advertising Charges 269,566 183,750 348,000 365,400 ___________ 


Energy and Utility Hookup 47,582 43,316 50,000 52,500 ___________ 

Packaging and Shipping 5,406 15,000 6,500 6,825 ___________ 

Cash Over and Short (114) 

SUB-TOTAL 2,264,195 2,205,624 2,653,103 2,654,225 

Expense Recoveries - (Parking) 

Advertising Charges 2,000 

Payroll Recovery - Other 3,982 200 3,000 3,150 ___________ 

SUB-TOTAL 3,982 2,200 3,000 3,150 

Expense Recoveries - (Box Office) 

Ticket Commissions 15,742 14,602 15,000 17,000 ___________ 

SUB-TOTAL 15,742 14,602 15,000 17,000 

Expense Recoveries - (Communications) 

Telephone - Long Distance 2,072 2,550 1,500 1,575 ___________ 

Telephone - Equipment 15,961 16,683 17,000 17,850 ___________ 

Telephone - Local 47 

SUB-TOTAL 18,080 19,233 18,500 19,425 


E – 173









03A Utility Tax Sinking 

Interest on Investments 14,345 14,130 11,786 11,000 ___________ 

03A Utility Tax Reserve 

Interest from S.B.A. 9,550 8,773 10,152 9,284 ___________ 

03C TDT Sinking Fund 

Interest on Investments 7,287 8,302 8,604 8,385 ___________ 

03A TDT Reserve 

Interest from S.B.A. 19,751 17,977 22,709 20,767 ___________ 

SUB-TOTAL 64,769 82,146 79,063 53,629 


Arena Scoreboard Contributions 25,000 15,000 25,000 ___________ 

Arena Improvements Contributions 90,000 50,000 50,000 ___________ 

Youkey Theatre Memorial Fund 500 

Insurance Proceeds - WC Claims 3,571 

SUB-TOTAL 4,071 115,000 65,000 75,000 


REVENUE 68,840 197,146 144,063 128,629 



General Fund - Operations 1,285,188 1,362,123 1,362,123 1,253,908 ___________ 

General Fund - UT Debt Service Sk 974,697 922,940 923,905 911,594 ___________ 

General Fund - TDT Debt Service Sk (15,182) 20,375 15,341 15,467 ___________ 

UT Reserve - UT Debt Service Sk 9,550 8,773 10,152 9,284 ___________ 

TDT Reserve - TDT Debt Service Sk 19,751 17,977 22,709 20,767 ___________ 

Public Improvement Fund - Operating 226,500 225,000 225,000 225,000 ___________ 

Public Improvement Fund - Projects 256,791 545,164 532,900 750,000 ___________ 

TOTAL OPERATING SUBSIDIES 2,757,295 3,102,352 3,092,130 3,186,020 

PRIOR YEARS SURPLUS (42,421) (45,352) 83,867 (96,126) 


E – 174






EXPENSES 

ADMIN, FINANCE, & MARKETING 





Maintenance / Fleet Equipment 143 1,080 448 2,855 ___________ 





Insurance - Consultant 1,495 1,721 1,721 1,709 ___________ 





Special Services 2,286 695 700 500 ___________ 

Paying Agent, Trustee Fees 2,460 3,410 3,410 3,400 ___________ 

Annual Audit 4,819 2,500 2,422 2,500 ___________ 


Legal Advertising 1,667 500 500 250 ___________ 

Promotion Expense 3,078 1,700 700 500 ___________ 


Equipment - Noncapital 1,531 

Leases 2,532 3,038 2,604 4,400 ___________ 

Rents 347 600 600 600 ___________ 


Printing and Photography 2,675 3,500 2,500 2,500 ___________ 

Postage 5,694 6,000 6,000 6,000 ___________ 

Subscriptions and Memberships 5,361 4,279 4,300 4,409 ___________ 

Telephone Communications 13,002 12,000 12,000 12,000 ___________ 

Travel 6,058 10,662 10,662 12,195 ___________ 

Training 7,247 2,500 2,000 2,000 ___________ 


Telephone- Long Distance 937 2,500 2,500 2,500 ___________ 

Licenses 1,528 2,800 2,800 2,800 ___________ 



Sales Expenses 11,362 17,230 18,000 17,000 ___________ 

Advertising Program 51,600 40,827 31,000 44,000 ___________ 

SUB-TOTAL 341,125 373,913 341,511 365,956 

TOTAL 916,012 1,070,354 1,024,093 1,109,167 

E – 175






PROPERTY, OPERATIONS & MAINTENANCE 





Maintenance / Fleet Equipment 1,046 2,644 2,644 754 ___________ 

Intra-Dept Charges - Radios 300 300 300 ___________ 

Gasoline and Oil 8,388 7,000 7,500 7,500 ___________ 



Office Supplies and Printing 1,304 694 500 500 ___________ 

All Other Materials & Supply 22,150 17,000 8,000 21,000 ___________ 

Equipment - Noncapital 4,286 8,699 

Uniforms, Accessories, Laundry 2,486 3,520 3,000 4,500 ___________ 

Cleaning & Janitorial Supplies 61,459 55,000 50,000 60,000 ___________ 

Paint & Paint Supplies 9,490 11,090 11,000 13,000 ___________ 


Electrical, Plumbing, Hardware Supplies 69,497 65,000 55,000 75,000 ___________ 

Rents 1,902 3,203 3,500 3,500 ___________ 

Compactor Rental 6,948 7,300 6,600 7,032 ___________ 



Postage & Mailing 20 200 


Lodging / Travel 155 50 

Training 35 100 100 1,000 ___________ 

SUB-TOTAL 385,234 376,420 344,665 420,496 

TOTAL 1,177,722 1,147,253 1,271,613 1,333,094 

E – 176






BOX OFFICE 



Ticket Commissions - 10 Cents 1,211 1,400 1,400 1,500 ___________ 

Credit Card Discount Charges 41,560 45,000 45,000 45,000 ___________ 


Leases 1,994 2,000 2,000 1,776 ___________ 


Postage 738 1,000 1,000 1,000 ___________ 


Refunds on Settled Shows 305 

Other Reimbursable Event Costs 225 1,400 1,400 1,400 ___________ 

SUB-TOTAL 51,589 59,344 59,344 57,556 

TOTAL 211,857 266,840 250,062 248,996 




TLC Communications - Other Costs 1,003 1,003 1,000 ___________ 

Telephone - Communications 2,376 2,495 2,376 2,400 ___________ 

Telephone - Long Distance 795 210 210 221 ___________ 

TOTAL 7,788 7,393 7,274 8,939 

E – 177






CLIENT SERVICES 





Visa/MasterCard/Bank Charges 5,933 6,000 6,000 6,120 ___________ 

Food Purchases 77,369 63,368 68,000 74,800 ___________ 

Special Services 11,891 

Special Services - Non-Billable Expenses 100 200 200 ___________ 

Advertising Charges 168,676 290,181 300,000 315,000 ___________ 

Advertising - Non-Billable Expenses 65,168 

Piano Tuner 1,440 2,080 2,500 700 ___________ 


Contract Labor - Non-Billable Expenses 48,131 


Uniforms 482 1,101 1,100 

Rents 64,859 39,000 45,000 45,900 ___________ 

Rents - Non-Billable Expenses 1,405 1,210 1,500 1,530 ___________ 

Repair of Equipment 190 1,637 1,700 200 ___________ 


Postage & Mailing 14,706 11,000 11,000 11,000 ___________ 

Lodging 28,536 39,320 39,320 13,000 ___________ 

Licenses And Permits 2,826 1,000 1,000 1,000 ___________ 

All Other Reimbursable Costs 31,944 15,000 15,000 15,000 ___________ 

Bad Debt Expense (24,694) 35,000 35,000 5,000 ___________ 

SUB-TOTAL 1,512,935 1,557,700 1,573,320 1,640,950 

TOTAL 2,241,732 2,206,987 2,491,346 2,426,698 

E – 178






PARKING OPERATIONS 



Office Supplies 484 883 1,000 1,000 ___________ 

All Other Materials and Supplies 1,286 1,666 

Uniforms 250 ___________ 



All Other Sundry 100 

SUB-TOTAL 6,802 7,850 4,700 4,950 

TOTAL 136,179 132,911 129,510 128,978 

NON-DEPARTMENTAL EXPENSES 










TOTAL 1,358,608 1,170,890 1,400,899 1,467,050 

E – 179








Equipment 2,864 


Visitor Information Center 11,000 11,000 11,000 11,000 ___________ 

PCCVB Reimbursable Expenses 29,180 26,665 48,780 48,780 ___________ 

Replace Air Handler 84,918 4,581 4,581 

Carpet Replacement 161,900 

Electric Powered Golf Carts 581 14,419 14,419 10,000 ___________ 

Timekeeping Software Replacement 12,042 5,504 5,504 

Youkey Theatre Memorial Fund 500 

Replacement Tables 20,000 20,000 

Electronic Gate Operator for Parking Lots 5,200 5,200 20,000 ___________ 

Youkey Theatre Lobby Seating 9,973 

Cooling Towers 180,000 180,000 

PO&M Equipment Storage Unit 40,000 ___________ 

Renovate Sound Systems in 

Arena & Theater 250,000 253,196 

Arena Lighting 50,000 50,000 

Theater Sound Console 15,460 

Exhibit Hall and Sikes Hall wall coverings 50,000 ___________ 

Replace Forklifts 27,000 ___________ 

Repainting of Facility Exterior 75,000 ___________ 

Upgrade CCTV System 65,000 ___________ 

Riser Replacement (Meeting Room Risers) 28,000 ___________ 

Commercial Washer/Dryer Replacement 15,000 ___________ 

AV Equipment Upgrades and/or Purchases 20,000 ___________ 

Resurfacing of Parking Lots 350,000 ___________ 

Arena Improvements - FHSAA 150,000 152,000 

SUB-TOTAL 310,094 732,829 744,680 759,780 

E – 180






DEBT SERVICE 

Interest Payments - 03A UT 293,942 280,843 280,843 266,878 ___________ 

Principal Payments - 03A UT 655,000 665,000 665,000 665,000 ___________ 

Interest Payments - 03C TD 158,258 151,658 151,658 144,623 ___________ 

Principal Payments - 03C TD 330,000 335,000 335,000 340,000 ___________ 

SUB-TOTAL 1,437,200 1,432,501 1,432,501 1,416,501 

TRANSFERS TO OTHER FUNDS 

03A UT Reserve to UT Sinking - Interest 9,550 8,773 10,152 9,284 ___________ 

03C TDT Reserve to TDT Sinking - Int. 19,751 17,977 22,709 20,767 ___________ 

SUB-TOTAL 29,301 26,750 32,861 30,051 

TOTAL 1,779,459 2,192,080 2,210,042 2,206,332 


E – 181






PERSONNEL 




Lakeland Center Director 1 1 PB3 * 

Assistant Lakeland Center Director 1 1 PB5 * 

Lakeland Center Accountant 1 1 58 51,979 - 78,666 

Client Services Manager 1 1 51 43,805 - 64,730 

Marketing Manager 1 1 49 41,725 - 63,190 

Marketing Sales Representative 1 1 47 39,749 - 60,174 

Senior Client Services Coordinator 1 1 45 37,835 - 57,304 

Client Services Coordinator 2 2 36 30,389 - 45,989 

Marketing Associate 1 1 33 28,246 - 42,765 



Group Sales Coordinator 1 1 24 22,693 - 34,320 

Office Assistant I 1 1 17 19,094 - 28,954 

OPERATIONS 

Lakeland Center Operations Manager 1 1 56 49,504 - 74,922 

Lakeland Center Technician Coordinator 1 1 45 37,835 - 57,304 

Lakeland Center Chief Engineer 1 1 45 37,835 - 57,304 

Lakeland Center Engineer 2 2 36 30,389 - 45,989 


Event Setup Supervisor 3 3 31 26,894 - 40,726 



BOX OFFICE 

Box Office Manager 1 1 47 39,749 - 60,174 

Assistant Box Office Manager 1 1 33 28,246 - 42,765 

Box Office Supervisor 1 1 29 25,605 - 38,771 


PART-TIME 

Lakeland Center Pool Employees 200 200 


E – 182


CLEVELAND HEIGHTS GOLF COURSE 




Personnel 




Non-Personnel 



Utilities 149,203 161,321 143,673 166,357 




Debt Service 362,939 308,667 284,712 304,479 



Transfers 

Transfers In 63,697 66,905 66,905 50,000 

Transfers Out 

Net Transfers 63,697 66,905 66,905 50,000 


Taxes 






Total Revenue 2,791,689 2,987,080 2,803,457 2,811,824 

Funding to be Provided 8,524 (35,206) 24,102 218,480 

E – 183







REVENUES 

Green Fees 44,430 51,500 48,000 50,400 ___________ 

Cart Fees 1,064,138 1,105,000 1,085,000 1,139,250 ___________ 

Range Fees 25,000 24,000 25,200 ___________ 

Membership Dues 290,397 300,000 268,000 281,400 ___________ 

Trail Fees 24,848 

Summer Memberships 10,000 7,500 7,500 ___________ 

Tournament Fees 162,390 169,000 145,000 155,000 ___________ 

Golf Clinic 4,580 14,000 5,000 6,000 ___________ 

Food Sales - Restaurant 541,124 614,000 505,000 556,600 ___________ 

Food Sales - Bar 12,000 

Beverage Sales - Beer 128,775 135,000 135,000 135,000 ___________ 

Beverage Sales - Liquor 129,974 135,000 122,000 122,000 ___________ 

Beverage Sales - Wine 31,822 4,000 10,000 10,000 ___________ 

Merchandise Sales - Pro Shop 198,672 185,000 205,000 205,000 ___________ 

Facility Rentals 22,035 24,000 19,000 24,000 ___________ 

Gosh! Rental 16,568 





SUB-TOTAL 6,209 14,580 15,057 14,674 


Surplus Equipment Sales 3,325 144,000 150,000 

All Other Miscellaneous Rev. 60 2,700 

Cash Over & Short 7,052 5,200 5,000 ___________ 

Building Leases - Other 9,871 

All Other Misc. Rev. - Operations 19,083 15,000 16,000 24,000 ___________ 

All Other Misc. Rev. - Food & Beverage 6,336 3,000 12,000 16,000 ___________ 

Alltel Tower Rent 27,000 24,000 34,800 ___________ 

SUB-TOTAL 45,727 189,000 209,900 79,800 


E – 184








Public Improvement Fund 

Carpet 29,102 

Repair Cart Paths 3,095 66,905 66,905 50,000 ___________ 

Debt Proceeds - Internal Loan 

Restroom Renovations 75,000 


Fleet Management Fund 5,000 

TOTAL OPERATING SUBSIDIES 143,697 66,905 66,905 50,000 

PRIOR YEAR SURPLUS 8,524 (35,206) 24,102 218,480 


EXPENSES 




Contingency 32,811 

Bad Checks (806) 200 




Insurance - Consultant 542 261 628 492 ___________ 










Intra-Dept Charges - Telephone (77) 





E – 185









Advertising 9,076 10,000 11,248 13,000 ___________ 

Annual Audit 5,051 2,500 2,438 2,500 ___________ 

Promotions/Public Relations 1,918 



Repair Of Equipment 1,535 1,000 100 500 ___________ 


Postage & Mailing 164 1,200 827 750 ___________ 



Travel 294 1,750 25 

Training 35 500 ___________ 

Car Washing 7 

Bad Debt Expense (700) 1,000 

SUB-TOTAL 538,991 633,035 587,347 679,228 

TOTAL 721,210 862,004 769,729 882,198 

COURSE OPERATIONS 



Uninsured Loss Reimbursements 250 500 500 ___________ 


All Other Materials & Supplies 1,867 1,000 506 1,000 ___________ 

Merchandise 156,123 135,000 144,216 143,500 ___________ 

Tires & Tubes 1,599 1,000 1,144 2,000 ___________ 

Parts for Equipment 60 1,000 687 500 ___________ 

Increase/Decrease in Inventory (8,365) 

Leases 827 38,825 38,822 77,650 ___________ 




Subscription & Membership (6) 

Telephone, Communications 1,010 1,000 951 1,050 ___________ 

Tournament Expenses 2,000 1,928 2,000 ___________ 

SUB-TOTAL 170,357 191,825 199,688 242,300 

TOTAL 340,463 370,678 382,037 431,760 

E – 186






COURSE MAINTENANCE 








Uniforms 755 500 750 ___________ 

Chemicals 39,220 60,000 54,583 56,000 ___________ 


Electrical & Plumbing Supplies 1,857 1,500 1,041 1,000 ___________ 

Agricultural & Horticultural Supplies 19,350 10,000 10,134 11,500 ___________ 

Parts for Equipment 49,552 26,000 28,341 24,000 ___________ 

Soil and Sand 5,779 4,800 10,212 10,000 ___________ 

Swan Feed 1,800 

Fertilizer 32,618 49,375 49,568 50,000 ___________ 

Leases (801) 27,000 27,000 20,000 ___________ 

Rental of Equipment 1,460 1,500 500 500 ___________ 

Repair Of Equipment 339 1,000 1,000 


Maintenance of Lakes 5,019 5,600 5,580 6,000 ___________ 

Licenses & Permits 465 

SUB-TOTAL 213,788 250,086 249,432 245,850 

TOTAL 618,235 697,618 678,063 717,441 

E – 187






FOOD & BEVERAGE 




Equipment - Noncapital 1,139 1,500 


Uniforms 789 


Food Purchases 240,805 227,200 206,628 160,485 ___________ 

Beverage Purchases - Beer 50,565 47,250 46,086 45,000 ___________ 

Beverage Purchases - Liquor 53,142 48,650 52,000 52,000 ___________ 

Increase/Decrease in Inventory (205) 

Natural Gas Consumption 13,030 10,000 9,549 9,000 ___________ 

Rental of Equipment 48 

Repair Of Equipment 1,600 1,000 630 2,000 ___________ 

Sales Tax 5,036 4,400 4,400 4,000 ___________ 


SUB-TOTAL 390,989 363,900 343,327 287,585 

TOTAL 692,930 648,218 638,716 587,026 

TRAPS RESTAURANT 

PERSONAL SERVICES 21,500 21,249 


All Other Materials & Supplies (1,205) 6,000 5,749 1,000 ___________ 

Tools & Implements 1,000 961 1,000 ___________ 

Food Purchases 25,000 32,655 36,400 ___________ 

SUB-TOTAL (1,205) 32,000 39,365 38,400 

TOTAL (1,205) 53,500 60,614 38,400 

E – 188








Equipment - Admin 13,035 6,000 ___________ 

Equipment - Food & Beverage 11,189 13,689 

SUB-TOTAL 13,035 11,189 13,689 6,000 


Repair Cart Paths 13,095 66,905 66,905 50,000 ___________ 

Carpet 29,102 

Restroom Renovations on Golf Course 74,106 

Renovations of Tee Boxes 63,000 ___________ 

SUB-TOTAL 116,303 66,905 66,905 113,000 

DEBT SERVICE 

Principal & Interest - Internal Loans: 

Driving Range 13,710 13,710 13,710 13,710 ___________ 

Restroom Renovations 10,561 21,123 21,123 21,123 ___________ 

Interest Expense - Textron Leases 556 

Principal - Textron Leases 77,277 

Principal & Interest - 99 Sunshine State 260,835 273,834 249,879 269,646 ___________ 

SUB-TOTAL 362,939 308,667 284,712 304,479 


E – 189






Equipment 

Point of Sale Software Replacement 6,000 

6,000 

PERSONNEL 




Golf Course Manager 1 1 60 54,579 - 82,618 


Office Associate I 1 24 22,693 - 34,320 

COURSE OPERATIONS 

Golf Professional 1 1 36 30,389 - 45,989 

Assistant Golf Professional 1 1 20 20,571 - 31,138 

COURSE MAINTENANCE 

Greens Superintendent 1 1 51 43,805 - 64,730 

Assistant Greens Superintendent 1 1 33 28,246 - 42,765 

Grounds Maintenance Worker II 1 1 24 22,693 - 34,320 

Light Equipment Mechanic I 1 1 24 22,693 - 34,320 

Grounds Maintenance Worker I 7 7 16 18,658 - 28,246 

FOOD AND BEVERAGE 

Food and Beverage Manager 1 1 33 28,246 - 42,765 

Food Supervisor 2 2 22 21,590 - 32,677 

Cook 2 2 16 18,658 - 28,246 

Beverage Service Worker 1 1 1 12,938 - 19,594 

Food Service Worker 1 1 1 12,938 - 19,594 

TOTAL FULL-TIME 23 22 

PART-TIME 

Sales Assistants 4 4 

Player Assistant 7 7 

Cart Attendant 7 7 

Food Service Worker 18 24 

Kitchen Utility Worker 7 9 

Beverage Service Worker 6 

Grounds Worker 9 12 


TOTAL PART-TIME 59 64 

E – 190


LAKELAND LINDER REGIONAL AIRPORT 




Personnel 

Salaries & Wages 835,936 996,802 980,802 1,092,265 



Non-Personnel 



Utilities 330,083 376,900 365,231 430,019 




Debt Service 1,172,467 1,176,570 1,122,717 1,323,962 



Transfers 

Transfers In 

Transfers Out (67,688) (66,688) (66,688) (70,638) 

Net Transfers (67,688) (66,688) (66,688) (70,638) 


Taxes 





All Other Revenue 625,677 328 675 250 

Total Revenue 9,109,027 7,192,949 5,202,786 4,800,913 

Funding to be Provided (886,485) 1,314,451 2,504,909 493,859 

E – 191






REVENUES INTERGOVERNMENTAL 


FAA - Tower Program 454,801 475,200 516,351 536,556 ___________ 

Rehab Taxiway B - north side 72,228 

Construct Eastern Service Road (53,010) 53,010 

FAA/FDOT-Improve Runway 5/23 3,238,100 1,542,138 45,058 

FAA Airport Grant (Hurricane) 5,322 514,475 50,000 

FEMA - Lakeland Linder Airport 201,600 30,022 30,022 

SUB-TOTAL 3,919,041 2,614,845 641,431 536,556 

State Grants 

FDOT-LAC Land Acq.-WPI 1827970 31,310 

FDOT - 2004 Hurricane 173,918 166,082 18,449 

FDOT - Land Acquisition West of Airport 500,200 500,200 

Rehab Taxiway B - north side (2,160) 2,160 

Construct Eastern Service Road 82 

FAA - Rehab / Construct Taxiway "C" 19,628 

FAA/FDOT-Improve Runway 5/23 92,005 29,734 18,978 

FDOT-Airport Perimeter Fencing 26,745 74,200 47,455 

FEMA - Lakeland Linder Airport PW15540C 11,200 1,612 

FDOT-Airport Security Plan 10,000 

FDOT - Door/Gate Access Control System, 26,400 26,400 

Airport Security Assessment Plan 28,000 28,000 

Construct ATC Facility Site Study 32,000 32,000 

FDOT - 1500 ARFF Vehicle 400,000 ___________ 

SUB-TOTAL 352,728 868,776 673,094 400,000 

TOTAL INTERGOVERNMENTAL 4,271,769 3,483,621 1,314,525 936,556 

E – 192







Airport - Building Leases 

Lease - Hangar 4 73,954 ___________ 

Lease - 3610 Drane Field (formerly AET) 43,200 ___________ 

Buildings-Miscellaneous Office 14,453 5,000 5,000 

Buildings - Other 12,418 12,000 12,000 14,000 ___________ 

Building Leases-Other 176,470 172,000 172,000 202,350 ___________ 

Landmark (formerly Piedmont Hawthorne) 137,537 139,317 139,317 139,317 ___________ 

Tony's Airside Restaurant 44,739 45,668 45,668 28,600 ___________ 

Gulf Coast Avionics 185,940 176,933 176,933 194,948 ___________ 

Europa (13) 

Sun N' Fun 434,925 329,124 329,124 300,201 ___________ 

Renaissance Aviation 

Columbia 127,650 117,279 117,279 43,061 ___________ 

AET LLC 41,471 

Enterprise Leasing 11,274 553 

Lease - Anheuser Busch 19,541 19,541 19,541 20,030 ___________ 

Lease-Wing Waxers of South Florida Inc 20,986 23,450 23,450 20,985 ___________ 

SUB-TOTAL 1,227,391 1,040,312 1,040,865 1,080,646 

Airside - Building Leases 

Columbia 

Building S-8, Publix 104,167 252,083 252,083 258,385 ___________ 

Lakeland Electric-3525 Aviation Drive 373,750 382,500 382,500 87,429 ___________ 

Training Center-3525 Aviation Drive 109,286 ___________ 

Publix-3525 Aviation Drive 165,750 ___________ 

Cypress Aviation Office 96,650 

Navigator Aircraft 1,581 

National Flight Services, Inc. 28,667 29,384 29,384 30,119 ___________ 

Keiser College (GEICO Bldg) 288,331 68,958 68,958 

Lease - 3515 Aviation Dr (formerly Keiser) 225,000 ___________ 

Globe Fiberglass 35,861 37,293 37,293 38,225 ___________ 

Modular Solid Surfaces (Etura Premier) 360,400 360,400 360,400 

Lease - 3240 Flightline (formerly MSS) 367,158 ___________ 

LPD (SIS) 25,000 25,000 25,000 25,000 ___________ 

S & S Development 195,761 234,913 234,913 236,675 ___________ 

Specialized Vehicles Corp. 425,151 365,240 365,240 297,294 ___________ 

Lease - Air Logic Solutions 143,000 146,667 146,667 

Foster's Aircraft Refinishing 9,900 10,148 10,148 10,402 ___________ 

Nextran Corporation 12,899 16,200 16,200 16,605 ___________ 

CDG Management 178,317 141,100 141,100 109,933 ___________ 

John J Jerue Truck Broker Inc 127,820 132,107 132,107 131,554 ___________ 

Lease - LPD Aviation Unit 37,500 37,500 37,500 37,500 ___________ 

Bombardier Transportation USA 4,106 5,474 5,474 5,474 ___________ 

All Wood Cabinetry LLC 21,055 152,432 152,432 ___________ 

Miscellaneous Storage 5,125 ___________ 

Lease - 3200 Flightline (1st floor suite) 7,200 ___________ 

SUB-TOTAL 2,469,916 2,244,967 2,397,399 2,316,546 

E – 193






Airport - Land Leases 

Watkins Motor Lines 51,196 25,598 25,598 25,598 ___________ 

Globe Aero 7,271 8,179 8,179 8,179 ___________ 

Landmark (formerly Piedmont Hawthorne) 2,223 2,180 2,180 2,180 ___________ 

Publix 9,218 9,342 9,342 9,982 ___________ 

Everett 3,264 3,264 3,264 11,527 ___________ 

Gulf Coast Avionics 9,008 18,015 18,015 

Knight Aviation 6,066 6,270 6,270 6,427 ___________ 

JRW Company 1,435 1,615 1,615 1,615 ___________ 

Lakeland Executive Hangars 5,331 5,331 5,331 5,553 ___________ 

Anheuser Busch 6,041 6,041 6,041 6,041 ___________ 

Lance Aviation, Inc. 4,497 5,107 5,107 5,235 ___________ 

Game & Fresh Water Fish 13,157 13,157 13,157 14,802 ___________ 

Amory Board 10,315 10,315 10,315 11,604 ___________ 

Sun 'N Fun 1 1 1 ___________ 

Flight Safety International 9,436 9,436 9,436 9,436 ___________ 

Champagne Investments LLC 6,447 6,609 6,609 6,738 ___________ 

JBS Equities LLC 18,644 18,644 18,644 18,644 ___________ 

Columbia Land Lease20 20,261 20,261 27,014 ___________ 

Hotel Land 50,000 ___________ 

SUB-TOTAL 163,549 169,365 169,365 220,576 

All Other Charges for Services 

Gasoline 96,372 98,000 98,000 98,000 ___________ 

Sun 'N Fun Service Charge 9,000 9,000 9,000 9,000 ___________ 

Airfield Security and Access Control 420 150 

Concessions 543 10,500 10,500 10,765 ___________ 

All Other Airport Revenue 129,673 1,000 25,000 1,000 ___________ 

SUB-TOTAL 236,008 118,500 142,650 118,765 


E – 194






CAPITAL REVENUE 

Airpark Land Sale - Phase 1 616,156 

TOTAL CAPITAL REVENUE 616,156 




Interest From SBA 1,136 

Interest From SBA - Cap Expenditures 1,795 1,795 1,795 ___________ 

SUB-TOTAL 114,717 135,856 137,307 127,574 


All Other Miscellaneous 2,446 250 250 250 ___________ 

Miscellaneous Reimbursements 3,456 322 

Reimbursements / Loss Recovery 3,619 78 103 

SUB-TOTAL 9,521 328 675 250 


REVENUE 124,238 136,184 137,982 127,824 

PRIOR YEAR SURPLUS (886,485) 1,314,451 2,504,909 493,859 


E – 195






EXPENSES 

AIRPORT ADMINISTRATION & OPERATIONS 




Retiree Health Ins Subsidy 10,947 11,553 11,553 13,008 ___________ 






Insurance - Airport Liability 43,555 65,000 65,000 47,910 ___________ 

Insurance - Position Bond & Crime Coverag 91 131 131 114 ___________ 












Intra-Dept Charges - Facilities 222,552 194,110 220,774 





Litigation Expense 260 1,500 1,500 1,500 ___________ 


Advertising 466 500 500 500 ___________ 

Audit Fees 4,317 3,200 2,898 3,200 ___________ 




E – 196






Uniforms 2,427 3,250 3,250 3,250 ___________ 

Cleaning & Janitor Supplies 468 500 500 500 ___________ 

Chemicals 2,075 2,200 2,200 2,200 ___________ 


LP Gas 290 290 290 ___________ 

Leases 3,143 6,300 6,300 6,300 ___________ 

Rents 721 800 800 800 ___________ 




Postage 1,178 1,250 1,250 1,300 ___________ 



Travel 6,112 15,000 15,000 26,875 ___________ 

Training 2,010 3,800 3,800 3,800 ___________ 


Ad Valorem Taxes 528 4,300 4,300 4,400 ___________ 

Licenses and Permits 500 500 500 500 ___________ 

Car Washing 107 150 150 ___________ 

Bad Debt Expense (102,023) 5,100 5,100 5,100 ___________ 

Airport Advertising / Promotions 18,515 50,000 50,000 50,000 ___________ 

Airport Advertising/Promotions - Public Relations 31,485 31,485 20,000 ___________ 

Safety and Compliance Training 1,000 1,000 1,000 ___________ 

Environmental Mitigation 3,600 3,600 3,600 ___________ 

Air Traffic Control Tower Expenses 2,727 4,625 4,625 1,500 ___________ 

Airpark Land Sale - Phase I 53,853 

SUB-TOTAL 1,073,536 1,567,641 1,520,928 1,395,618 

E – 197






AIRPORT MAINTENANCE 

Leases: 

Landmark (formerly Piedmont Hawthorne) 1,000 1,000 1,000 ___________ 

Tony's Airside Restaurant 250 1,000 1,000 1,000 ___________ 

August Busch III (formerly Europa) 500 500 500 ___________ 

Wing Waxers (formerly Renaissance) 240 500 500 500 ___________ 

Columbia (formerly Lakeland Air) 1,600 1,600 1,600 ___________ 

Top Gun 1,418 2,600 2,600 2,600 ___________ 

AET LLC 1,000 1,000 1,000 ___________ 

Air Logic Solutions 1,000 1,000 1,000 ___________ 

Airport Maintenance Building N-1 750 1,250 750 ___________ 

Airport Maintenance Building N-7 1,800 1,800 1,800 ___________ 

Maintenance of Facilities 1,500 1,500 1,500 ___________ 

Sun 'N Fun Maintenance 23,612 25,000 25,000 25,000 ___________ 

Drainage Maintenance 12,003 51,073 51,073 35,000 ___________ 

Airfield Security and Access Control 9,289 13,500 15,000 15,450 ___________ 

Airfield Pavement Maintenance 575 139,816 139,816 50,000 ___________ 

Misc. Maintenance Projects 15,000 31,588 31,588 25,000 ___________ 

Repair of Fixtures - Airside 3,648 12,022 12,022 12,500 ___________ 

T-Hangar Painting/Repair 20,300 20,300 10,000 ___________ 

Hangar Maintenance Program 1,658 7,887 7,887 5,000 ___________ 

Hangar Maintenance 36-70 51 

Paint runway 5-23 and 9-27 438 30,012 30,012 

Runway Markings Maintenance 20,000 20,000 20,000 ___________ 

Ditch Spraying 3,995 5,000 5,000 5,000 ___________ 

Hangar Door Repairs 2,426 3,000 3,000 23,000 ___________ 

Reglaze & Recaulk Glass & Doors 

- 3200 Flightline 75,000 ___________ 

Deforestation - Runway 9 Approach 30,000 ___________ 

SUB-TOTAL 74,603 372,448 374,448 344,200 

TOTAL AIRPORT 2,173,892 3,172,602 3,106,981 3,100,764 

E – 198






AIRSIDE EXPENSES 




Maintenance / Fleet Equipment 2,239 1,262 18 2,731 ___________ 

Insurance - Fire 38,537 

Insurance - Position Bond & Crime Coverag 131 131 141 ___________ 

Insurance - Consultant 754 



Stormwater Fees 881 950 819 1,843 ___________ 








Promotion Expense 4,000 4,000 4,000 ___________ 

Agency Commissions 22,500 22,500 22,500 30,000 ___________ 

Non-Capital Equipment 750 750 750 ___________ 


Uniforms 283 600 600 600 ___________ 

Cleaning & Janitor Supplies 250 250 250 250 ___________ 

Chemicals 424 500 500 500 ___________ 

Tools, Implements & Instruments 656 750 750 750 ___________ 

Rents 600 600 600 ___________ 






SUB-TOTAL 596,151 512,986 519,416 570,108 

E – 199






AIRSIDE MAINTENANCE 

Leases: 

S & S Development 408 15,050 15,050 

Clean LAC Ditch 10,000 10,000 

Fire System Maintenance 5,400 36,500 36,500 21,300 ___________ 

Old Geico Bldg - Pressure Wash & Paint 25,000 25,000 

SUB-TOTAL 5,808 86,550 86,550 21,300 

TOTAL AIRSIDE 601,959 599,536 605,966 591,408 



Equipment 4,000 17,000 17,000 15,500 


FDOT - Land Acquisition W of Airport 658,696 658,696 

FAA/FDOT Construct E End Serv. Rd. 10,000 

FAA/FDOT Runway 5-23 Rehab. 3,580,750 234,899 73,696 

FDOT-Airport Perimeter Fencing 33,431 59,319 59,319 

FDOT - 2004 Hurricane 217,398 207,602 23,061 

FEMA-Lakeland Linder Airport PW15540C 224,000 

FDOT-Airport Security Plan 10,000 

FDOT-1500 ARFF Vehicle 750,000 750,000 

FEMA - Tenant 383,818 383,818 

Hanger 3 Roof Replacement 77,000 75,200 

FAA Airport Grant (Hurricane) 5,322 449,763 56,793 

LAC Fire Sprinkler Upgrade 30,000 30,000 10,000 ___________ 

LAC Fire Suppression System Pump 135,000 135,000 

LAC Buildout Contingency 51,635 73,365 73,365 50,000 ___________ 

LAC R&D Building - Roof 80,000 8,000 8,000 

Pneumatic Controls Repair - S&S Develop. 17,635 17,635 

LAC - Install Electrical Submeters 15,000 15,000 25,000 ___________ 

Keiser Tenant Buildout Payback 108,760 108,760 

Renovate Tower Building 75,000 75,000 

Construct ATC Facility Site Study 40,000 40,000 

FDOT - Door/Gate Access Control System 33,000 68,000 

Airport Security Assessment Plan 25,000 

3131 Flightline - HVAC 134,000 134,000 

Fire System Repair - 3131 Flightline Dr 30,000 ___________ 

Building Repairs - 3830 Airfield Ct, W 48,000 ___________ 

Airport Entrance Sign 15,000 ___________ 

SUB-TOTAL 4,202,536 3,525,857 2,785,343 178,000 

E – 200






DEBT SERVICE 

Sun Bank - Sun 'N Fun Loan Interest 3,754 331 331 

Sun Bank - Sun 'N Fun Loan Principal 63,271 22,095 22,095 

Airport Terminal Construction 161,245 156,094 156,094 152,093 ___________ 

Internal Loan - LAC Acquisition 140,000 140,000 140,000 140,000 ___________ 

Airport / Airside Loan Consolidation 788,731 788,731 788,731 788,731 ___________ 

Land Acquisition West of Airport 10,688 10,688 10,688 238,360 ___________ 

SUB-TOTAL 1,167,689 1,117,939 1,117,939 1,319,184 

CONTRIBUTION TO OTHER FUNDS 

Radio System Expansion - Public Safety 4,778 4,778 4,778 4,778 ___________ 

Debt Service Fund 38,582 34,678 34,678 36,732 ___________ 

LAC - Sinking Fund 29,106 32,010 32,010 33,906 ___________ 

Fleet Management Reserve Fund 3,000 3,000 14,500 ___________ 

SUB-TOTAL 72,466 74,466 74,466 89,916 

TOTAL 5,446,691 4,735,262 3,994,748 1,602,600 


E – 201






Equipment 

Trailer New 10,000 

Equipment Hi-lift New 5,500 

15,500 

PERSONNEL Current Proposed Pay Salary 


Airport Director 1 1 PB3 * 

Airport Operations Manager 1 1 58 51,979 - 78,666 


Airport Property Manager 1 1 51 43,805 - 64,730 


Maintenance Mechanic II 1 2 38 31,907 - 48,298 

Maintenance Mechanic I 1 1 33 28,246 - 42,765 







GRANT-FUNDED POSITIONS 

Air Traffic Control Tower Chief 1 1 54 47,133 - 71,365 

Air Traffic Controller 7 7 43 36,026 - 54,579 

TOTAL GRANT-FUNDED POSITIONS 8 8 

PART-TIME 



E – 202


SOLID WASTE 




Personnel 




Non-Personnel 



Utilities 26,678 27,348 25,791 29,732 




Debt Service 272,134 155,977 155,978 155,978 



Transfers 

Transfers In 

Transfers Out (1,287,198) (1,255,900) (1,255,900) (1,314,720) 

Net Transfers (1,287,198) (1,255,900) (1,255,900) (1,314,720) 


Taxes 






Total Revenue 12,801,319 13,472,315 13,447,084 13,923,241 

Funding to be Provided (886,035) 48,612 (1,412,675) (103,533) 

E – 203

SOLID WASTE 


State Grants 

Debris Removal - Solid Waste 42,607 


REVENUE 42,607 






Physical Environment/Garbage - 

Solid Waste Revenue: 

Roll-Off Container Fees: 

Franchise Fees 379,796 347,500 383,450 354,500 ___________ 

City of Lakeland Operations: 

Collection Charge 176 

Rental Fees 12,154 12,700 10,844 11,000 ___________ 

Delivery Fees 9,675 10,900 6,672 7,000 ___________ 

Return/Replacement Fees 252,068 275,000 273,158 285,000 ___________ 

Roll-Off Collection Surcharge 47,542 54,600 48,324 50,500 ___________ 

Disposal Charges 201,559 218,200 175,000 202,000 ___________ 

Refuse Collection Charges: 

Residential 5,523,522 5,765,000 5,746,362 6,094,017 ___________ 

Commercial 4,749,360 5,168,000 5,201,172 5,507,800 ___________ 

Intra-City 301,147 326,000 291,402 305,972 ___________ 

Recycling Residential 702,214 722,000 722,800 732,800 ___________ 

TOTAL CHARGES FOR SERVICE 12,179,213 12,899,900 12,859,184 13,550,589 




SUB-TOTAL 38,554 47,415 96,794 83,852 


Recycling Proceeds 212,383 230,000 219,378 232,300 ___________ 

Scrap Metal 23,334 30,000 6,728 6,500 ___________ 

Insurance Proceeds - Workers Comp 113 

All Other 447 

Bad Check Charges 4,668 

Payment in lieu of waste disposal - LE 150,000 100,000 100,000 50,000 ___________ 

SUB-TOTAL 390,945 360,000 326,106 288,800 



Transfers From Other Funds 

Internal Loan Fund- Rear Packer 150,000 165,000 165,000 

TOTAL TRANSFERS 150,000 165,000 165,000 

TOTAL REVENUE 12,801,319 13,472,315 13,447,084 13,923,241 

SURPLUS - PRIOR YEARS (886,035) 48,612 (1,412,675) (103,533) 


E – 204

SOLID WASTE 





EXPENSES 













Billing Services 144,088 150,023 150,024 157,524 ___________ 




Stormwater Fees 69 100 70 155 ___________ 










Banking Services 1,336 1,473 1,473 1,596 ___________ 

Advertising 574 990 990 1,010 ___________ 

Annual Audit 5,420 4,500 4,090 4,500 ___________ 




Uniforms 30,038 28,840 28,840 29,700 ___________ 

Chemicals 5,976 5,253 5,253 5,300 ___________ 




Tolls 6,777 4,738 4,738 4,880 ___________ 



Postage & Mailing 34 1,100 1,100 1,100 ___________ 


E – 205

SOLID WASTE 





OPERATING EXPENSES (continued) 


Travel 1,770 3,000 3,000 3,000 ___________ 

Training 105 800 800 824 ___________ 




SUB-TOTAL 1,332,223 1,488,872 1,438,348 1,483,639 

TOTAL ADMINISTRATION 1,598,513 1,939,589 1,730,988 1,872,647 

RECYCLING 






Advertising 1,000 1,000 1,000 1,000 ___________ 




Uniforms 444 636 636 655 ___________ 


Postage & Mailing 164 164 164 ___________ 


Travel 844 726 726 750 ___________ 

Training 70 324 324 333 ___________ 

SUB-TOTAL 298,069 416,770 304,103 476,587 

TOTAL RECYCLING 515,518 672,698 610,440 742,946 

RECYCLING MATERIALS PROCESSING FACILITY 

PERSONAL SERVICES 244 



Gasoline / Fleet Equipment 421 1,767 3,725 ___________ 

Maintenance / Fleet Equipment 1,471 23,869 35,179 ___________ 

Electric Utility Service 142 350 

SUB-TOTAL 7,981 30,381 4,396 43,546 

TOTAL RMPF 8,225 30,381 4,396 43,546 

E – 206

SOLID WASTE 





RESIDENTIAL COLLECTION 







Disposal Charges 1,483,778 1,644,007 1,450,000 1,750,000 ___________ 

SUB-TOTAL 3,232,818 3,453,371 3,178,358 3,384,210 

TOTAL RESIDENTIAL 5,233,417 5,615,239 5,160,888 5,752,866 

COMMERCIAL COLLECTION 







Disposal Charges 1,413,408 1,644,153 1,250,000 1,551,170 ___________ 

SUB-TOTAL 2,145,072 2,506,423 2,029,407 2,431,816 

TOTAL COMMERCIAL 2,588,339 3,159,021 2,511,566 3,133,667 

ROLL-OFF CONTAINER SERVICE 






Disposal Charges 201,559 218,200 175,000 202,000 ___________ 

SUB-TOTAL 287,148 321,604 240,382 300,194 

TOTAL ROLL-OFF SERVICE 387,863 427,938 347,233 418,438 

E – 207

SOLID WASTE 







Equipment 

Equipment Containers 18,416 21,584 15,046 

SUB-TOTAL 18,416 21,584 15,046 


Replace Overhead Door 3,995 

Solid Waste Office Renovation 1,666 

Wash Bay Renovation 20,000 20,000 

Ice Machine Covers 2,400 1,773 

Shelving and Flooring 1,200 1,200 

Washbay Repairs And Truck Wash System 300,000 ___________ 

Replace Main Air Conditioning Unit For Solid Waste Building 6,000 ___________ 

Replace Overhead Garage Door On Welding Shop 3,900 ___________ 

Routesmart Software Application 75,000 ___________ 

SUB-TOTAL 5,661 23,600 22,973 384,900 

DEBT SERVICE 

Recycling Trucks and Bins 73,511 

Recyclable Materials Processing Facility 25,185 25,185 25,185 25,185 ___________ 

Rear Packing Refuse Trucks 157,265 54,581 54,581 54,581 ___________ 

Solid Waste Rear-Packer 07 60,038 60,039 60,039 ___________ 

SUB-TOTAL 255,961 139,804 139,805 139,805 


General Fund 1,287,198 1,255,900 1,255,900 1,314,720 ___________ 

Information Technology Fund - Radio Towe 16,173 16,173 16,173 16,173 ___________ 

Fleet Management Fund 

New Vehicles 54,000 54,000 

Solid Waste Rear-Packing Trucks 165,000 165,000 

SUB-TOTAL 1,303,371 1,491,073 1,491,073 1,330,893 


E – 208

SOLID WASTE 





PERSONNEL 



Manager Of Solid Waste 1 1 65 61,630 - 93,330 

Supervisor Of Solid Waste 2 3 54 47,133 - 71,365 

Solid Waste Foreman 2 2 47 39,749 - 60,174 

Solid Waste Collection Driver III 17 17 31 26,894 - 40,726 



Solid Waste Collection Driver II 14 15 29 25,605 - 38,771 


Solid Waste Collection Driver I 9 10 24 22,693 - 34,320 

Customer Service Representative I 1 1 24 22,693 - 34,320 

Solid Waste Collector 31 33 20 20,571 - 31,138 


E – 209




STORMWATER FUND 




Personnel 




Non-Personnel 


Professional and Contractual 

Utilities 1,066 1,062 1,031 1,195 




Debt Service 



Transfers 

Transfers In 1,475,000 1,205,000 1,205,000 

Transfers Out (47,803) 

Net Transfers 1,427,197 1,205,000 1,205,000 


Taxes 






Total Revenue 1,913,446 2,821,448 2,571,448 6,091,143 


E – 211

LAKES AND STORMWATER 






REVENUES 


N Lakeland Drainage Basin A 83,873 83,873 545,127 ___________ 

N Lakeland Drainage Basin B 8,456 8,456 47,777 ___________ 

N Lakeland Drainage Basin C 144,786 144,786 781,844 ___________ 

N Lakeland Drainage Basin D 3,047 3,047 17,219 ___________ 

SUB-TOTAL 240,162 240,162 1,391,967 

State Grants 

Griffin Road Stormwater Retrofit 125,000 

Urban Restoration Initiative 500,000 250,000 250,000 ___________ 

SUB-TOTAL 125,000 500,000 250,000 250,000 

Local Grants 

Lk. Parker - SW Basin Inflow Quality (7,580) 

Griffin Road Stormwater Retrofit 200,000 

Lk. Morton Shoreline Improvements 67,931 5,459 5,459 

Westside Hollingsworth Stormwater 189,216 189,216 

Lk. Parker - SW Basin BMPs 5,743 336,725 336,725 470,250 ___________ 

Lk. Gibson SW Basin Design 12,828 75,000 75,000 562,500 ___________ 

SUB-TOTAL 278,922 606,400 606,400 1,032,750 

TOTAL INTERGOVERNMENTAL 403,922 1,346,562 1,096,562 2,674,717 


Stormwater Utility Revenues 

Commercial 634,549 638,000 638,000 1,526,850 ___________ 

Residential 731,387 746,000 746,000 1,720,350 ___________ 

Intra-City 29,465 29,067 29,067 68,396 ___________ 


E – 212









SUB-TOTAL 92,176 61,819 61,819 100,830 


Bad Check Charges 1,556 


Reimbursements/Loss Recovery 19,491 




Transfers From Other Funds 

Transportation Fund 1,475,000 1,205,000 1,205,000 

TOTAL TRANSFERS 1,475,000 1,205,000 1,205,000 

TOTAL REVENUE 3,388,446 4,026,448 3,776,448 6,091,143 

PRIOR YEAR SURPLUS (96,982) 3,129,767 2,849,297 (170,844) 




E – 213







Retiree Health Insurance Subsidy 3,320 ___________ 





General Fund Services 57,239 65,275 65,275 76,057 ___________ 


Electric Utility Service 982 961 946 1,101 ___________ 






Intra-Dept Charges - Facilities 544 617 617 2,212 ___________ 

Intra-Dept Charges - Janitorial 556 629 629 1,708 ___________ 



296 ___________ 


Uniforms 25 1,000 947 750 ___________ 

Tools, Implements & Instruments 453 500 453 350 ___________ 

Safety Supplies 108 100 100 100 ___________ 

Repair of Equipment 150 150 



All Other Administrative 475 300 300 300 ___________ 


NPDES Permitting - Administration 57,819 60,000 60,000 7,500 ___________ 

Stormwater Administration 14,233 60,000 60,000 3,000 ___________ 

SUB-TOTAL 187,163 254,564 248,204 162,634 

TOTAL ADMINISTRATION 345,448 439,295 393,825 497,842 



Stormwater Projects 1,659,981 5,396,143 4,911,143 2,201,500 

Drainage Projects 1,067,944 997,598 997,598 2,940,957 

Lakes and Environmental Projects 218,091 323,179 323,179 280,000 

SUB-TOTAL 2,946,016 6,716,920 6,231,920 5,422,457 


PERSONNEL 



Manager of Lakes & Stormwater 1 1 65 61,630 - 93,330 

Environmental Specialist 3 3 47 39,749 - 60,174 

Lakes Program Coordinator 1 1 40 33,509 - 50,710 


E – 214






Personnel 




Non-Personnel 



Utilities 1,086,273 1,031,741 1,019,353 1,041,371 




Debt Service 37,589,904 40,850,000 40,838,980 42,661,938 



Transfers 

Transfers In 

Transfers Out (18,000,000) (16,600,000) (16,600,000) (24,000,000) 

Net Transfers (18,000,000) (16,600,000) (16,600,000) (24,000,000) 


Taxes 





All Other Revenue 1,125,625 142,633 10,324,468 139,300 

Total Revenue 390,847,186 396,773,624 404,915,757 407,137,851 

Funding to be Provided 4,617,033 (2,409,327) (14,864,759) (9,111) 

E – 215



Experience Budget 12 Month Proposed Adjustments 

For Year For Year Actual Thru by by 

2005-06 2006-07 March 31 City Manager City Commission 

FULL-ACCRUAL FINANCIAL INFORMATION 

ELECTRIC REVENUE 381,352,085 382,775,667 383,394,429 403,984,551 ___________ 

ELECTRIC EXPENSES: 

O&M Expenses 

Fuel and Purchased Power 246,095,420 243,600,415 245,790,107 226,738,440 ___________ 

Production 21,223,470 23,734,892 22,081,994 22,757,476 ___________ 

Transmission/Distribution 16,511,768 19,452,481 17,764,087 19,965,445 ___________ 

Customer Service and Accounting 7,726,592 9,421,803 7,403,862 8,749,258 ___________ 

Administrative and General 22,641,041 23,574,185 22,327,679 25,389,183 ___________ 

Total O&M Expenses 314,198,290 319,783,776 315,367,728 303,599,802 

Depreciation 38,264,783 38,088,708 38,088,708 36,645,007 ___________ 

TOTAL OPERATING EXPENSE 352,463,073 357,872,484 353,456,436 340,244,809 

OPERATING INCOME 28,889,012 24,903,183 29,937,993 63,739,742 

NON OPERATING INCOME/EXPENSE 

Investment Income 3,723,647 3,852,324 3,158,748 3,014,000 ___________ 

Other Income 1,351,468 145,633 2,502,580 139,300 ___________ 

Interest Expense 23,292,245 25,033,786 25,022,766 24,698,704 ___________ 

Amortization 2,492,478 2,376,383 2,376,383 2,672,567 ___________ 

Net Non-Operating Items (20,709,608) (23,412,212) (21,737,821) (24,217,971) 

INCOME BEFORE TRANSFERS 8,179,404 1,490,971 8,200,172 39,521,771 

OPERATING TRANSFERS 

City Dividend 18,000,000 16,600,000 16,600,000 24,000,000 ___________ 

NET INCOME (9,820,596) (15,109,029) (8,399,828) 15,521,771 

E – 216






CASH BASIS FINANCIAL INFORMATION 

NET INCOME - FULL ACCRUAL (9,820,596) (15,109,029) (8,399,828) 15,521,771 ___________ 

Adjustments to convert full accrual-based net income to Cash Available for Future Expansion: 

Add Back Non-cash Expenses: ___________ 

Depreciation, Amortization 41,204,685 40,465,091 40,443,076 39,317,574 ___________ 


Production Expense (4,862,517) (4,042,638) (4,042,638) (3,651,000) ___________ 

Deduct Cash Disbursements Excluded 

From Expenses: 

Capitalized Interest Expense (453,631) (940,000) (940,000) (1,000,000) ___________ 

Non-cash Pension Cost Credit (12,906) (300,000) (300,000) (300,000) ___________ 

Capital Transfers to other Funds: 

Renewal & Replacement (16,310,511) (12,363,622) (12,363,622) (32,616,000) ___________ 

Fleet Management (15,000) (125,261) (125,261) 

Information Technology Fund (125,000) 

Emergency Repair Fund (310,183) (299,000) (390,754) (300,000) ___________ 

Sale of Bond Warrants 7,860,000 

Over (Under) Recovery of Fuel Costs 4,419,984 10,000,000 8,000,000 

Bond Principal Payments (16,095,000) (17,235,000) (17,235,000) (19,435,000) ___________ 

Increase in Inventory (4,487,330) 

Balance Available For 

Reserve For Future Expansion (4,617,033) 2,409,327 14,864,759 9,111 

E – 217


Experience Budget Proposed 

For Year For Year by 

2005-06 2006-07 City Manager 

RETAIL BUSINESS SEGMENT 

ELECTRIC REVENUE 156,672,257 160,159,985 179,076,881 


O&M Expenses (69,465,791) (70,781,304) (78,862,934) 

Depreciation (38,712,207) (38,066,693) (36,645,007) 

OPERATING INCOME 48,494,259 51,311,988 63,568,940 

NON OPERATING INCOME/EXPENSE 

Investment Income 3,723,647 3,158,748 3,014,000 

Other Income 1,351,468 2,502,580 139,300 

Interest Expense (23,292,245) (25,022,766) (24,698,704) 

Amortization (2,492,478) (2,376,383) (2,672,567) 

Net Non-Operating Items (20,709,608) (21,737,821) (24,217,971) 

INCOME BEFORE TRANSFERS 27,784,651 29,574,166 39,350,969 

CITY DIVIDEND (18,000,000) (16,600,000) (24,000,000) 

NET INCOME 9,784,651 12,974,166 15,350,969 

FUEL COST RECOVERY BUSINESS SEGMENT 



O&M Expenses (185,239,972) (189,181,079) (181,403,800) 

Depreciation (447,424) (22,015) 

OPERATING INCOME 

WHOLESALE BUSINESS SEGMENT 



O&M Expenses (59,045,103) (55,427,360) (43,333,068) 

OPERATING GAIN (LOSS) (19,605,247) (21,373,994) 170,802 

E – 218






ELECTRIC REVENUE 

Sales of Electricity 

Residential Sales 84,222,111 86,873,194 86,353,382 94,308,190 ___________ 

Fuel 93,023,720 89,004,217 92,231,436 91,090,085 ___________ 

SUB-TOTAL 177,245,831 175,877,411 178,584,818 185,398,275 

Commercial & Industrial Sales 

Commercial 34,830,494 35,222,054 36,723,181 39,128,027 ___________ 

Industrial 15,733,567 17,671,080 16,416,532 18,054,487 ___________ 

Fuel 90,267,374 85,480,773 94,563,205 88,389,603 ___________ 

SUB-TOTAL 140,831,435 138,373,907 147,702,918 145,572,117 

Private Area Lights 2,774,481 2,857,367 2,820,313 4,182,805 ___________ 

Fuel 1,082,241 981,659 1,107,310 1,012,511 ___________ 

SUB-TOTAL 3,856,722 3,839,026 3,927,623 5,195,316 

Public Street & Highway Lighting 

Unmetered Lighting 3,088,924 2,967,458 2,988,635 2,927,628 ___________ 

Fuel 433,319 552,571 639,564 650,161 ___________ 

SUB-TOTAL 3,522,243 3,520,029 3,628,199 3,577,789 

Roadway Lighting 1,026,252 1,039,263 1,039,263 788,927 ___________ 

Fuel 433,318 552,571 639,564 261,440 ___________ 

SUB-TOTAL 1,459,570 1,591,834 1,678,827 1,050,367 

Environmental Costs 4,200,931 ___________ 

Conservation 483,981 ___________ 

SUB-TOTAL 4,684,912 

Sales for Resale 35,073,652 41,207,600 30,180,266 42,811,780 ___________ 

Capacity Charges 4,366,204 3,873,100 3,873,100 692,090 ___________ 

Accrued Electric Revenue 1,617,444 140,000 

SUB-TOTAL 41,057,300 45,220,700 34,053,366 43,503,870 

TOTAL SALES OF ELECTRICITY 367,973,101 368,422,907 369,575,751 388,982,646 

E – 219






Other Electric Revenues 

PSC & Gross Receipts Tax 8,064,508 8,368,644 8,319,751 8,775,534 ___________ 

Penalty Charges 1,480,494 1,650,000 1,449,743 1,430,000 ___________ 

SUB-TOTAL 9,545,002 10,018,644 9,769,493 10,205,534 

Miscellaneous Service Revenue 

Pole Attachments 1,367,313 1,619,223 1,472,291 1,619,613 ___________ 

Facilities Charges 519,022 595,000 561,331 598,000 ___________ 

Connection Fees 623,271 600,000 603,790 570,000 ___________ 

Wheeling Fees 554,208 554,208 556,979 554,208 ___________ 

Electric portion of Bad Check Charges 135,375 135,000 137,035 135,000 ___________ 

Byproduct Revenue 230,918 464,842 327,721 913,688 ___________ 

SUB-TOTAL 3,430,107 3,968,273 3,659,147 4,390,509 

TOTAL OTHER ELECTRIC 

REVENUES 12,975,109 13,986,917 13,428,640 14,596,043 

TOTAL ELECTRIC OPERATING 

REVENUES 380,948,210 382,409,824 383,004,391 403,578,689 

Other Retail Services 

Facilities-Tower Rental 84,177 58,076 88,426 88,078 ___________ 

Surge Suppression 242,653 260,089 270,785 296,184 ___________ 

Fiber Rental 77,045 47,678 30,828 21,600 ___________ 

SUB-TOTAL 403,875 365,843 390,039 405,862 

TOTAL UTILITY OPERATING 

REVENUES 381,352,085 382,775,667 383,394,429 403,984,551 

E – 220






PERSONNEL SERVICES 35,175,614 39,614,509 37,838,937 40,779,114 


Rental / Fleet Mgmt Equipment 281,397 818,431 40,186 557,414 ___________ 

Gasoline / Fleet Mgmt Equipment 264,667 474,570 302,793 391,083 ___________ 

Maintenance / Fleet Mgmt Equipment 259,590 353,680 452,877 564,519 ___________ 


Insurance - Fire 1,099,503 1,893,302 1,330,275 1,423,421 ___________ 

Insurance - Position Bond 9,202 

Self-Insurance Service 1,036,041 920,927 782,794 920,927 ___________ 


Purchasing & Stores Service 1,092,462 1,160,967 1,155,012 1,253,844 ___________ 

Stormwater Utility Fees 6,003 6,500 5,651 6,615 ___________ 

General Fund Service 3,966,327 4,226,552 4,199,559 4,390,285 ___________ 


Wastewater Service 48,628 56,500 50,404 55,693 ___________ 


Legal Fees - City To Electric 2,172 3,950 2,500 ___________ 

Intra Departmental Charges 205,648 106,250 160,778 136,408 ___________ 

Intra-Dept Charges - Computer Rental 1,166,424 1,151,446 971,831 1,050,952 ___________ 

Wastewater Re-use Charges 229,969 232,200 202,548 241,000 ___________ 





Intra-Dept Charges - IT 3,058,155 2,694,249 2,774,953 3,281,527 ___________ 

Contractual Services 8,340,479 9,657,610 7,951,272 9,541,807 ___________ 

Legal Fees 196,416 118,650 57,230 245,600 ___________ 

Engineering - Basic 14,640 199,374 13,547 123,078 ___________ 



Insurance Consultant 17,546 

Advertising 108,871 229,200 106,711 220,555 ___________ 

Annual Audit 40,850 1,045 115,000 ___________ 

Promotions/Public Relations 43,766 65,500 49,973 60,500 ___________ 

Paying Agent,Trustee Fees 3,000 8,510 



Temporary Contract Labor 1,730,091 1,348,673 1,955,977 604,768 ___________ 

Utility Service-Polk County 1,050 1,050 ___________ 




Uniforms 97,644 130,390 97,835 125,819 ___________ 

E – 221






Chemicals 1,154,624 1,073,150 956,368 506,880 ___________ 




Parts For Equipment 1,818,381 1,496,324 1,841,557 1,512,183 ___________ 

Materials 3,203,042 2,160,779 2,832,917 2,072,563 ___________ 

Use Tax Allocation 29,010 38,866 35,149 33,450 ___________ 

Materials - Default Purchasing Card (6,786) 

Lubricants 72,842 59,250 103,194 72,050 ___________ 

Computer Software 4,535 1,060 835 41,755 ___________ 

Truck Wire 60,889 19,600 130,310 34,250 ___________ 

Petroleum Coke 2,318,741 5,935,690 574,886 6,058,570 ___________ 

Coal 59,262,182 68,358,780 52,504,367 69,692,010 ___________ 

Commission/Fees - Fuel Hedges 123,640 125,000 45,918 25,000 ___________ 

Fuel-Pool Operations 353,455 480,000 436,067 480,000 ___________ 

#2 Oil 845,015 1,001,230 29,524,943 550,770 ___________ 

#6 Oil 8,584,007 3,186,900 986,090 ___________ 

Natural Gas 82,042,317 99,850,340 68,564,228 139,902,533 ___________ 

Natural Gas Demand Charge 12,357,374 14,596,363 11,011,280 14,596,363 ___________ 

Sale of Fuel -- NG 4,104,371 2,756,258 

Fuel Hedging Activity 23,028,863 5,686,610 33,296,741 3,532,180 ___________ 

Limestone 1,447,709 1,800,000 799,089 1,500,000 ___________ 

Purchased Power 75,479,428 74,570,900 63,900,517 18,463,584 ___________ 

Leases 406,105 404,124 400,390 201,543 ___________ 

Rentals 188,331 311,601 235,459 285,157 ___________ 



Postage & Mailing 549,468 612,766 557,435 696,259 ___________ 



Travel 28,670 76,635 35,531 94,809 ___________ 

Training 182,499 319,060 190,702 397,961 ___________ 



Florida Public Service Commission 50,198 50,684 53,299 53,145 ___________ 

Gross Receipts Tax Expense 8,285,855 8,317,960 8,556,232 8,722,389 ___________ 

Miscellaneous Tax Expense 5,815 5,989 



Car Washing 1,031 

Refund Of Prior Years Revenue 82,789 85,273 

Bad Debt Expense 1,907,927 1,903,923 1,462,611 1,523,138 ___________ 

Gift Certificates 16,812 8,940 ___________ 

Contribution to Chamber of Commerce 94,300 95,000 94,300 95,000 ___________ 

Analytical Services - Rating Agencies (29,421) 5,510 12,500 

E – 222







Capitalized Interest Expense (453,631) (940,000) (940,000) (1,000,000) ___________ 

Interest Accretion 2,250,972 2,358,786 2,358,786 2,471,766 ___________ 

Remarketing Fees/Liquidity Fees 5,295 

Equipment - Capital 53,359 45,576 

Amortization 2,492,478 2,376,383 2,376,383 2,672,567 ___________ 

Depreciation-Plant 38,712,207 38,088,708 38,066,693 36,645,007 ___________ 

Transfer To General Fund 18,000,000 16,600,000 16,600,000 24,000,000 ___________ 

Recoveries-Intra Department Charges (2,286,836) (291,000) (2,754,377) (254,100) ___________ 

Recoveries-Materials (37,413) (72,291) (4,000) ___________ 

Recoveries-From Outside City (928,809) (317,947) (953,683) (339,198) ___________ 

Recoveries-Other Funds (1,974,447) (1,551,584) (1,718,239) (1,698,847) ___________ 

Recoveries-Fuel (310,092) (250,000) (171,636) (250,000) ___________ 

Recoveries-For Water Allocations (220,787) (278,618) (270,811) (301,792) ___________ 

Recoveries - Grant (814) 5,032 

OUC Coal Expense (23,704,873) (27,343,512) (21,001,747) (27,876,804) ___________ 

OUC Other Fuel Expense (1,641,768) (2,994,276) (819,373) (2,923,428) ___________ 

OUC Expense (6,777,342) (7,484,625) (6,681,027) (6,824,182) ___________ 

OUC Admin & General Expense (953,579) (934,248) (934,735) (957,000) ___________ 

361,072,181 362,268,144 359,616,648 350,836,966 

396,247,796 401,882,653 397,455,585 391,616,080 

E – 223


RENEWAL AND REPLACEMENT PROJECTS BUDGET FOR 2007-2008 

Less OUC Total 

Project Or Recoveries Project 

Amount Amount Amount 


CLP4035 U8 New HRSG Limitorque Drives 56,500 56,500 

CMP5285 U5 NH3 Protective Equip. 25,000 25,000 

CMP5294 U5 Stairways and Platforms 80,000 80,000 

CMP5302 Runoff Containment for HRSG 111,508 111,508 

CMP5310 JT U3 CSI Conveyor Replacement and 150,000 60,000 90,000 

CMP5339 CM Replace Spectrophotometers 15,000 3,849 11,151 

CMP5342 U5 CT Insulation Replacement 334,525 334,525 

CMP5344 CM Upgrade Gas Regulators for U1, U2, 20,500 5,260 15,240 

CMP5346 JT U3 Landell Crane Upgrade 250,000 100,000 150,000 

CMP5352 PCM Upgrade Primavera 5,000 700 4,300 

CMP5353 JT U3 "B" Phase Current Transformer 55,000 22,000 33,000 

CMP5354 JT U3 Stack & Scrubber Elevators 75,000 30,000 45,000 

CMP5355 JT U3 Coal Yard Emergency Generator 32,000 12,800 19,200 

CMP5356 JT U3 Reverse Osmosis Membranes 20,000 8,000 12,000 

CMP5357 JT U3 C1 Conveyor Belt Replacement 71,856 28,742 43,114 

CMP5358 JT U3 PSM Safety Equipment Purchase 25,000 10,000 15,000 

CMP5359 JT U3 Scrubber Absorber Suction Valves 150,000 60,000 90,000 

CMP5360 JT U3 Rotor Probe Equipment Purchase 25,000 10,000 15,000 

CMP5361 JT U3 Acoustic Horns for Regenerative 100,000 40,000 60,000 

CMP5362 JT U3 Reheat Condenser Recovery Pump 110,000 44,000 66,000 

CMP5363 JT U3 Critical Motor Protective Relay 150,000 60,000 90,000 

CMP5364 JT U3 Air Horns on Economizer 25,000 10,000 15,000 

CMP5365 JT U3 Upper Furnace Monitoring 478,925 191,570 287,355 

CMP5366 U5 CT Battery Replacement 90,000 90,000 

CMPN217 U5 Switch Yard Fence CT & ST 40,000 40,000 

CMP5368 U5 HP Drum Level Control Valve 175,069 175,069 

CMP5369 U5 HRSG Manual Header Drains 36,000 36,000 

CMP5370 U5 HRSG Pipe Penetrations Upgrade 111,508 111,508 

CMP5371 U5 Attemperation Control Valves Upgrade 289,921 289,921 

CMP5372 U5 Cooling Tower Structure 156,112 156,112 

CMP5373 U5 NH3 Storage Tank Platforms & 45,000 45,000 

CMP5374 U2 Boiler Safety Valves Repl. 192,554 192,554 

CMP5375 U2 Bridge Crane Upgrade 278,768 278,768 

CMP5376 U2 Plant Battery Chargers Upgrade 190,680 190,680 

CMP5377 CM Control Room Roof Upgrade 65,000 16,679 48,321 

CMP5378 MGT1 Battery and Chargers Replacement 39,000 39,000 

CWP5379 Winston Ammonia Control 60,000 60,000 

CMP5380 JT U3 Cooling Tower Rebuild 399,105 159,642 239,463 

CMP5381 U5 Transition Steam Filters 90,000 90,000 

CMP5382 U2 Governor Valves - Major Repairs 212,855 212,855 

CMP5383 Replace Diesel 1 Controls and Voltage 133,034 133,034 

CMP5384 Replace Diesel 2 Controls and Voltage 133,034 133,034 

CMP5526 JT U3 Landfill Stack-Out Resurfing 48,000 19,200 28,800 

E – 224






CMP5528 U5 NH3 Valving Replacement 111,509 111,509 

CPP6501 PCM Maintenance Tools 01-88 82,628 11,568 71,060 

CPP6503 PCM Plant Safety Equipment 31-88 10,000 1,400 8,600 

CPP6504 PCM Environmental Tools-Cptl 42-88 2,000 280 1,720 

CPP6506 PCM Lab Test Equipment 25,600 3,584 22,016 

CPP6509 PCM Plant A/C and Air Handler 53,550 7,497 46,053 

CPP6525 PCM Warehouse Restrooms Addition 20,000 5,132 14,868 

CPP6526 PCM JLG Man-Lift Purchase 100,000 14,000 86,000 

CPP6529 PCM Five Year Coatings Plan 601,319 84,185 517,134 

CPP6534 PCM Mowing Machine Replacement 20,000 2,800 17,200 

CPP6535 PCM All Terrain Vehicle Purchase 25,000 3,500 21,500 

CPP6536 PCM Dump Trailer Purchase 6,500 910 5,590 

Energy Production Sub-Total 6,209,560 1,027,298 5,182,262 

Energy Delivery 

CEE4001 Major Road Improv/Reloc (007) 482,553 482,553 

CEE4003 Engineering Project Support (007) 192,751 192,751 

CEM4005 Major Line & Shop Equipment (007) 21,500 21,500 

CSC4006 Purchs New Electric Meters 474,988 474,988 

CPM6001 Lt Proj Resources (007) 35,047 35,047 

CEC8810 Transmission Pole Repl (007) 79,305 79,305 

CEM6085 Various Breaker Replacements 217,310 217,310 

CEM6086 Various Regulator Controls Replacements 40,746 40,746 

CEM6117 69KV Switch Upgrades 54,331 54,331 

CEC4005 Major Line & Safety Equip (596) 97,000 97,000 

CEC4006 Dist System Eq Replace 35,245 35,245 

CEC4007 Line Switch Installation 128,022 128,022 

CEC4008 Padmount Switch Install (007) 164,601 164,601 

CEC4011 Distribution Pole Repl 211,271 211,271 

CEE4018 Resurface T&D Parking Lot 50,000 50,000 

CEE4020 Roadway Lighting Installations 812,062 200,000 612,062 

CEE4025 Public Works Lighting Project 263,191 263,191 

CEE4033 Parks & Rec Lighting Project 128,708 128,708 

CEE4038 ED-Maximo Strategic Asset Management 529,544 529,544 

CEE4040 Private Area Lighting Installation 766,990 50,000 716,990 

CEC4045 Wood Poles Inspection/Retreatment 432,000 46,700 385,300 

E – 225






CEC4500 Subdiv & Comm Development (007) 1,729,735 33,048 1,696,687 

CEC4502 New OH Residential Svc 140,593 10,000 130,593 

CEC4503 New UG Residential Svc 353,329 10,000 343,329 

CEC4504 Upgr OH Residential Svc (007) 28,169 5,000 23,169 

CEC4505 Upgr UG Residential Svc 21,850 5,000 16,850 

CEC4506 OH Line Extensions (007) 168,505 168,505 

CEC4507 UG Line Extensions (007) 47,126 5,000 42,126 

CEC4508 OH New Comm Svc GS 35,596 4,000 31,596 

CEC4509 UG New Comm Svc GS 66,871 10,000 56,871 

CEC4510 OH Upgr Comm Svc 31,487 2,000 29,487 

CEC4511 UG Upgr Comm Svc 137,165 15,000 122,165 

CEC4512 OH New Comm Svc GSD 73,615 2,000 71,615 

CEC4513 UG New Comm Svc GSD 535,259 15,000 520,259 

CEC4515 UG New Comm Svc GSLD 234,586 5,000 229,586 

CEE6243 Upgrade of Open Secondarys 109,732 109,732 

CSR6251 Reliability-Recloser Installation 341,674 341,674 

CEE6260 Fault Indicator Installation 136,668 136,668 

CEE6268 General Reliability Improvements 146,312 146,312 

CEM6269 Replacement of Distribution Feeder Relays 108,659 108,659 

CEE6272 Line Regulator Installations 109,331 109,331 

CEE6274 UG Cable Upgrade for Substation Exits 113,889 113,889 

ED6282 Dist Substation Equip Replacement 95,583 95,583 

SCADA/EMS Upgrade 490,623 490,623 

CEM6289 Delta Star Transformer Repair 20,000 20,000 

CEE6309 GSLD Facilities Charge Equipment Fund 227,780 227,780 

CEE6311 Replacement for VJP Design Pkg 203,329 203,329 

CEM6320 Fork Lift Truck, GC-LJ Cushion I.C.E. 8000lb 30,000 30,000 

CEM6324 Battery Multimeter CRT-300 8,000 8,000 

CEM6325 Megger MM25 5KV Insulation Tester 6,000 6,000 

CBO6339 OMS Phase II 88,256 88,256 

CEE6340 Minor Line Extensions and Switch 22,812 22,812 

CEE6341 West W354 Line Upgrade 273,760 273,760 

CSC6342 CVDS ComLog Recorder Upgrade 22,000 22,000 

CEM6344 Omicrom Software & CPS Hardware 34,074 34,074 

CEM6346 Various 12KV Breaker Replacement FY08 81,492 81,492 

CEM6347 SFRA Transformer Test Equipment 18,000 18,000 

CEM6348 Substation Oil Containment Systems 20,000 20,000 

Energy Delivery Sub-Total 11,529,025 417,748 11,111,277 

E – 226






Technical Support 

CMP5352 PCM Upgrade Primavera 17,000 2,380 14,620 

CTR1788 Business Continuity Plan 230,633 230,633 

Energy Conservation Capital 108,500 108,500 

IT contingency 108,755 108,755 

Liberty Net Env. Affairs 10,000 10,000 

CIS4003 Pc Systems Upgrade/Repl 40,000 40,000 

CTC5111 Fiber Services Connections 156,000 62,500 93,500 

Technical Support Sub-Total 670,888 64,880 606,008 

Customer Service 

Routing Software 141,113 141,113 

CCS4114 UMS Upgrade to V 7.5 218,025 218,025 

CCS4002 Wireless Laptops in FS Vehicles 374,868 374,868 

Customer Service Sub-Total 734,006 734,006 

General Services 

CDO7001 PCM Equip for Training Instructor-Capital 3,000 420 2,580 

CSS7040 PCM Copy Machines 12,000 1,680 10,320 

CED6326 Safety Capital Equipment 3,000 3,000 

CSF4651 Security Systems for E&W Building (007) 20,000 20,000 

CSS4701 Copy Machines 82,000 82,000 

Plant Substation - 230KV Roof and 69KV Roof 38,000 38,000 

CTR5707 HVAC System Upgrades 10,000 10,000 

General Services Sub-Total 168,000 2,100 165,900 

General Manager 

CCO4110 Load Research & Analysis Equip 107,092 107,092 

CRR4303 UtiliPrice Application Enhancement 10,500 10,500 

General Manager Sub-Total 117,592 117,592 

E&W Finance 

CPP7051 Depreciation & Forecasting Tool 140,000 140,000 

E&W Finance Sub-Total 140,000 140,000 

Grand Total 19,569,071 1,512,026 18,057,045 

E – 227


Actual 

FY 2007 FY 2008 Pay Salary 

PERSONNEL SCHEDULE Budget Budget Grade Range 

SUMMARY BY DIVISION 

General Manager 14 13 

Energy Production 258 240 

Energy Delivery 214 217 

Customer Service 127 112 

General Services 23 21 

Technical Support 27 24 


SUMMARY PART-TIME / SEASONAL 

Engineering Technician IV 1 

Planning Specialist I 1 

Meter Technician III 

Energy Production Trainee I 13 3 

Energy Production Trainee II 2 3 

Customer Service Representative I 2 2 

College Interns 5 5 

Co-op Students 4 4 

DCT/BCE Students 7 7 

High School Summer Interns 1 1 


CONTRACT LABOR 17 9 

GENERAL MANAGER 

General Manager 1 1 * 

Deputy General Manager 1 1 * 

Assistant to the General Manager 67 64,730 - 98,010 

Business Operations Manager II-Finance 1 67 64,730 - 98,010 

Business Operations Manager II-Corporate 1 67 64,730 - 98,010 

Budget & Forecasting Manager 1 67 64,730 - 98,010 

Assistant to the General Manager 1 1 60 54,579 - 82,618 

Executive Assistant 1 1 48 40,726 - 61,630 

Process Analyst 1 40 33,509 - 50,710 

Utility Education Representative 1 38 31,907 - 48,298 


General Manager/Pricing & Rates 

Manager of Pricing and Rates 1 1 71 71,365 - 108,077 

Engineer III 1 1 69 67,974 - 102,918 

Electric Utility Analyst 1 1 54 47,133 - 71,365 


General Manager Subtotal 14 13 

E – 228


Actual 



Part Time/Seasonal: 

College Interns 5 5 

Co-op Students 4 4 

DCT/BCE Students 7 7 

High School Summer Interns 1 1 

ENERGY PRODUCTION DIVISION 

Assistant General Manager Production 1 1 * 

Energy Production/Production 

Plant Operations Manager * 

Plant Manager 76 80,642 - 122,034 

Plant Manager-Combined Cycle Operations 1 1 76 

Plant Manager-Units 1, 2, 3 & Peakers 1 1 76 

Supervisor of Chemical Process 1 73 74,922 - 113,464 

Superintendent of Operations 1 71 71,365 - 108,077 

Maintenance Manager 1 1 71 71,365 - 108,077 

Power Production Supervisor 11 11 65 61,630 - 93,330 

Training Supervisor/PPO Foreman 58 51,979 - 78,666 

Power Production Foreman 20 19 58 51,979 - 78,666 

Multi-Craft Operator 22 23 56 49,504 - 74,922 

Laboratory Chemist 1 56 49,504 - 74,922 

Superintendent of Stores & Security 1 54 47,133 - 71,365 

Station Electrician 14 13 54 47,133 - 71,365 

PSM Project Administrator 1 1 54 47,133 - 71,365 

Protective Equipment Specialist II 4 3 54 47,133 - 71,365 

Instrument & Control Specialist 1 1 54 47,133 - 71,365 

Control Center Operator 10 9 54 47,133 - 71,365 

Plant Welder II 10 10 53 45,989 - 69,659 

Plant Mechanic II 20 17 53 45,989 - 69,659 

Instrument & Control Technician II 15 13 51 43,805 - 64,730 

Superintendent of Stores 1 49 41,725 - 63,190 

Plant Mechanic I 1 49 41,725 - 63,190 

Power Plant Technician 4 4 47 39,749 - 60,174 

Power Plant Operator III 41 36 47 39,749 - 60,174 

Power Plant Operator II 11 11 42 35,173 - 53,248 


Inventory Control Specialist 1 1 42 35,173 - 53,248 

Industrial Coatings Foreman 1 1 38 31,907 - 48,298 

Warehouse Operations Technician II 3 3 33 28,246 - 42,765 

Operations Support Technician III 1 1 33 28,246 - 42,765 

Industrial Coatings Specialist 3 33 28,246 - 42,765 



Plant Helper 1 29 25,605 - 38,771 

Account Clerk III 1 29 25,605 - 38,771 




E – 229


Actual 



Energy Production/Business Operations 

Business Operations Manager III 1 1 71 71,365 - 108,077 

Energy Resource Specialist 1 63 58,718 - 88,899 

Business Analyst II 1 1 58 51,979 - 78,666 


Electric Utility Analyst 1 1 54 47,133 - 71,365 




Energy Production/Engineering 

Energy Production Engineering Manager 1 1 78 84,656 - 128,149 

Engineering Supervisor 1 1 74 76,794 - 116,230 


Engineer IV 71 71,365 - 108,077 

Engineer III 4 3 69 67,974 - 102,918 

Supervisor of WFM/Projects 65 61,630 - 93,330 

Power Production Projects Coordinator 1 1 65 61,630 - 93,330 

Power Plant Construction Supervisor 1 1 65 61,630 - 93,330 

Engineering Construction Supervisor 65 61,630 - 93,330 



Regulatory Programs Coordinator 1 1 54 47,133 - 71,365 

Instrument & Control Specialist 2 2 54 47,133 - 71,365 


Plant Mechanic II 1 1 53 45,989 - 69,659 

Maintenance Coordinator 8 8 51 43,805 - 64,730 


Engineering Technician II 1 47 39,749 - 60,174 


Energy Production/Special Projects 

Manager of Special Projects 1 1 78 84,656 - 128,149 


Engineer IV 71 71,365 - 108,077 

Engineer III 2 2 69 67,974 - 102,918 


Energy Production Subtotal 258 240 

E – 230


Actual 



Part Time: 


Energy Production Trainee II 2 3 26 23,816 - 36,026 

Energy Production Trainee I 13 3 22 21,590 - 32,677 

Contract Labor: 


Instrument And Control Tech II 1 51 43,805 - 64,730 

Power Plant Operator I 3 38 31,907 - 48,298 

Equipment Operator III 1 38 31,907 - 48,298 


Laboratory Technician I 1 31 26,894 - 40,726 

Operations Support Tech II 1 1 29 25,605 - 38,771 



Operations Support Worker I 9 14 17,763 - 26,894 

ENERGY DELIVERY DIVISION 

Assistant General Manager-Delivery 1 1 * 

Energy Delivery/Operations 

Delivery Operations Manager 1 1 71 71,365 - 108,077 

System Operations Engineer 1 1 67 64,730 - 98,010 

T&D Supervisor 6 6 65 61,630 - 93,330 

T&D Scheduler 1 2 58 51,979 - 78,666 

Lead T&D Lineperson 11 11 58 51,979 - 78,666 

Electrician Foreman 1 1 58 51,979 - 78,666 

Planning Specialist I 1 1 54 47,133 - 71,365 

Lineman 1/C 35 61 54 47,133 - 71,365 

Electrician 1/C 2 2 54 47,133 - 71,365 

Line Clearance Coordinator 2 2 51 43,805 - 64,730 

Utility Line Inspector 2 2 42 35,173 - 53,248 

Special Equipment Operator 2 2 40 33,509 - 50,710 

Lineman Apprentice 26 40 33,509 - 50,710 

Materials Reclaimer II 1 1 36 30,389 - 45,989 

Traffic Control Foreman 1 1 31 26,894 - 40,726 

Materials Reclaimer I 1 1 29 25,605 - 38,771 

Traffic Control Technician 1 1 22 21,590 - 32,677 

Energy Delivery/System Control & Reliability 

System Control Supervisor 1 1 69 67,974 - 102,918 

Energy Management System (EMS) Supervisor 1 1 71 71,365 - 108,077 

Supervisor of Troublemen 1 1 63 58,718 - 88,899 

Lead Electric System Operator 2 2 63 58,718 - 88,899 

EMS Analyst 1 1 60 54,579 - 82,618 

Electric System Operator 10 12 60 54,579 - 82,618 

Chief Electronics Relay Technician 1 60 54,579 - 82,618 

Troubleman 7 7 56 49,504 - 74,922 

SCADA/EMS Technician 2 1 54 47,133 - 71,365 

Planning Specialist I 1 1 54 47,133 - 71,365 

E – 231


Actual 



Energy Delivery/Engineering 

Energy Delivery Engineering Manager 1 1 78 84,656 - 128,149 



New Development Engineering Supervisor 71 71,365 - 108,077 

Engineer III 4 5 69 67,974 - 102,918 

Engineer II 1 1 65 61,630 - 93,330 

Engineering Technician Supervisor 2 1 60 54,579 - 82,618 


Engineer I 1 1 58 51,979 - 78,666 


Engineering Technician II 1 1 47 39,749 - 60,174 


Energy Delivery/Substation Operations 

Manager of Substation Operations 1 1 78 84,656 - 128,149 



Manager of Advanced Metering 71 71,365 - 108,077 

Engineer III 2 2 69 67,974 - 102,918 

T&D Supervisor 1 1 65 61,630 - 93,330 

Engineer II 1 65 61,630 - 93,330 

Utilities Resource Coordinator 1 1 60 54,579 - 82,618 

Chief Meter Technician 1 1 60 54,579 - 82,618 

Chief Electronics Relay Technician 2 1 60 54,579 - 82,618 


Electrician Foreman 2 2 58 51,979 - 78,666 

Apparatus Repairer Foreman 1 1 56 49,504 - 74,922 

Protective Relay Technician 4 2 54 47,133 - 71,365 

Meter Technician III 3 3 54 47,133 - 71,365 

Electrician 1/C 8 7 54 47,133 - 71,365 

Meter Technician II 2 3 47 39,749 - 60,174 

Apparatus Repairer 1/C 4 4 47 39,749 - 60,174 

Electronic Relay Technician (Apprentice) 2 45 37,835 - 57,304 

Electrician Apprentice 4 4 45 37,835 - 57,304 

Meter Technician I 1 42 35,173 - 53,248 

Industrial Coatings Specialist 2 2 33 28,246 - 42,765 



E – 232


Actual 



Energy Delivery/Business Operations 

Business Operations Manager II 1 1 67 64,730 - 98,010 


Business Analyst I 1 1 54 47,133 - 71,365 


Data Analyst II 1 42 35,173 - 53,248 

IT Support Specialist I 1 40 33,509 - 50,710 

Account Clerk IV 1 33 28,246 - 42,765 



Energy Delivery/Right of Way 

Utilities Right of Way Officer 1 1 58 51,979 - 78,666 

Right of Way Liaison Specialist 1 1 51 43,805 - 64,730 

Energy Delivery Subtotal 214 217 

Part-Time 

Engineering Technician IV 1 58 51,979 - 78,666 

Planning Specialist I 1 54 47,133 - 71,365 

Meter Technician III 54 47,133 - 71,365 

CUSTOMER SERVICE DIVISION 

Assistant GM Customer Service 1 1 * 

UMS Coordinator 1 65 61,630 - 93,330 

Quality Assurance Manager 1 1 56 49,504 - 74,922 


Customer Service/Energy & Business Services 

Manager of Energy & Business Services 71 71,365 - 108,077 

Product Manager 1 1 63 58,718 - 88,899 

Senior Account Executive 1 1 54 47,133 - 71,365 

Account Executive 2 2 49 41,725 - 63,190 

Energy Analyst II 3 45 37,835 - 57,304 


Customer Service Representative II 1 29 25,605 - 38,771 

Customer Service/Call Center 

Call Center Manager 1 1 58 51,979 - 78,666 

Customer Service Trainer 1 1 54 47,133 - 71,365 


Commercial Account Specialist 4 29 25,605 - 38,771 




E – 233


Actual 



Customer Service/Field Services 

Manager of Field Services 1 1 58 51,979 - 78,666 

Field Services Supervisor 1 1 47 39,749 - 60,174 

Energy Analyst II 3 45 37,835 - 57,304 

Energy Diversion Investigator 2 2 40 33,509 - 50,710 

Field Services Coordinator 1 1 40 33,509 - 50,710 

Meter Service Worker 12 12 38 31,907 - 48,298 

Meter Reading Coordinator 2 2 38 31,907 - 48,298 

Meter Reader 20 20 29 25,605 - 38,771 


Customer Service Representative I 1 24 22,693 - 34,320 


Customer Service/Billing and Collections 

Revenue Manager 1 1 60 54,579 - 82,618 






Customer Service Subtotal 127 112 

Part Time/Seasonal: 

Customer Service Representative I 1 1 

GENERAL SERVICES DIVISION 

Associate General Manager - General Services 1 1 * 

Employee Program Specialist 1 1 36 30,389 - 45,989 

General Services/Contract Services 

Contracts Manager 1 1 67 64,730 - 98,010 

Supervisor of Administrative Services 1 1 47 39,749 - 60,174 

Contract Analyst 1 1 33 28,246 - 42,765 


Mail Clerk II 1 1 29 25,605 - 38,771 


Mail Clerk I 1 1 24 22,693 - 34,320 


Account Clerk I 2 2 24 22,693 - 34,320 

General Services/Utility Employee Programs 

HR Generalist 1 47 39,749 - 60,174 

Office Associate II 1 29 25,605 - 38,771 

E – 234


Actual 



General Services/Safety & Training 

Manager of Safety & Training 1 71 71,365 - 108,077 

Senior Lineman Trainer 1 1 58 51,979 - 78,666 

Operator Safety and Training Specialist 1 1 58 51,979 - 78,666 

Lineman Trainer 1 1 56 49,504 - 74,922 

Training Specialist 2 2 54 47,133 - 71,365 

Training/School-to-Work Coordinator 1 49 41,725 - 63,190 


General Services/Legislative & Regulatory 

Manager of Legislative & Regulatory Relations 1 1 63 58,718 - 88,899 

General Services Subtotal 23 21 

TECHNICAL SUPPORT DIVISION 

Associate General Manager - Technical Support 1 1 * 

Power Pool Coordinator 1 67 64,730 - 98,010 


Technical Support/System Planning 

Manager of System Planning 1 1 78 84,656 - 128,149 

Manager of Electric System Compliance 71 71,365 - 108,077 

Engineer III 3 3 69 67,974 - 102,918 

Engineer II 1 65 61,630 - 93,330 

Energy Resource Specialist 1 1 63 58,718 - 88,899 

Utility Risk Manager 1 63 58,718 - 88,899 

Planning Specialist III 2 2 63 58,718 - 88,899 

Engineer I 2 2 58 51,979 - 78,666 

Alternative Energy Coordinator 1 51 43,805 - 64,730 


Technical Support/IT Resources 

Manager of LE IT Resources 1 65 61,630 - 93,330 

Technical Support/Fuel Purchasing 

Wholesale Energy&Fuels Mgr 1 1 76 80,642 - 122,034 

Manager of Fuels 76 80,642 - 122,034 

Energy Resource Specialist 2 1 63 58,718 - 88,899 

Fuels Coordinator 2 2 60 54,579 - 82,618 


Statistician 2 1 33 28,246 - 42,765 

E – 235


Actual 



Technical Support/Wholesale Energy 

Manager of Wholesale Energy 69 67,974 - 102,918 

Technical Support/Environment Permitting 

Manager of Environmental Affairs 1 71 71,365 - 108,077 

Engineer III 1 1 69 67,974 - 102,918 

Environmental Coordinator 1 1 71 71,365 - 108,077 

Alternative Energy Coordinator 1 51 43,805 - 64,730 


Technical Support Subtotal 27 24 

E – 236


Capital Improvement Plan ............................................................................................Section—F 

Introduction....................................................................................................................F-2 

Transportation ............................................................................................................... F-4 

Public Improvement .................................................................................................... F-10 

Downtown Community Redevelopment Area .......................................................... F-20 

Mid-Town Community Redevelopment Area............................................................ F-21 

Dixieland Community Redevelopment Area............................................................. F-23 

Parking ......................................................................................................................... F-24 

Lakeland Center........................................................................................................... F-25 

Lakeland Linder Regional Airport.............................................................................. F-26 

Solid Waste .................................................................................................................. F-29 

Stormwater................................................................................................................... F-30 

Oakhill Cemetery Fund ............................................................................................... F-33 

Wastewater Utility........................................................................................................ F-34 

Water Utility.................................................................................................................. F-41 

Electric Utility............................................................................................................... F-48 

F-1 Fiscal Year 2008 Annual Budget

Introduction 

The City’s 10-year CIP includes various fund types and balances. They are listed below with their Fiscal 

Year 2008 - 2017 budget request totals. 

The CIP was developed from departmental requests. These requests are based upon known 

operational and project needs. They are also based upon the City’s Comprehensive Master Plan as well 

as master plans developed for certain core services provided by the City. 

Transportation Fund $ 88,579,459 

Public Improvement Fund 140,983,211 

Lakeland CRA Fund 20,213,141 

Mid-Town CRA Fund 30,559,119 

Dixieland CRA Fund 3,199,084 

Parking Fund 1,158,317 

Lakeland Center Fund 3,847,800 

Airport Fund 7,281,516 

Solid Waste Fund 719,264 

Stormwater Fund 39,465,108 

Cemetery Fund 400,000 

Wastewater Fund 112,309,680 

Water Fund 49,099,311 

Lakeland Electric Fund 778,315,257 

The CIP requests for Fiscal Year 2008 totals $127,608,583. This amount is comprised of the following 

amounts by Fund: 

Transportation Fund $ 10,421,261 

Public Improvement Fund 16,296,543 

Lakeland CRA Fund 1,749,478 

Mid-Town CRA Fund 3,226,944 

Dixieland CRA Fund 434,900 

Parking Fund 555,333 

Lakeland Center Fund 700,000 

Airport Fund 767,921 

Solid Waste Fund 540,878 


Cemetery Fund 138,200 

Wastewater Fund 19,448,283 

Water Fund 6,271,591 

Lakeland Electric Fund 61,136,952 


Introduction 

An informal CIP review committee was formed to review requests for changes or additions. This committee 

consists of representatives from the City Manager’s office, the Finance Department and the requesting 

department. 

The request process begins each year when all departments are asked to complete an automated needs 

assessment worksheet. This worksheet compiles information about the requesting party, justification for the 

project or equipment, the amount(s) required, dates(s) required, implications of not proceeding with the 

request and any sources of revenue associated with funding the request. 

The CIP is developed using the following guidelines: 

• A capital improvement project is defined as a major construction expansion, purchase or major 

repair/replacement of buildings, infrastructure or other property which has an estimated total 

expenditure of $25,000 or more. 

• Except for emergency repairs, capital improvements are programmed and scheduled based 

upon the City’s projected financial ability to purchase and maintain the capital project or 

equipment. 

Funding for capital expenditure items will come from the following sources: 

• Current year revenues from the Public Improvement Fund, Transportation Fund, 

Stormwater Fund, Mid-Town CRA Fund, Dixieland CRA Fund, Lakeland CRA Fund 

Parking Fund, Cemetery Fund, Solid Waste Fund, Electric Fund, Water Fund, Wastewater 

Fund, Lakeland Center Fund, Airport Fund, Golf Course Fund. 

• Electric, Water and Wastewater Revenue Bonds - the Electric and Water/Wastewater 

funds are operated by balancing total revenues and total expenditures/expenses. Revenue 

bonds are issued for reasons such as increasing plant capacity, expanding a distribution 

system or to upgrade the existing system. These bonds are always secured 

by the utility’s revenue stream. 

• Variable Rate Debt – this source of revenue is used to purchase capital items or 

develop projects through the Sunshine State Governmental Financing Commission with 

a contractual obligation specifying payment terms, including principal and interest to be 

paid over a period of time. 

• Equity/Surplus Financing - This source of revenues are derived from surpluses 

generated in each fund annually. By using accumulated surpluses, the city avoids 

paying interest on monies borrowed. 

The adopted 10-year CIP provides the necessary components of a comprehensive plan. It is updated 

annually as needs and priorities change within the City’s large physical plant. 

In summary, the City’s capital improvement plan is an economical and responsible financial plan to ensure 

quality public services today and in the future. 


TRANSPORTATION 

CAPITAL IMPROVEMENT PLAN 

ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 

BUDGET PROPOSED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 

REVENUES: 

State Revenue Sharing Gas Tax - 8th cent 2,700,000 2,714,000 2,728,000 2,742,000 2,756,000 2,770,000 2,784,000 2,798,000 2,812,000 2,826,000 2,840,000 

Local Option Gas Tax - 5 cents 1,650,000 1,658,000 1,666,000 1,674,000 1,682,000 1,690,000 1,698,000 1,706,000 1,715,000 1,724,000 1,733,000 

Local Option Gas Tax - 6 cents 906,000 911,000 916,000 921,000 926,000 931,000 936,000 941,000 946,000 951,000 956,000 

Local Option Gas Tax - 9th cent 500,000 503,000 506,000 509,000 512,000 515,000 518,000 521,000 524,000 527,000 530,000 

Investments & Earnings 116,944 116,441 116,837 131,887 147,037 147,532 148,027 148,522 149,033 149,545 150,056 

Special Assessments - Alleys, Sts & Sidewalks 10,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

Rental Income-Florida/Harden E/W Connector 5,927 

Impact Fees - District 1 2,569,200 1,950,000 550,000 550,000 1,589,818 450,000 

Impact Fees - District 2 4,624,561 400,000 600,000 600,000 600,000 600,000 700,000 700,000 700,000 700,000 700,000 

Impact Fees - District 3 280,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 

Bond Issue - East-West Connector 9,000,000 

Internal Loan - East-West Connector 12,500,000 

Cnty Grant - E-W Connector (Applied to prin) 1,000,000 1,500,000 1,500,000 

Fed Grant - E-W Connector (Applied to prin) 4,000,000 

Bond Issue - Waring Road 4,500,000 

OTTED Grant - Fairbanks/Bella Vista 1,757,090 

FDOT Grants: 

Intown Bypass Park & Ride 185,709 

Socrum Loop / I-4 Interchange 450,000 

Wabash / Sloan Sidewalk (GJ Blvd) 210,705 

Lime Street Two-Way Conversion 497,797 

Robson Street Neighborhood Sidewalks 76,462 

Granada Street Intersection Improvement 81,544 

Edgewood Intersection Improvement 73,158 

Imperial Street Intersection Improvement 48,897 

Sidewalk Impr - Bartow Rd & Main St. 275,000 

JPA for Intown Bypass Phase 2 714,998 

Closing Streets & Alleys 48,742 

Transfer from CRA 14,532 

Oxford Lumber Company 350,000 

Developer Contributions 60,000 

Polk County Interlocal-AZ Park Rd 190,648 

Unappropriated Surplus 6,619,988 523,820 (220,416) (428,684) (184,584) 64,921 (543,755) 41,998 (459,513) 225,975 (473,536) 

TOTAL REVENUES 42,517,902 10,421,261 22,007,421 6,844,203 8,173,270 6,863,453 6,835,272 7,001,520 6,531,520 7,248,520 6,580,520 

F – 4



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


EXPENSES: 

Facilities Projects 30,000 200,000 

Sidewalk Projects 1,293,990 963,000 1,048,000 881,250 919,000 1,000,000 1,025,000 1,050,000 1,075,000 1,100,000 1,125,000 

Street Resurfacing and Sealing 2,325,000 2,685,000 2,224,000 2,274,000 2,439,000 3,039,000 2,439,000 2,589,000 2,564,000 2,614,000 2,764,000 

Street Improvements 27,758,084 2,425,000 16,464,520 1,364,520 1,414,520 1,364,520 1,479,520 1,889,520 1,494,520 2,159,520 1,389,520 

Impact Fee Projects - District 1 2,569,200 1,950,000 550,000 550,000 1,589,818 450,000 

Impact Fee Projects - District 2 4,624,561 400,000 600,000 600,000 600,000 600,000 700,000 700,000 700,000 700,000 700,000 

Impact Fee Projects - District 3 280,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 

Traffic Operations Projects 457,194 415,000 240,000 240,500 265,000 326,000 327,000 328,000 328,000 330,000 332,000 

Miscellaneous Improvements 1,242,154 302,000 451,968 205,000 547,000 205,000 130,000 205,000 130,000 205,000 130,000 

Contributions to Other Funds 1,967,719 1,141,261 258,933 388,933 258,933 188,933 144,752 100,000 100,000 

TOTAL EXPENSES 42,517,902 10,421,261 22,007,421 6,844,203 8,173,270 6,863,453 6,835,272 7,001,520 6,531,520 7,248,520 6,580,520 

UNAPPROPRIATED SURPLUS: 

Beginning Balance 8,630,998 2,011,010 1,487,190 1,707,606 2,136,290 2,320,875 2,255,954 2,799,709 2,757,711 3,217,225 2,991,250 

Sources/(Uses) (6,619,988) (523,820) 220,416 428,684 184,584 (64,921) 543,755 (41,998) 459,513 (225,975) 473,536 

Ending Balance 2,011,010 1,487,190 1,707,606 2,136,290 2,320,875 2,255,954 2,799,709 2,757,711 3,217,225 2,991,250 3,464,786 

FACILITIES PROJECTS: 

C&M Sewer Lift Station & Force Main Upgrade 30,000 200,000 

TOTAL FACILITIES PROJECTS 30,000 200,000 

SIDEWALK PROJECTS: 

Sidewalk Repair & Replacement (includes ADA 248,496 700,000 725,000 750,000 775,000 800,000 825,000 850,000 875,000 900,000 925,000 

George Jenkins Blvd. Sidewalk 392,877 

Robson Street Neighborhood 107,377 

N. Socrum Loop Rd. Sidewalk 92,195 

2nd St. - Lincoln Ave. to Omohundro Ave. 21,758 

New Jersey Rd - Bartow Rd. to Crystal Lake Dr 49,000 

Main Street / Lake Beulah Dr to Central Avenue 57,000 

Sidewalk Contingency - Developer Contrib. 6,694 

Bartow Rd. & Main Street 275,000 

Kennedy Blvd., Williamstown Blvd. to Sleepy H 26,805 

Lake Hollingsworth Dr., Buckingham to Clevela 16,788 

Old Combee Road (N. Socrum Lp. Rd./SR 33) 144,000 

Commerce Point Dr. (A-Z Park Rd.) 18,000 

Highland Dr. from Old 37 to S. Florida Ave. 40,000 

New Jersey Rd., Shorewood Pl to Waterford Dr 61,000 

SR 33 (Old Combee Rd/N. Socrum Loop Rd) 203,000 

Central Ave Sidewalk-Sikes Blvd. to Ruby St. 105,000 

Lakeshore Dr. Sidewalk-Memorial Bl. to Parker 15,000 

F – 5



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Parkview Pl - Lakeland Hills to W. Lake Parker 43,750 

Deter Rd. from Hallam Dr. to Lake Miriam Dr. 87,500 

Skipper Place, Glendale St. to Regency Apts. 17,000 

Pablo Street & Windsor Street Sidewalks 37,000 

Sidewalks for Collector Streets 90,000 200,000 200,000 200,000 200,000 200,000 200,000 

TOTAL SIDEWALK PROJECTS 1,293,990 963,000 1,048,000 881,250 919,000 1,000,000 1,025,000 1,050,000 1,075,000 1,100,000 1,125,000 

STREET RESURFACING AND SEALING PROJECTS: 

Street Resurfacing and Sealing 1,500,000 2,500,000 2,139,000 2,189,000 2,239,000 2,289,000 2,339,000 2,389,000 2,439,000 2,489,000 2,539,000 

Pavement Markings 75,000 85,000 85,000 85,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 

Edgewood Resurfacing (U.S 98 South to New J 450,000 

Socrum Loop Road Resurfacing 300,000 650,000 

Pavement Management Information System 100,000 100,000 100,000 100,000 

TOTAL STREET RESURFACING PROJECTS 2,325,000 2,685,000 2,224,000 2,274,000 2,439,000 3,039,000 2,439,000 2,589,000 2,564,000 2,614,000 2,764,000 

STREET SWEEPING PROJECTS: 

Street Sweeping Disposal 

STREET IMPROVEMENT PROJECTS: 

Undesignated Projects 34,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Alley Maintenance & Improvements 50,000 50,000 50,000 50,000 50,000 50,000 75,000 75,000 75,000 75,000 75,000 

Edgewood Dr. Widening - Debt Service, City sh 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Intersection Impr - Beacon / Lincoln / Harden / S 1,061,270 

N. Combee Road Intersection Realignment 46,914 

Fairbanks Street Improvement 1,782,089 

Intown Bypass Park & Ride - FDOT #005629 352,724 

Brunnell Pkwy / G.Jenkins Blvd Intersection Imp 41,226 

Lime Street - Two Way Conversion 809,880 

Cleveland Heights Blvd. Drainage Modifications 68,509 

A-Z Park Road Improvements 998,923 

Imperial Blvd / S. Florida Ave. Intersection Impr 47,897 

Edgewood Dr. at Lkld Highlands Intersection Im 74,758 

Granada St. @ Lakeland Hills Blvd. Intersection 80,874 

Robson Street Improvement and Bridge Replac 195,000 

Martin Luther King, Jr. Blvd. 7,341 

Medulla / Waring Road Imps. 22,222 

Sleepy Hill Road - 98 to Kathleen Rd. (4-lane) 2,827,411 

F – 6



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


FDOT-Rd Impr Socrum Loop Rd/I-4 Interchang 450,000 

Socrum Loop Intersection Improvements 16,000 

FDOT- Joint Project Agreement for Lakeland In 714,998 

South Florida Avenue/Dixieland Drainage Imps 275,000 375,000 

Webster Avenue 114,000 75,000 

Downtown Brick Crosswalks 275,000 160,000 100,000 

East-West Connector 12,312,048 9,000,000 

East-West Connector (Grant rev applied to prin 5,000,000 1,500,000 1,500,000 

East-West Connector (Debt Service on Bond) to 2028 753,114 753,114 753,114 753,114 753,114 753,114 753,114 753,114 753,114 

N. Florida Ave. Median Improvements at Peach 115,000 

Waring Road Extension 4,500,000 

Waring Road Extension (City share of debt service) 411,406 411,406 411,406 411,406 411,406 411,406 411,406 411,406 411,406 

Churchhill Ave. Improvement 50,000 

Hallam Dr. @ Lakeland Highlands Rd. Intersect 90,000 

Robson Road Street Improvement 500,000 

Massachusetts Avenue Beautification 105,000 770,000 

TOTAL STREET IMPROVEMENT PROJECTS 27,758,084 2,425,000 16,464,520 1,364,520 1,414,520 1,364,520 1,479,520 1,889,520 1,494,520 2,159,520 1,389,520 

TRANSPORTATION IMPACT FEE PROJECTS: 

District 1: 

In-Town-By-Pass - Bartow Rd to George Jenkin 199,637 

Sleepy Hill Road - 98 to Kathleen Rd. (4-lane) 1,090,864 

Sleepy Hill - Debt Service on City Share 450,000 550,000 550,000 550,000 1,589,818 450,000 

Carpenter's Way Imp. (Corporate to Wedgewoo 528,699 

North Lakeland Eastern Connector Study 300,000 

Fairbanks Street Improvement 1,400,000 

District 2: 

Airport Southside Access - Medulla Road 18,316 

Beacon/Lincoln Intersection Improvements 1,325,000 

Waring Road Extension 2,906,744 

Waring Road Extension (Impact Fee share of debt service) 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

East-West Connector 374,501 400,000 400,000 400,000 400,000 400,000 500,000 500,000 500,000 500,000 500,000 

District 3: 

Lk. Miriam Dr. (S.R. 37. - Cleveland Heights Blv 140,000 

Debt Service - Edgewood Dr Widening (Paid in 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 

TOTAL TRANS. IMPACT FEE PROJECTS 7,473,761 2,490,000 1,290,000 1,290,000 2,329,818 740,000 1,290,000 840,000 840,000 840,000 840,000 

ASSESSED STREET, ALLEY & SIDEWALK PROJECTS: 

Undesignated 

TOTAL ASSESSED STREET, ALLEY & 

SIDEWALK PROJECTS 

F – 7



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


TRAFFIC PROJECTS: 

Traffic Calming Projects 57,480 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Undesignated Projects 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

Traffic Sign Rehabilitation 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Pedestrian Safety Awareness Campaign 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 

ITS Maintenance 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 

Flashing Signal Upgrades 60,000 60,000 60,000 60,000 60,000 

Illuminated Overhead Street Sign Program 10,000 

New York Avenue 2-Way Conversion 71,914 

ITS Video Wall Expansion 25,000 

Directional Median Cleveland Hgts @ Glendale 46,800 

Rebuild Traffic Signal Edgewood Dr @ New Jer 106,000 

Rebuild Traffic Signal-Edgewood @ Lkld Highla 120,000 

Re-build Fire Station 4 Signal 20,000 

Video Expansion 20,000 

FSC Flashing Beacon Replacement 40,000 

Painting of Traffic Signal Structures 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 

Light Emitting Diode (LED) Signal lamp replace 25,000 25,500 50,000 51,000 52,000 53,000 53,000 55,000 57,000 

Socrum Loop Rd @ Old Combee Rd Traffic Sig 120,000 

MLK @ 5th St Traffic Signal Re-Build 120,000 

Ingraham Av @ Rose St Traffic Signal Re-Build 120,000 

Ingraham Av @ Parker St Traffic Signal Re-Bui 120,000 

Ingraham Av @ Main St Traffic Signal Re-Build 120,000 

Parker St @ Evelyn Av Traffic Signal Re-build 120,000 

TOTAL TRAFFIC PROJECTS 457,194 415,000 240,000 240,500 265,000 326,000 327,000 328,000 328,000 330,000 332,000 

MISCELLANEOUS IMPROVEMENT PROJECTS: 

Survey for Citywide GIS Database 34,000 52,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 

Contingency 91,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Equipment Leases 22,113 

Fleet Maintenance Parking Lot 28,703 

General Office Help 8,001 

Emergency Generator Power Supply 108,337 

Oxford Lumber Company purchase 950,000 321,968 

Replacement Cement Silo 75,000 

Concrete Crushing 75,000 75,000 75,000 75,000 75,000 

Tigertown - Resurface Parking Lot 225,000 

Sikes Blvd. Bridge Recoating 192,000 

TOTAL MISC. IMPROVEMENT PROJECTS 1,242,154 302,000 451,968 205,000 547,000 205,000 130,000 205,000 130,000 205,000 130,000 

F – 8



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


CONTRIBUTIONS TO OTHER FUNDS: 

Transfer to General Fund (C&M Employees) 112,551 115,928 

Transfer to General Fund (Street Lighting) 300,000 300,000 


Parking System: 

Orange Street Garage 270,000 130,000 

Main Street Garage 180,000 

Debt service - Verizon property (10 yr Int. loa 88,933 88,933 88,933 88,933 88,933 88,933 44,752 

Contribution for new Parking Garage 

Munn Park Surface Parking Lot Paving 13,500 

Radio System Expansion - Public Safety 735 

Parking Lots 16,400 

Miscellaneous Parking Projects 18,000 

Main St Garage Lighting 11,000 

Security Cameras Main Street Garage 24,000 

Multi Space Parking Meters 24,000 

Debt Service - Lake Mirror Park 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Transfer to Mid-town CRA - Internal Loan Hope 70,000 70,000 70,000 70,000 70,000 

TOTAL CONTRIB. TO OTHER FUNDS 1,967,719 1,141,261 258,933 388,933 258,933 188,933 144,752 100,000 100,000 


F – 9

PUBLIC IMPROVEMENT 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

LRMC Lease Payments 10,060,000 10,085,000 10,110,000 10,135,000 10,160,000 10,185,000 10,210,000 10,235,000 10,260,000 10,285,000 10,310,000 

Investment Earnings 380,000 300,000 341,213 342,056 342,900 343,744 344,588 345,431 346,275 347,119 347,963 

Miscellaneous Grant Revenues: 

Beautification Grants (50%) 399,793 

Polk County School Board - Freedom Park 500,000 

FRDAP Grants 321,764 400,000 200,000 

Rotary Club - Common Ground 300,000 

Kaliedescope / Common Ground 567,000 

PCMSTU - Common Ground 100,000 

PCMSTU - Cypress Youth Complex 100,000 

FDOT JPA - Fort Frasier Trail 1,581,012 

FDOT JPA - Highland City Intermodal Transfer 348,218 

FDOT-LAP Landscape I-4 and Hwy 98 (100%) 742,609 

FDOT-I4 & Memorial Blvd Bridge Beautification 200,000 

FDOT-I4 & Kathleen Interchange Landscape 300,000 

FDOT Intermodal Connector - Phases I & II 149,498 

Intown Bypass Beautification Grant (100%) 95,539 

Sale of Capital Assets: 

Sale of Land - Fridovich Property 675,000 

Sale of Land - LPD Impound Lot 150,000 

Miscellaneous Internal Loans: 

Kelly Recreation A/C & Expansion (6 years) 

Transfers From: 

Transportation Fund 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Impact Fee Fund: 

Parks & Recreation 633,671 1,025,000 125,000 109,532 1,000,000 500,000 750,000 

Police 180,500 825,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 

Lake Mirror Park: 

Internal Loan - Lake Mirror Park 260,663 

CRA contribution to debt service 250,000 250,000 350,000 350,000 350,000 350,000 350,000 350,000 

Marchant Stadium Expansion Revenues: 

State of Florida - Office of Tourism 466,668 466,668 466,668 466,668 466,668 466,668 466,668 466,668 466,668 

Polk County Tourist Development Council 192,685 192,685 192,685 192,685 192,685 192,685 192,685 192,685 192,685 

Detroit Tiger - Commissions 234,797 234,797 234,797 234,797 234,797 234,797 234,797 234,797 234,797 

Detroit Tiger - Commissions-seating loan (Paid 55,470 55,470 55,470 55,470 55,470 55,470 55,470 55,470 55,470 55,470 

F – 10



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Library Revenues: 

County Library Cooperative 448,801 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

County Library Cooperative - E-Library 246,156 

Fire Department Revenues: 

Fire Protection Fees 261,543 261,543 222,312 222,312 200,000 200,000 175,000 175,000 175,000 175,000 175,000 

Transfer from Imp. Fee Fund 170,500 200,000 200,000 325,000 325,000 325,000 325,000 364,301 300,000 1,042,950 300,000 

Nextel Antenna Tower Lease 22,500 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 

Surplus Furniture & Equipment 17,396 

Contributions / Reimbursements 12,000 

Bond Proceeds - NE Recreation Complex 9,000,000 

Unappropriated Surplus - Used / (Generated) 6,520,174 553,379 (676,472) (65,613) (1,129,688) 585,618 615,910 494,872 (1,088,120) 637,299 (62,643) 


EXPENSES: 

Parks 13,772,239 4,782,620 4,433,372 3,540,531 3,937,632 4,047,654 4,138,147 4,208,147 2,896,159 415,470 1,295,000 

FDOT Enhancement Program 548,520 

Recreation 779,102 2,151,745 714,745 393,745 523,745 11,570,802 2,683,302 2,582,002 2,382,994 2,522,057 1,440,000 

Parks & Recreation Impact Fee Projects 632,171 1,025,000 125,000 109,532 1,000,000 500,000 750,000 

Library 451,500 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

Police Department 1,346,228 1,082,000 175,000 2,325,000 700,000 270,000 217,000 150,000 150,000 150,000 150,000 

Fire Department 1,124,794 1,089,260 1,093,635 1,206,585 1,108,460 1,114,185 1,123,685 1,016,586 950,000 4,325,000 625,000 

Non-Departmental 1,559,442 1,615,918 1,639,921 1,054,814 1,094,814 1,009,814 775,161 800,331 674,000 680,000 696,000 

Contributions to Other Funds 5,362,962 4,350,000 3,920,000 4,017,700 4,113,181 4,206,526 4,312,822 4,437,157 4,519,622 4,630,310 7,044,320 



Beginning Balance 8,679,987 2,159,813 1,606,434 2,282,906 2,348,519 3,478,208 2,892,589 2,276,679 1,781,808 2,869,928 2,232,629 

Sources/(Uses) (6,520,174) (553,379) 676,472 65,613 1,129,688 (585,618) (615,910) (494,872) 1,088,120 (637,299) 62,643 

Ending Balance 2,159,813 1,606,434 2,282,906 2,348,519 3,478,208 2,892,589 2,276,679 1,781,808 2,869,928 2,232,629 2,295,272 

F – 11



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


EXPENSES: 

PARKS: 

Beautification Projects (Partial Grant & 100% City Funded): 

Neighborhood Beautification 63,185 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

St. Beautification Design Consult Fees 30,499 

Beautification Projects (50% Grants): 

Memorial Boulevard 600,000 

Beautification Projects (100% Grants): 

I-4 and U.S. 98 North 742,609 

Landscape 92 to Iowa (Memorial Blvd III) 66,358 

Landscape Iowa to W Lk Parker (Memorial Blvd 33,435 

FDOT-I4 & Kathleen Interchange Landscape 300,000 

I-4 & Memorial Bridge Beautification 200,000 

Bryant Stadium Complex: 

Henley Field Structural Inspections 15,000 

Henley Field - Replace Net and Bullpen Lights 150,000 

Henley Field - Locker Room & Batting Cage 80,000 

Common Ground Park: 

Park Construction 10,025 600,000 900,000 

Crystal Grove Park: 

Playground Replacement 120,000 

Cypress Youth Complex: 

Construction ($2.3m City & $500k Imp Fees) 370,752 944,248 985,000 

Dobbins Park: 


Freedom Park: 

Park Construction 1,266,925 

Horney Park: 

Playground 60,000 

Jackson Park: 

Playgound Renovation 513,475 80,000 

Lake Bonny Community Park: 

Park Land Debt Service 104,000 

Boardwalk (Impact Fees, Grant & City) 25,352 


Lake Hollingsworth: 

Park Restrooms Addition 100,000 

Lake Mirror Park: 

Hollis Gardens Sidewalk Lighting 95,000 

Regency Hotel - Internal Loan Subsidy (Paid 20 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Lake Mirror Park - Construction 5,735,230 750,000 

Lake Mirror Park - Debt Service (Paid 2015) 635,057 1,000,000 1,000,000 2,000,000 2,250,000 2,250,000 2,500,000 2,500,000 868,012 

Internal Loan - Motel ($450,000 for 10 years @ 59,485 59,485 59,485 59,485 59,485 59,507 

Purchase Nally Property ($2,500/mo. for 15 yea 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 

Barnett Park Playground Replacement 200,000 

Lake Mirror Loggia 125,000 

Tent Magnolia Building for Termites 30,000 

Replace Wood Floor in Magnolia Building 70,000 

F – 12



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Lake Parker Park: 

Bathroom Renovations 100,000 


Dog Park 75,000 

Marchant Stadium: 

Expansion - Debt Service (To 2015) 882,070 894,150 894,150 894,150 894,150 894,150 894,150 894,150 894,150 

Expansion - Debt Service (To 2015) City Share 28,527 28,527 28,527 28,527 28,527 28,527 28,527 28,527 28,527 

Seating - Int. Loan Debt Service (To 2016) 67,550 55,470 55,470 55,470 55,470 55,470 55,470 55,470 55,470 55,470 

Marchant Stadium Structural Survey 5,000 5,000 5,000 

Stadium Scoreboard - Debt Service 45,740 45,740 45,740 22,899 

Miami Park: 


Peterson Park: 


Sertoma Park: 

Picnic Shed Replacement 40,000 

Park Renovation 55,000 

Tigertown: 

Stadium Facility Improvements 80,000 50,000 50,000 

Minor League Field Fencing 85,000 

Hanger #3 Renovations 100,000 

H.V.A.C. Retrofit 200,000 

Washington Park: 


Webster Park: 

Resurface Basketball Court 25,000 


Westside / Southwest Complexes: 

S.W./W.S. Complexes-Bathroom Upgrade 55,000 

Southwest Complex - Clubhouse Remodel 125,000 

Westside Complex Concession Stand Rehab 125,000 

Woodlake Park: 


Irrigation Projects: 

Centralized Irrigation System 50,000 50,000 

Sportsfield Projects: 

Sports Field Lighting Upgrade 175,000 

Sports Complex Scoreboard Replacement 50,000 

Sports Field Lighting Replacement 150,000 

F – 13



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Miscellaneous Parks Projects: 

Park Consultant Design Services 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 30,000 30,000 30,000 

Fort Fraser Trail 1,574,532 

In-Town Bypass Maintenance 5,175 

Harden Blvd Median South of Beacon 11,778 

Landscape Harden @ Lakeside Village Mall 35,480 

Nursery Greenhouse and Facilities 55,000 

Pavement Mgmt System - (Re-pave Park Paths 50,000 50,000 50,000 50,000 50,000 

Holiday Decorations 50,000 50,000 

Lake Hunter Boat Ramp Picnic Pavilion 35,000 

Interlachen Park - Camellia Garden 50,000 

Bartow Highway Railroad Planting 30,000 

Parks Signage Upgrade - City Wide 35,000 

Southside Maintenance Facility 700,000 

TOTAL PARKS 13,772,239 4,782,620 4,433,372 3,540,531 3,937,632 4,047,654 4,138,147 4,208,147 2,896,159 415,470 1,295,000 

FDOT ENHANCEMENT PROGRAM (10%): 

Intermodal Connector Projects: 

Intermodal Transfer Center (Highland City) 400,022 

Intermodal Connector - 1 148,498 

TOTAL FDOT ENHANCEMENT PROGRAM 548,520 

F – 14



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


RECREATION: 

Coleman Bush Building: 

Building Renovation ($2,000,000 total project) 1,600,000 

Kelly Recreation Complex: 

Kelly Rec - A/C & Expansion (City share of $1 525,000 

D/S - Kelly Rec A/C & Exp (City Share) 

Kelly Rec - Replace Weight Room Equipment 40,000 

Gandy/Kelly Rec Painting & Repair 60,000 

Kelly Rec - Tennis Courts Relighting 120,000 

Gandy Pool Gas Heater Replacement 40,000 

Gandy & Simpson / Lane Lines 42,000 

Gandy & Simpson Pools - Shade Awnings 30,000 

Kelly Rec - Playground 85,000 

Kelly Rec - Fence Tennis Courts 35,000 

Gandy - Air / Heat Installed in Locker Rooms 52,000 

Gandy Pool Deck Repair and Upgrade 90,000 

Lake Mirror Center: 

Update Theater Lighting 47,000 

Replace Theater Ceiling/Asbestos Removal 200,000 

Theater Seat Replacement 160,000 

Sound System Improvements 26,000 

Furniture Replacement 99,500 

Northeast Recreation Complex: 

Construction (9 million City + 1.5 million Impact 9,000,000 

Debt Service - NE Rec Complex (5 years) 2,122,057 2,122,057 2,122,057 2,122,057 2,122,057 

Debt Service - Rec Complex Property 143,745 143,745 143,745 143,745 143,745 143,745 143,745 143,745 35,937 

Simpson Park: 

Simpson Park Land Acquisition 35,000 

Pool Deck Repair 90,000 

Replace Weight Room Equipment 40,000 

Bathroom Renovation 65,000 

Roof Replacement 150,000 


Gas Heater/Pool Blankets 165,000 

Steel Outer Perimeter Fence 80,000 

Simpson Park Pool Resurfacing 175,000 

Expansion of Community Center 1,200,000 

Veterans Park: 

Park Renovations 730 

Overlaying Tennis Courts with 1" asphalt 56,000 56,000 75,000 75,000 

Miscellaneous Recreation Projects: 

Renovate Buildings and Playgrounds 109,627 100,000 100,000 100,000 100,000 100,000 100,000 150,000 150,000 150,000 150,000 

Pool & Vacuum Pump, Valve Replacements 34,200 

TOTAL RECREATION 779,102 2,151,745 714,745 393,745 523,745 11,570,802 2,683,302 2,582,002 2,382,994 2,522,057 1,440,000 

F – 15



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


P&R IMPACT FEE PROJECTS: 

District 1: 

Freedom Park 1,807 

Simpson Park Football Field 1,697 

Impact Fee Study 12,500 

Coleman Bush expansion 400,000 

NE Rec Complex 1,000,000 500,000 

District 2: 

Westside Complex - Walking Path 4,125 

Westside Park Picnic Pavilions 2,566 

Southwest Park - Playground 1,426 

Common Ground 120,550 


Capital & DS - Kelly Rec A/C & Expansion (Imp 475,000 125,000 125,000 109,532 

Cypress Youth Complex 500,000 750,000 

TOTAL P&R IMPACT FEE PROJECTS 632,171 1,025,000 125,000 109,532 1,000,000 500,000 750,000 

LIBRARY: 

Co-op Funded Projects: 

Future Expansion Reserve 73,538 131,000 165,000 175,000 182,000 160,000 150,000 150,000 100,000 160,000 200,000 

Youth Room Expansion ($942,931 total project 26,462 

Library Furniture 25,000 25,000 

Exterior lighting and signage - (Main) 50,000 

Internet Instruction Lab 1,500 

Lobby Restroom Renovation (Main) 25,000 

Carpet (Branch) 42,000 

Phone System Upgrade - Libraries 27,000 

Computer Equipment Upgrade 35,000 40,000 40,000 

Technical Services Furniture - Main Library 18,000 

Carpet (Main) 50,000 50,000 

Meeting Room Renovation (Branch) 100,000 

City Funded Projects: 

e-Library 250,000 

TOTAL LIBRARY 451,500 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

F – 16



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


POLICE DEPARTMENT: 

Police Facility Expansion Debt Service for 15 yrs. 985,645 


LPD In-Car Video Systems 89,000 75,000 75,000 75,000 75,000 150,000 75,000 75,000 75,000 75,000 75,000 

LPD A/C Controls 4,459 

LPD Property & Evidence Expansion 10,000 190,000 

Helicopter Renovation 236,624 100,000 100,000 100,000 100,000 75,000 75,000 75,000 75,000 75,000 

Purchase and Expand Oleander Street property 650,000 

Resurface Main Police Headquarter Parking Lot 40,000 

General Storage - Property & Evidence Room 10,000 

LPD Camera System Repair and Upgrade 67,000 

LPD Recoating & Sealing 50,000 

New Flooring/Carpet 100,000 20,000 67,000 

Training Center Expansion 325,000 

A/C Chiller Replacments 225,000 225,000 

North / South Substations 1,500,000 

Roof Replacement 300,000 

TOTAL POLICE 1,346,228 1,082,000 175,000 2,325,000 700,000 270,000 217,000 150,000 150,000 150,000 150,000 

FIRE DEPARTMENT: 

Central Fire Station Debt Service (Paid in '14) 283,775 289,260 293,635 301,585 308,460 314,185 323,685 327,285 

Debt Service - Station #6 150,000 200,000 200,000 200,000 200,000 200,000 200,000 89,301 

Motor Pool Purchases 610,312 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 625,000 625,000 

Station #4 - Dorm upgrade 10,207 


Heavy Truck Lift 50,000 

Engine Bay Door Upgrade 70,000 

Station #1 - Condenser Replacement 35,000 

Station #7 - Construction 350,000 3,500,000 

Station 7 Engine Equipment 200,000 

TOTAL FIRE 1,124,794 1,089,260 1,093,635 1,206,585 1,108,460 1,114,185 1,123,685 1,016,586 950,000 4,325,000 625,000 

F – 17



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


NON-DEPARTMENTAL: 

Neighborhood Projects: 

Neighborhood Preservation 24,302 20,000 30,000 30,000 40,000 40,000 50,000 50,000 60,000 100,000 100,000 

Neighborhood Matching Grants Program 32,197 30,000 35,000 35,000 40,000 40,000 45,000 45,000 45,000 65,000 65,000 

Historic Street Lighting - Cumberland Neighbor 40,000 40,000 50,000 50,000 60,000 60,000 60,000 70,000 70,000 

Information Technologies: 

D/S for Sunshine St. Loan - Radio Replacemen 174,102 174,104 174,106 

Upgrade/Purchase of Radio Towers (D/S) 264,653 264,653 264,653 264,653 264,653 264,653 

City Hall: 

North Wing Renovation 66 

City Hall Construct Receptionist Station 1,920 

City Hall Fresh Air & A/C Chillers 200,000 

City Hall Digital Controls 200,000 

All Other General Fund Buildings: 

Air Quality Investigations 10,000 

Roof Replacements 114,118 100,000 105,000 110,000 116,000 122,000 128,000 134,000 141,000 148,000 155,000 

Air Conditioner Replacements 91,041 50,000 55,000 60,000 65,000 70,000 75,000 80,000 85,000 90,000 95,000 

Carpet Replacements 30,000 35,000 37,000 39,000 41,000 43,000 45,000 47,000 49,000 51,000 53,000 

Recoating / Sealing 60,000 60,000 62,000 64,000 66,000 68,000 70,000 72,000 74,000 76,000 78,000 

Security System Controls (General Fund facilities) 75,000 

Security Audit of Downtown City Buildings 15,000 

Miscellaneous Non-Departmental Projects: 

ADA Compliance 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 

Land Acquisition - (Debt Service for 10 years) 152,161 152,161 152,161 152,161 152,161 152,161 152,161 152,331 

Contingency 47,386 100,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 

Cultural Activities Reserve (10 years) 100,000 100,000 100,000 100,000 100,000 

Wireless Laptops - Code Enf. & Bldg Insp. 5,318 

Demolition of City Buildings 50,000 

Electrical Modifications for Generators 920 

Ad Valorem Taxes 4,258 

Chamber of Commerce Sub-Level Ceiling 130,000 

Refrigerated Trailer 12,000 

Federal Building Exterior Renovation 160,000 

Lakeland Credit Union Renovation 350,000 

Upgrade City Elevators 30,000 25,000 25,000 

TOTAL NON DEPARTMENTAL 1,559,442 1,615,918 1,639,921 1,054,814 1,094,814 1,009,814 775,161 800,331 674,000 680,000 696,000 

F – 18



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


CONTRIBUTIONS TO OTHER FUNDS: 

General Fund 1,875,000 3,000,000 3,090,000 3,182,700 3,278,181 3,376,526 3,477,822 3,582,157 3,689,622 3,800,310 3,914,320 

Fire Station #7 - (6 Personnel per shift) 2,300,000 

Dividend assistance 2,200,000 

Information Technologies Fund: 

LPD Laptops & Servers 210,893 125,000 125,000 125,000 125,000 125,000 130,000 130,000 130,000 130,000 130,000 

Radio Replacement Reserve 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Lakeland Center Fund: 

Capital Transfer 545,164 750,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 

Operating Transfer 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 

Cleveland Heights Golf Course 66,905 50,000 

Oak Hill Fund 140,000 100,000 30,000 35,000 35,000 30,000 30,000 50,000 25,000 25,000 25,000 

TOTAL CONTRIBUTIONS TO OTHER FUNDS 5,362,962 4,350,000 3,920,000 4,017,700 4,113,181 4,206,526 4,312,822 4,437,157 4,519,622 4,630,310 7,044,320 


F – 19

DOWNTOWN COMMUNITY REDEVELOPMENT AREA 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Tax Increment Revenues 1,696,760 1,500,000 1,530,000 1,561,000 1,592,000 1,624,000 1,656,000 1,689,000 1,723,000 1,757,000 1,792,000 

Investment Income 54,588 32,352 40,838 41,917 55,643 49,573 41,254 37,034 18,300 2,042 4,161 

Internal Loan (Residential Developmnent) 500,000 500,000 87,608 

Land Sales 2,000,000 

Unappropriated Surplus 628,974 (282,874) (35,938) 6,137 151,755 207,984 105,493 468,353 406,443 (52,957) (95,977) 


EXPENSES: 

Streetscape: 

Lemon Street Pedestrian Connector 36,041 

Cleaning 21,000 21,500 22,000 22,500 23,000 23,500 24,000 24,500 25,000 25,500 26,000 

Cedar St Streetscape - Mass Ave to Kentucky 1,063 

Downtown - Watkins Motor Lines 3,236 

Pilot Bank - S. Florida Avenue 250,000 

Streetscape Projects 250,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Debt Service : 

Downtown Streetscape Loan (Paid 2015) 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 60,250 

Lake Mirror Park (Paid 2015) 250,000 250,000 350,000 350,000 350,000 350,000 350,000 350,000 

Miscellaneous Projects: 

Container Gardens - New 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Container Garden - Maintenance 75,000 77,250 79,568 81,955 84,413 86,946 89,554 92,241 95,008 97,858 100,794 

Debt Service - Residential Redevelopment (20 450,425 400,000 425,000 2,500,000 725,000 725,000 700,000 1,075,000 1,075,000 1,025,000 1,000,000 

Residential Redevelopment - Land Acquisition 1,165,707 

Massachusetts Ave Brick Crosswalks 165,834 

Downtown Plan Updates / Brochures 70,000 

Aluminum Dumpster 5,000 

Downtown Signage 185,632 

Lake Wire - Design 200,000 

Mowing 12,000 7,000 3,600 3,600 

Operating: 

Contribution to LDDA 195,605 199,503 203,493 207,563 211,714 215,948 220,267 224,672 229,165 233,748 238,423 

Tax Increment Refunds 88,279 92,693 97,328 102,194 107,304 112,669 118,302 124,217 130,428 136,949 143,796 

Debt Service for Signage Loan 11,500 211,532 

Additional Personnel 50,000 53,000 56,000 59,000 62,000 65,000 68,000 71,000 75,000 79,000 83,000 

Professional Services 50,000 50,000 50,000 50,000 

Annual Audit 6,000 6,120 6,242 6,367 6,495 6,624 6,757 6,892 7,030 7,171 



Beginning Balance 1,707,382 1,078,408 1,361,282 1,397,220 1,391,083 1,239,328 1,031,344 925,851 457,498 51,056 104,013 

Sources/(Uses) (628,974) 282,874 35,938 (6,137) (151,755) (207,984) (105,493) (468,353) (406,443) 52,957 95,977 

Ending Balance 1,078,408 1,361,282 1,397,220 1,391,083 1,239,328 1,031,344 925,851 457,498 51,056 104,013 199,990 

F – 20

MID-TOWN COMMUNITY REDEVELOPMENT AREA 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Tax Increment 2,966,803 2,700,000 2,754,000 2,809,000 2,865,000 2,922,000 2,980,000 3,040,000 3,101,000 3,163,000 3,226,000 

Interest Income 104,000 20,000 20,000 19,000 29,000 27,000 34,000 17,000 25,000 18,000 23,000 

Transfers: 

Transportation Fund (Hope VI Debt Service) 70,000 70,000 70,000 70,000 70,000 

Residential Redevelopment - Rental Income 100,000 

FDOT - MLK - Myrtle to Memorial 200,000 

Unappropriated Surplus 1,463,272 436,944 (700) 77,186 (260,411) 74,600 (105,300) 402,900 (193,900) 174,300 (118,500) 


EXPENSES: 

Hope VI - Debt Service 556,061 

Landscape / Pedestrian Enhancements: 

MLK - Memorial to 10th St. 4,934 

10th St. - Providence Rd. to N. Fla. Ave 100,000 100,000 

Providence Rd. - 10th St. to Alameda Dr. 100,000 100,000 

Massachusetts Improvements - In Town Bypas 100,000 500,000 

Parker Street 3-lane conversion 800,000 

Other Pedestrian Enhancements 100,000 100,000 100,000 100,000 100,000 

Landscaping Maint by Other City Departments 19,000 10,000 11,000 12,000 13,000 14,000 15,000 16,000 17,000 18,000 19,000 

Model Blocks: 

N. Lake Wire - land acquisition 750,000 500,000 

Northwest - land acquisition 1,000,000 750,000 

Parker St. - land acquisition 675,552 1,250,000 500,000 

Webster Park South - land acquisition 1,250,000 500,000 

Other Model Blocks 50,000 50,000 50,000 50,000 50,000 100,000 100,000 100,000 100,000 1,000,000 750,000 

F – 21

MID-TOWN COMMUNITY REDEVELOPMENT AREA 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Residential Buffers: 

Lakeshore interface w/ Lakeland Hills Blvd. 100,000 

N. Lake Wire interface w/ N. Fla. Ave. 100,000 30,000 

Kathleen Rd. - Memorial to I-4 100,000 50,000 

Other Residential Buffering 115,000 120,000 120,000 120,000 120,000 

Corridor Enhancements: 

US 98 / N. Fla. Ave. - Memorial to Griffin Road 78,421 300,000 

Other Corridor Enhancements TEAM BRICK 100,000 100,000 102,000 104,000 106,000 108,000 110,000 112,000 114,000 116,000 118,000 

MLK - Myrtle to Memorial (FDOT 50/50 Grant) 398,018 

Miscellaneous: 

Operating Expenses / Professional Services 103,900 133,200 140,300 147,400 154,500 162,600 170,700 178,900 188,100 197,300 207,500 

Small Project Assistance 46,687 50,000 50,000 50,000 50,000 50,000 50,000 75,000 75,000 75,000 75,000 

Owner-Occupant Acquisition and Relocation Pr 403,200 200,000 200,000 200,000 

Project Manager Workstation & Equipment 20,000 

Commercial Project 200,000 200,000 300,000 500,000 500,000 500,000 

Transfer to General Fund / Actual Staff 88,000 133,744 140,000 147,000 154,000 162,000 170,000 179,000 188,000 197,000 207,000 

Anticipated Personnel 82,133 34,786 26,089 27,000 28,000 29,000 30,000 32,000 34,000 

Metro Lakeland Community Housing Strategy - 750,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 

Residential Redevelopment Debt Service 1,040,000 

Residential Redevelopment 67,515 

Residential Redevelopment Property Mgmt 220,654 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

Infill Downpayment Assistance 150,000 250,000 250,000 250,000 

Infill Construction Incentive 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 



Beginning Balance 2,480,843 1,017,571 580,627 581,327 504,141 764,552 689,952 795,252 392,352 586,252 411,952 

Sources / (Uses) (1,463,272) (436,944) 700 (77,186) 260,411 (74,600) 105,300 (402,900) 193,900 (174,300) 118,500 

Ending Balance 1,017,571 580,627 581,327 504,141 764,552 689,952 795,252 392,352 586,252 411,952 530,452 

F – 22

DIXIELAND COMMUNITY REDEVELOPMENT AREA 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Tax Increment 283,542 250,000 255,000 260,000 265,000 270,000 275,000 281,000 287,000 293,000 299,000 

Internal Loan - Corridor Beautification 300,000 200,000 


Unappropriated Surplus (57,872) 179,900 44,185 21,585 17,185 17,885 13,085 2,085 (3,465) (449) (27,915) 

TOTAL REVENUES 537,670 434,900 502,585 284,085 284,085 289,085 289,085 284,085 284,535 293,551 273,085 

EXPENSES: 

Façade Improvement Program: 

Small Project Assistance - Façade Impr. 55,500 75,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Design Assistance 35,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 

Parking and Access Program 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Corridor Improvements: 

Engineering and Architectural Design 45,000 

Debt Service - Corridor Imp. (Pays off in 2015) 64,400 43,000 43,000 43,000 43,000 43,000 43,000 43,000 21,466 

Medians and Gateway Features - Construction 15,000 200,000 

Debt Service II - Corridor Imp (Paid in '17) 29,085 29,085 29,085 29,085 29,085 29,085 29,085 29,085 29,085 

Alley Improvements 53,500 150,000 75,000 50,000 50,000 50,000 50,000 50,000 50,000 75,000 75,000 

SR 37 Stormwater Improvements 345,000 


Maintenance 5,000 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 

Operating Expenses / Professional Services 16,872 15,000 20,000 15,000 15,000 20,000 20,000 15,000 15,000 20,000 20,000 

Meeting Supplies 128 500 500 500 500 500 500 500 500 500 500 

Anticipated Personnel 11,670 9,000 9,000 9,000 9,000 9,000 9,450 10,000 11,000 

Enhancements 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 

Publications and Promotions 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

TOTAL EXPENSES 537,670 434,900 502,585 284,085 284,085 289,085 289,085 284,085 284,535 293,551 273,085 


Beginning Balance 253,833 311,705 131,805 87,620 66,034 48,849 30,964 17,878 15,793 19,258 19,706 

Sources / (Uses) 57,872 (179,900) (44,185) (21,585) (17,185) (17,885) (13,085) (2,085) 3,465 449 27,915 

Ending Balance 311,705 131,805 87,620 66,034 48,849 30,964 17,878 15,793 19,258 19,706 47,621 

F – 23

PARKING 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Transfer from Transportation Fund: 

Orange Street Garage 270,000 130,000 

Main Street Garage 35,000 180,000 72,500 

Parking Lots 16,400 


Debt service - Verizon property purchase 88,933 88,933 88,933 88,933 88,933 88,933 44,752 

Miscellaneous Projects 55,500 

Sale of Old Fire Station Parking Lot 750,000 

TOTAL REVENUES 180,168 555,333 838,933 218,933 161,433 88,933 44,752 

EXPENSES: 

Orange Street Garage: 

Deck Coating 270,000 

Exterior Coating 130,000 

Main Street Garage: 

Exterior Coating 72,500 

Security Camera 24,000 

Deck Coating 160,000 

Garage Lighting 11,000 

Gate Replacement 20,000 

Parking Lots: 

Multi Space Parking Meters 24,000 16,400 

Munn Park Parking Lot Resurfacing 13,500 

Verizon Property: 

Debt service - Verizon property purchase 88,933 88,933 88,933 88,933 88,933 88,933 44,752 

Pay by Space Machines: 

Installation 18,000 


TOTAL EXPENSES 180,168 555,333 88,933 218,933 161,433 88,933 44,752 

UNAPPROPRIATED SURPLUS 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 

F – 24



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Capital Transfer from PIF 545,164 750,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 

Contributions from Publix - Arena Improvements 50,000 50,000 50,000 

Unappropriated Surplus (Used)/Generated 100,000 (100,000) 65,000 19,400 1,900 (32,500) (80,500) (96,500) 3,000 68,000 


EXPENSES: 

Air Handler Replacement 20,041 

Renovate Sound Systems in Arena & Theater 250,000 

Arena Lighting 50,000 

Electric Powered Golf Carts 14,419 10,000 15,000 

Replacement Tables & Fixtures 20,000 27,500 17,500 17,500 17,500 18,000 18,000 

Cooling Towers 180,000 

Timekeeping Software Replacement 5,504 

Arena Improvements - FHSAA 150,000 

Electronic Gate Operator for Parking Lots 5,200 20,000 

Exhibit Hall and Sikes Hall wall coverings 50,000 

Replace Forklifts 27,000 27,000 

Upgrade CCTV System 65,000 

Riser Replacement (Meeting Room Risers) 28,000 

Commercial Washer/Dryer Replacement 15,000 16,000 

PO&M Equipment Storage Unit 40,000 

Resurfacing of all parking lots 350,000 350,000 

Repainting of facility exterior 75,000 75,000 75,000 250,000 

AV Equipment Upgrades and/or Purchases 20,000 20,000 20,000 

Ticket Master system replacement 40,000 

Application Server Replacement 20,000 20,000 

Roof Replacements 274,400 274,400 300,000 150,000 

Headset Intercom System 30,000 

Administration Office Space 75,000 

Carpet Replacement 200,000 200,000 

Lakeland Center Carpet replacement 100,000 150,000 350,000 


Capital Surplus 100,000 35,000 15,600 13,700 46,200 126,700 223,200 220,200 152,200 152,200 

F – 25



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

FAA Grants 125,080 180,000 

FDOT Grants 673,094 400,000 10,000 400,000 357,000 1,000,000 

Unappropriated Surplus Used / (Generated) 2,680,714 367,921 508,671 345,779 582,156 740,071 487,266 479,719 476,990 474,298 471,643 

TOTAL CAPITAL REVENUES 3,478,888 767,921 698,671 745,779 939,156 1,740,071 487,266 479,719 476,990 474,298 471,643 

EXPENSES: 

Install Perimeter Fencing & Gates 59,319 

3131 Flightline - HVAC 134,000 

ARFF Truck 750,000 

Radio System Expansion - Transfer to IT 4,778 4,778 4,778 4,778 4,778 4,778 4,778 

Drainage Maintenance-Ditches 61,073 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 

Ditch Spraying 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

FAA Airport Grant (Hurricane) Contr. Svcs 56,793 

FDOT-2004 Hurricane - Contractual Svcs. 23,061 

Airfield Security and Access Control 15,000 15,450 15,900 16,390 16,880 17,390 17,910 18,445 19,000 19,570 20,155 

FDOT - Airport Security Plan 

Renovate Tower Bldg for ARFF & Firefighters 75,000 

Construct ATC Facility Site Study 40,000 

Door/Gates Access Control System - Phase 1 68,000 



Equipment 17,000 15,500 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

Rehab South Apron 250,000 1,250,000 

Safety & Compliance Training-Contractual Svcs 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Environmental Mitigation-Contractual Svcs. 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 

Advertising / Promotions 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

FEMA-Tenant-Contractual Svcs. 383,818 

F – 26



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Airport Maintenance-Sun 'N Fun 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 

Airfield Pavement Maintenance 139,816 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Misc. Maintenance Projects 31,588 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 

Maint. - Top Gun 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 

Runway Markings Maintenance 20,000 20,000 20,600 21,218 21,855 22,510 23,185 23,881 24,597 25,335 26,095 

Reglaze & Recaulk Windows & Doors - 3200 Fli 75,000 

Deforestation - Runway 9 Approach 30,000 

Building Repairs - Everett 48,000 

Airport Entrance Sign 15,000 

Fire System Repair - 3131 Flightline Dr. 30,000 

Runway 5: 

Rehab Runway 5/23 73,696 

Paint Runway 5/23 & 9/27 30,012 

Property Acquisition: 

Land Acquisition West of Airport 658,696 

Terminal: 

Terminal Construction 156,094 152,093 148,093 144,093 140,093 136,093 132,093 128,093 124,093 120,093 116,093 

Hangar: 

T-Painting/Repair 20,300 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 

Maintenance Program 7,887 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 

Door Repairs 3,000 23,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 

Tower: 

Tower Repairs 4,625 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 

Airside: 

LAC - Assembly Bldg. Improvements 

LAC Fire Sprinkler Upgrade 30,000 10,000 

LAC Fire System Maintenance 36,500 21,300 21,500 21,500 21,500 21,500 21,500 21,500 21,500 21,500 21,500 

Buildout Contingency 73,365 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Roof over for LAC R&D building 8,000 

Hangar 3 Roof Replacement 75,200 

Repair of Fixtures 12,022 12,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 

Maint. Piedmont Hawthorne Facility 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Maint. Tony's Airside Restaurant 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Maint. Europa Facility 500 500 500 500 500 500 500 500 500 500 500 

Maint. Renaisance Facility 500 500 500 500 500 500 500 500 500 500 500 

Maint. Air Service Facility 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 

Maint. AET LLC Facility 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Maint. Air Logic Solutions Facility 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 

Maint. S&S Devel. Facility 15,050 

Pneumatic Controls Repair-S&S Dev. Facility 17,635 

Press. Wash/Paint- Old Geico Bldg. 25,000 

F – 27



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Capital Costs - Airpark Land Sale: 

LAC Fire Suppression System Pump 135,000 

Install Electric Submeters 15,000 25,000 

KEISER College Tenant Buildout Payback 108,760 

Acquire Airfield Sweeper Truck 180,000 

Airport Master Plan Update 200,000 

TOTAL CAPITAL EXPENSES 3,478,888 767,921 698,671 745,779 939,156 1,740,071 487,266 479,719 476,990 474,298 471,643 


Beginning Balance 4,606,449 2,077,826 1,510,199 1,143,305 1,133,652 597,760 260,731 212,422 173,576 219,034 499,039 

Sources / (Uses) - Capital (2,680,714) (367,921) (508,671) (345,779) (582,156) (740,071) (487,266) (479,719) (476,990) (474,298) (471,643) 

Sources / (Uses) - Operating 152,091 (199,706) 141,777 336,126 46,264 403,042 438,957 440,874 522,449 754,303 1,293,288 

Ending Balance - Capital 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 2,229,978 

Ending Balance - Operating (152,152) (719,779) (1,086,673) (1,096,326) (1,632,218) (1,969,247) (2,017,556) (2,056,402) (2,010,944) (1,730,939) (909,295) 

Ending Balance - TOTAL 2,077,826 1,510,199 1,143,305 1,133,652 597,760 260,731 212,422 173,576 219,034 499,039 1,320,683 

F – 28

REVENUES: 

Transfer from Int Loan Fund 165,000 

SOLID WASTE MANAGEMENT FUND 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


TOTAL REVENUES 165,000 

EXPENSES: 

Wash Bay Rennovation 20,000 

Shelving and Flooring 1,200 

Ice Machine Covers 2,400 

Recyclable Materials Processing Facility 25,185 25,185 12,706 

Radio System Expansion-Public Safety 16,173 16,173 16,173 16,173 16,173 16,173 

Solid Waste rear-packing trucks 54,581 54,581 40,965 

Solid Waste rear-packing trucks - 07 225,039 60,039 60,023 

Replace Overhead Door 3,900 

Wash Bay Repairs and Truck Wash System 300,000 

Replace Main A/C Unit for Solid Waste Bldg 6,000 

Route Smart Software 75,000 

TOTAL EXPENSES 344,578 540,878 129,867 16,173 16,173 16,173 

F – 29

STORMWATER 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Stormwater Utility Revenues-Commercial 638,000 1,526,850 1,542,000 1,557,000 1,573,000 1,589,000 1,605,000 1,621,000 1,637,000 1,653,000 1,670,000 

Stormwater Utility Revenues-Residential 746,000 1,720,350 1,738,000 1,755,000 1,773,000 1,791,000 1,809,000 1,827,000 1,845,000 1,863,000 1,882,000 

Transfer from Transportation Fund 1,205,000 

Stormwater Fees-Interfund 29,067 68,396 69,080 69,771 70,468 71,173 71,885 72,604 73,330 74,063 74,804 

SWFWMD Grants: 

Lk. Hollingsworth Westside 189,216 

Lk. Parker - SW Basin BMPs 470,250 470,250 

Lk. Parker - SW Basin BMPs 336,725 336,725 

Lk. Morton Shoreline Imp. 5,459 

Lk. Gibson SW Basin Design 75,000 562,500 562,500 562,500 

SOF/DEM Grants: 

N Lakeland Drainage Basin A 83,873 545,127 

N Lakeland Drainage Basin B 8,456 47,777 

N Lakeland Drainage Basin C 144,786 781,844 

N Lakeland Drainage Basin D 3,047 17,219 

FDEP Grants: 

Urban Restoration Initiative 250,000 250,000 

Investments & Earnings 75,000 100,830 106,940 108,328 110,891 111,891 111,344 119,236 117,358 122,200 127,559 

Unappropriated Surplus 3,122,566 (170,844) (14,267) (51,438) 646 52,261 (229,093) 96,609 (127,405) (142,612) (134,791) 


EXPENSES: 

Stormwater Projects 5,102,127 2,699,342 3,976,227 2,616,161 1,888,005 1,805,326 1,823,135 2,241,449 2,560,283 2,584,651 2,609,571 

Drainage Projects 1,382,794 2,940,957 555,000 1,105,000 1,335,000 1,505,000 1,235,000 1,185,000 675,000 675,000 675,000 

Lakes and Environmental Projects 427,274 280,000 280,000 280,000 305,000 305,000 310,000 310,000 310,000 310,000 335,000 



Beginning Balance 3,236,375 113,809 284,653 298,921 350,358 349,712 297,451 526,544 429,935 557,340 699,952 

Sources / (Uses) (3,122,566) 170,844 14,267 51,438 (646) (52,261) 229,093 (96,609) 127,405 142,612 134,791 


F – 30

STORMWATER 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


STORMWATER PROJECTS 

Lake Bonny: 

Diagnostic Study 150,000 

Watershed Management Projects 250,000 750,000 750,000 750,000 750,000 

Lake Gibson: 

Southwest Basin Retrofit 520,106 187,500 375,000 

Watershed Mgmt Plan and Projects 250,000 

Lk Gibson SW Basin-Design 150,000 1,125,000 1,125,000 1,125,000 

FDEP-Urban Restroration Initiative 500,000 

Lake Hollingsworth: 

W Hollingsworth Stormwater Retrofit 905,982 

South Shoreline Erosion Repair 100,000 

Hunter\BeulahWire Watershed: 

Watershed Mgmt Plan and Projects 150,000 300,000 300,000 900,000 900,000 900,000 

Lake Morton: 

Shoreline Improvements 154,550 

Lake Parker: 

Lk Parker SW Basin BMPs 786,964 673,450 

Lk Parker SW Basin BMPs 200,000 940,500 940,500 

Shoreline Erosion Control 49,854 

TMDL Project - W/Q Treatment 300,000 1,100,000 1,100,000 1,100,000 

North Lkld Stormwater Master Plan 982,703 

Lake Parker BMAP 50,000 100,000 

Lake John: 

Erosion Control 31,178 


Stormwater O&M 216,180 497,842 512,777 528,161 544,005 560,326 577,135 594,449 612,283 630,651 649,571 

Repair and Maintenance of PCD's 100,001 86,000 87,000 88,000 94,000 95,000 96,000 97,000 98,000 104,000 110,000 

Highlands Hills Ditch Maint & Repairs 250,000 

Flood Control Automation Study 50,000 50,000 200,000 200,000 

Water Quality Instrumentation 16,000 

Lakes & Stormwater Move 178,177 

Undesignated Equipment Leases 10,432 

TOTAL STORMWATER PROJECTS 5,102,127 2,699,342 3,976,227 2,616,161 1,888,005 1,805,326 1,823,135 2,241,449 2,560,283 2,584,651 2,609,571 

F – 31

STORMWATER 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


DRAINAGE PROJECTS: 

Storm Sewer Inventory 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 

TV & Cleaning Storm Drainage 171,738 125,000 125,000 150,000 150,000 150,000 150,000 150,000 175,000 175,000 175,000 

Maint & Retrofit of Drainage Facilities 275,000 275,000 275,000 300,000 300,000 300,000 300,000 300,000 325,000 325,000 325,000 

Drainage Study: 

Park Drive @ Atlanta Ave 5,953 

Pinewood Avenue 50,000 

Lakeside Hills Estate Underdrain 46,680 

Meadows Subdivision Underdrain 5,681 

Kathryn Avenue Underdrain 6,666 

Shore Acre Subdivision (Fern Road) 250,000 520,000 420,000 

Camphor Drive Area Drainage Impr 33,190 

Street Sweeping Disposal 105,000 105,000 125,000 125,000 125,000 135,000 135,000 135,000 145,000 145,000 145,000 

N Lake Parker Ave Drainage Imp 40,000 

Portable TV Inspection System 42,670 

SOF/DEM N Lakeland Drainage Basin A 111,830 726,836 

SOF/DEM N Lakeland Drainage Basin B 11,275 63,703 

SOF/DEM N Lakeland Drainage Basin C 193,048 1,042,459 

SOF/DEM N Lakeland Drainage Basin D 4,063 22,959 

Curran St Stormwater Retrofit 25,000 160,000 

Morgan Avenue Outfall Pipe 450,000 

Mass Ave. & Plum St. Stormsewer Retro 100,000 500,000 

Wayman St. Ditch Repairs 50,000 500,000 

Deter Pit Retrofit 30,000 200,000 

Allamanda Street and Horney Park Pump Retr 40,000 230,000 

Ruby Street in Lake Hunter Terrace 15,000 40,000 

East Highland Dr./Nunnswood Lane 50,000 250,000 

Lake John - Sommerset Weir Retrofit 30,000 150,000 

Charnes Drive 100,000 

TOTAL DRAINAGE PROJECTS 1,382,794 2,940,957 555,000 1,105,000 1,335,000 1,505,000 1,235,000 1,185,000 675,000 675,000 675,000 

LAKES AND ENVIRONMENTAL PROJECTS: 

Contribution to LEAD 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 

Lake Improvement Projects 372,274 225,000 225,000 225,000 250,000 250,000 250,000 250,000 250,000 250,000 275,000 

Public Education Programs 30,000 30,000 30,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000 35,000 

TOTAL LAKES AND ENV. PROJECTS 427,274 280,000 280,000 280,000 305,000 305,000 310,000 310,000 310,000 310,000 335,000 


F – 32

OAK HILL CEMETERY FUND 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 


Transfer from Public Improvement Fund 140,000 100,000 30,000 35,000 35,000 30,000 30,000 50,000 25,000 25,000 25,000 

Unappropriated Surplus (408) 33,776 10,127 8,199 15,567 (28,732) (30,025) 48,624 (24,188) (25,276) (26,414) 


EXPENSES: 

Routine Maintenance 3,000 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 

Roselawn Maintenance Building Upgrade 25,000 

Oak Hill Expansion Phase II 25,000 

Oak Hill Expansion Phase III 40,000 

Oak Hill Expansion Phase IV 25,000 

Oak Hill Expansion Phase V 50,000 

Roselawn Irrigation 40,000 

Oak Hill Irrigation Upgrade 100,000 

Resurface Roadways 75,000 110,000 

Oakhill Equipment Storage Area and Bay 1,000 

48 Niche Collumbarium 18,000 



Beginning Balance 110,195 110,603 76,827 66,700 58,501 42,934 71,666 101,691 53,067 77,255 102,532 

Sources / (Uses) 408 (33,776) (10,127) (8,199) (15,567) 28,732 30,025 (48,624) 24,188 25,276 26,414 


F – 33



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Impact Fee Collections 1,327,736 1,362,736 1,252,736 1,562,736 1,252,736 2,052,736 1,332,736 1,417,736 1,252,736 230,000 200,000 

SRL Debt Service - Impact Fees 111,498 1,480,000 1,480,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 

Transfer from Operations-R&R 2,489,240 2,539,240 2,589,240 2,689,240 2,789,240 2,839,240 2,889,240 2,939,240 2,989,240 2,989,240 2,989,240 

Contributions from Developers - R&R 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 

Property Assessments - Orangewood 26,500 26,500 26,500 26,500 26,500 26,500 26,500 26,500 26,500 26,500 26,500 

Interest Earnings-R&R 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 

Interest Earnings-Impact Fees 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 

Proceeds from East-West Connector Project 400,000 

Grant Proceeds-Skyview Utilities 1,500,000 

Proceeds from Issuance of LT Debt 34,646,112 14,900,000 15,000,000 30,000 25,250,000 

Unappropriated Surplus 7,619,341 328,309 (68,891) (308,891) 16,109 (203,891) (258,891) (48,740) 46,260 (123,740) 191,260 


EXPENSES: 

COLLECTION SYSTEM: 

Sewer Maintenance: 

Contractor Installed Liners 796,016 

Contractor Cleaning & Televising 172,743 

City Installed Short Liners 75,000 

City Performed Point Repairs 75,000 

Rehabilitation Program 185,000 900,000 950,000 950,000 950,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 

Other Construction Projects 70,000 70,000 70,000 70,000 70,000 150,000 250,000 250,000 250,000 

Other Replacement Projects 70,000 70,000 70,000 70,000 70,000 150,000 250,000 250,000 250,000 

Telemetry System Upgrades 130,495 50,000 50,000 25,000 100,000 100,000 100,000 100,000 100,000 100,000 

Relocation Edgewood Dr, Fl Ave to Harden Blvd 80,000 

Collection System Monitoring 45,000 45,000 

Undesignated Utility Relocations 30,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Utility Relocates US 92 - Airport Rd. to Intown Bypass 75,000 

US 98S - CR 540 to SR 540 Utility Relocations 100,000 

Utility Relocation - West Pipkin, Medulla to Harden. 20,000 

Southwest Force Main Replacement 400,000 

Utility Relocation - US 98 S. Clubhouse to Winter Lake 200,000 250,000 

Utility Relocation - SR 563 Parkway to Pipkin 50,000 

Utility Relocation - Business 92 Airport Rd to Intown Bypass 50,000 100,000 100,000 

Utility Relocation - Knights Station Road 10,000 

FEMA Matching Capital 150,000 

Candyce Ave. Sewer Replacement 147,576 

Intown Bypass Utility Accommodation 647,000 

Pipe Lay Down Area 27,000 

Utility Relocation - Lakeshore @ Memorial 102,363 

DOT Project Griffin Rd. Kathleen Rd. to US.98 772 

Main Street Realignment 44,815 

Massachussetts Ave @ Memorial Blvd 15,000 

US 98 3rd Street to Griffin Road 25,000 

F – 34



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


CR 540A Utility Relocation 34,849 

Orangewood Collection System Acceptance 200,000 

US 98 N @ Griffin Road 31,628 

Inflow Reduction 101,367 

Highlands Monitoring Station 30,000 

Lake Hollingsworth Monitoring System 34,000 

Memorial Blvd./Wabash Avenue to CSX 30,000 

MLK and Tenth Street Utility Relocation 50,000 

Lake Parker Ave. Traffic Signals 45,000 

Utility Relocation - Lakeshore, Memorial to Bon A 35,000 

Lakeland Highlands 12" Forcemain 105,083 

Beacon Rd @ Lincoln Ave Intersection Imp. 12,670 

Sewer Maintenance - Manhole Rehabilitation 30,000 

Sun & Fun Discharge Monitor Point 22,000 

Rebuild Grinder Pumps 50,000 

Northeast Service Area Expansion 715,338 

System Capacity Augmentation 447,389 

Undesignated Capacity Expansion 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

WW Line Oversizing Projects - Developers 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Florida Treatt 30,843 

English Oaks Accommodations [E.O. 1] 8,087 

Hampton HIlls Oversizing 168,537 

Sewer Extension on Kathleen Rd. 27,665 

Sub-total 4,903,236 1,225,000 1,820,000 1,585,000 1,660,000 1,890,000 1,600,000 1,650,000 1,850,000 1,850,000 1,850,000 

Pump Stations: 

Generator Storage Shed 50,000 

Oak Street Pump Station Flow Meter 13,000 

Effluent Pump Station Phase II Expansion 8,212 

American Cyanamid Emer. Standby Gen. Install 45,000 

NE Pump Station Airconditioner Replacement 5,000 

Providence Road PS Pump Replacement 20,000 

Northside Pump Station Upgrade. 200,000 

Interstate Lanes PS Pumps & Panel Upgrade 40,000 

Wedgewood PS Pumps & Panel Replacement 40,000 

Grasslands Generator 55,000 

Generator at Great Oaks Pump Station 45,000 

Spring Oaks Pump Station Pump and Panel Replacement 30,000 

Bridgefield Pump Station Pumps and Panel Replacement 30,000 

Stone Water Pump Station Pumps and Panel Replacemet 30,000 

Willow Brook Pump Station Pumps and Panel Replacement 30,000 

Highland Fairways Generator 45,000 

Carillon Lakes Generator 45,000 

F – 35



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Lakeland Harbor Pumps and Panel Replacement 40,000 

Woodlake Cove Pump Station Pumps and Panel Replacement 40,000 

Honey Tree III Pump and Panel Replacement 40,000 

West Lakeland Pump Station Pump and Panel Replacement 40,000 

Crystal Grove Pump Station Generator 50,000 

American Cyanamid Pump Station Generator 50,000 

Cypress Avaiation Pump and Panel Replacement 30,000 

Yankee Place Pumps and Panel Replacement 40,000 

Fairway Lakes Pumps and Panel Replacement 40,000 

Waterford Pump and Panel Replacement 40,000 

Elizabeth Street Pumps and Panel Replacement 40,000 

Morris Realty Pump Station 275,000 

Replace Emma Street Pump Station 4,042 

Waring Road Pump Station Access 15,796 

Install Pumps & Generator - Cheverly Station 54,940 

NW Pump Station Flow Meter Replacement 3,221 15,000 

Villas III Pump Station Upgrade 45,253 

Tradewinds Odor Control 15,207 

Install Generator - Interstate Lift Station 59,542 

Materials Storage Shed 40,000 

Air Park Pump Station Panel and Pumps 18,297 

Heather Point Pumps and Panel 20,000 

Peterson Park Pumps and Panel 30,000 

Sandpiper Pumps and Panel 24,000 

Interstate Pumps and Panel 40,000 

Interstate Bus Park 1 Pump & Panel Rplmt. 50,000 

Lakeland Harbor Pump Replacement 24,000 

Canyon Lakes Pumps & Panel Replacement 30,000 

Northeast Pump Station Flow Meter 10,000 

Northside Flow Meter Replacement 10,000 

Westside Flow Meter 12,568 

Yankee Place Generator 61,112 

Lakeside Hills Estates PS Pump Replacement 44,000 

Interlachen Generator 56,053 

SW-Pump & Airpark Upgrade (Eng Oaks II) 200,000 

Highway 98 Pump Station Solids 1,747 

Lone Palm Generator 55,085 

West Lakeland Generator 59,615 

Lake Gibson Generator 67,579 

Bonny Apartements Generator 45,414 

Woodlake Cove PS Gen. & Pump Upgrade 40,000 

Bentley Pines Pump and Panel Replacement 50,000 

Polk Parkway Pump and Panel Replacement 50,000 

Highland Hills Pump Station Pump Replacement 50,000 

Martins Landing Pumps Replacement 35,000 

Mission Lakes Pump Station Pumps Replacement 35,000 

F – 36



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Westside Pump Station Pumps Replacement 50,000 

Replace Oak Street Pump Station Pumps Replacement 35,000 

Upgrade Southwest Pump Station 1,000,000 

Upgrade Northeast Pump Station 500,000 500,000 

Replace Northside Pumpstation Pumps and Controls 800,000 

Lakeland Harbor Pump Replacement 31,250 

SW Area-Upgrade Existing Pump Stations [E.O. 70,000 

West Lakeland Business Park Pumps & Panel U 70,000 

Highland Hills 3rd. Pump Addition 30,000 

Sub-total 1,346,933 143,000 20,000 490,000 150,000 710,000 760,000 990,000 1,305,000 

TREATMENT PLANTS: 

Glendale: 

Glendale CAR 50,000 

Replace Reuse Station Gen. & Switch Gear 100,000 

Re-Use Basin A Bypass 325,000 

Controls 75,000 

Replacement of Magnetic Flowmeters. 40,000 

Chlorine Building Containment 250,000 

Repair and Repave Roads 55,000 

Facility Painting 250,000 

Replacement of Scum Pumping Equipment 100,000 

Laboratory Atomic Absorption Replacement 75,000 

Replacement of Clarifier Drive Mechanisms 400,000 

Laboratory Fume Hoods Replacement 60,000 

Replacement of Sludge Pumping Equipment 85,000 

Replacement of Magnetic Flow Meters 50,000 

Plant Painting 250,000 

Climber Screen Replacement 120,000 

Glendale Controls 100,000 

Chlorine Building Containment 300,000 

Repair and Repave Service Roads 60,000 

Sludge Thickener Upgrade 2,353 

Retaining Wall Construction and Landscape 91,205 

Replacement of Inlet Scrubber 170,255 

Glendale Grit System Rehabilitation 41,794 

Reuse Pneumatic Valve Controller Replacemen 8,575 

Upgrade of Intermediate PS Controls 183,628 

Laboratory Nutrient Analyzer Replacement 40,000 

Glendale Chemical Feed System Installation 35,000 

Glendale WWTP - Odor Control Enhancements 60,000 

Glendale Primary III Corrosion Control 47,474 

Glendale WWTP - Debris Removal 65,000 

Glendale WWTP - Replace Primary Scrubber Recirculation Sy 165,000 

F – 37



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Glendale Spare Blower 150,000 

Glendale Flow Equalization Tank 500,000 

Northside Supplemental Odor Control 40,000 

Glendale Grit System Replacement 35,000 

Glendale Sludge System Modification 75,000 

Glendale WWTP - Repair Walker Clarifiers and A 45,000 

Glendale Debris Removal From Process Tanks 45,000 

Glendale WWTP Odor Control Enhancements Phase II 65,000 

Glendale Operator Assistance Program Phase II 25,000 

Glendale Replacement of Submersible Pumps 250,000 

Gas Compressors Cap. Upgrade 2,787 

Glendale PSM 2,000 

Sludge Storage Capacity Expansion 10,724 

Northside: 

Northside CAR 50,000 

Northside Bypass Pump Station Rehab 175,000 

Northside Climber Screen Repairs 250,000 

Northside WWTP - Repair Eimco Clarifiers 65,000 

Rehab. Of Pretreatment Structure 44,111 

Northside WWTP Effluent Pumps Refurbishment 80,000 

Northside WWTP Debris Removal from Process Tanks 30,000 

Northside Operator Assistance Program Phase II 25,000 

Engineering For Plant Expansion 30,000 800,000 

Inc. Pump Capacity - Bypass Pump #4 22,981 

Second CROM Tank 576,280 

Fourth ATAD Tank 885,501 

Westside: 

West Lakeland Wasteload Facility Land Purch 15,180 

W. Lklnd Morris Realty Easement 100,000 165,000 

Sub-total 2,484,848 775,000 885,000 430,000 235,000 1,350,000 985,000 670,000 400,000 

WETLANDS: 

Wetlands - Polk County Intertie 882 

Tow Drain and Blowers Generators 85,690 

Piping of Effluent Ditch 150,000 

Distribution Ditch Rehabilitation 175,000 

Wetlands Berm Clearing 27,840 

Building Upgrades 84,150 

Mosquito Habitat Abatement 30,000 

Replacement of Stop Gates 56,000 

Wetlands West Boundry Fence 47,469 

Wetlands Effluent Monitoring Station Rehab 15,000 

Wetlands Northwest Boundary Fence 90,000 

Wetlands East Boundary Fence 180,000 

Wetlands Discharge Ditch Dredge 200,000 

Sub-total 276,031 71,000 90,000 330,000 375,000 

F – 38



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


ENGINEERING 

Wastewater Structures Identification and Inspec 135,813 

Orangewood Collection System Acceptance 20,000 

Subdivision and Commercial Development 49,000 75,000 

County Projects 1,000 5,000 

D.O.T. Projects 5,000 5,000 

Survey Services - Public Works Engineering 862 

Retaining Wall Construciton and Landscape 1,500 

Sewer Line Relocation - Intown Bypass Utility Ac 5,500 

Memorial @ Lakeshore 11,000 

FDEP West Lklnd Wasteload Reduction Facility 25,000 

FDEP Glendale Class A Sludge Stabilization 5,500 

FDEP Chlorine Contact Chamber 761 

Lakeland Highlands 12" Forcemain 1,500 

Beacon Rd @ Lincoln Ave Intersection Imp. 1,500 

Wastewater Support - Other City Departments 4,000 5,000 

Cataloging (Permits, Easements & Svc Agreeme 18,500 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 

Northeast Service Area Expansion 25,000 

SW-Pump & Airpark Upgrade (Eng Oaks II) 15,000 

SW Area-Upgrade Existing Pump Stations [E.O. 30,000 

Wastewater Structures Identification and Inspec 9,845 

Second CROM Tank 15,000 

Fourth ATAD Tank 25,000 

Inspection of Developer-Financed Projects 155 

Subdivision and Commercial Development 95,000 300,000 

Sub-total 501,436 410,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 

STATE REVOLVING LOAN 

Skyview Utilties - FDEP Grant 1,500,000 

Revolving Loan Administration 109,528 

Dranefield Road Capacity Expansion 28,598 

Skyview Utility System City Acceptance 2,021,249 

Eng. Oaks Accommodations (Eng Oaks I) 133,413 

SW-Pump & Airpark Upgrade (Eng Oaks II) 1,881,259 4,500,000 

SW-Upgrade Existing Pump Stat. (Eng Oaks III) 7,448,060 5,100,000 

Class A Sludge Stabilization 8,387,448 

Westside Area Roughing Plant 12,812,709 

Northside WWTP-FDEP Chlorine Contact Cham 563,848 

Additional Treatment Capacity 15,000,000 

Additional Treatment Capacity 30,000 250,000 

Glendale Capacity Increase 25,000,000 

Effluent Filtration Wetlands Algae Reduction 1,260,000 2,300,000 

US 98 South Growth Area Capacity Expansion 3,000,000 

Sub-total 36,146,112 14,900,000 15,000,000 30,000 25,250,000 

F – 39



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


MISCELLANEOUS: 

SRL Debt Service - Impact Fees 111,498 1,480,000 1,480,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 1,695,000 

Debt Service-Impact Fees 1,052,736 1,052,736 1,052,736 1,052,736 1,052,736 1,052,736 1,052,736 1,052,736 1,052,736 

Wastewater Impact Fee Study 30,000 30,000 

Skyview Utility System 74,154 

Local Limits Headworks Study 70,000 80,000 

Video Conversion Catalog 40,000 

Wastewater Building Expansion 250,000 

US98 Capacity Study 150,000 

Contingency 125,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 

Equipment 231,387 188,200 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 

Transfer to Fleet Management Fund 41,000 

Radio Replacement - repayment of FY 2000 pur 19,849 19,849 19,849 19,849 19,849 19,849 19,849 

Inventory Bar Coding System 12,622 

Inventory Bar Coding System 1,383 

Maximo Phase II Implementation 18,118 

Reuse Utility Preliminary Engineering 100,000 

Wireless Work Order System Interface 25,000 

MAXIMO Upgrade City Wide 45,000 

Alternative Collection/Disposal Study 1,531 

System Capacity Evaluation 38,950 

Security Enhancements 164,389 30,000 80,000 

Annual Report 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 

Sanitary Sewer Inventory Conversion 167,214 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

Sub-total 2,130,333 1,924,283 3,044,585 3,244,585 3,179,585 3,179,585 3,259,585 3,159,736 3,159,736 2,137,000 2,107,000 


ENDING CASH BALANCES: 

IMPACT FEES 2,072,615 1,897,615 1,937,615 2,227,615 2,267,615 2,307,615 2,427,615 2,467,615 2,507,615 2,547,615 2,587,615 

RENEWAL AND REPLACEMENT 503,432 325,123 354,014 372,905 316,796 480,687 619,578 628,318 542,058 625,798 394,538 

TOTAL CASH BALANCES 2,576,047 2,222,738 2,291,629 2,600,520 2,584,411 2,788,302 3,047,193 3,095,933 3,049,673 3,173,413 2,982,153 

F – 40

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Impact Fee Collections 1,650,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,250,000 2,250,000 2,250,000 2,250,000 2,250,000 

Transfer from Operations-R&R 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 

Interest Earnings-Impact Fees 305,000 298,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 

Interest Earnings-Renewal and Replacement 271,000 272,000 272,000 272,000 272,000 272,000 272,000 272,000 272,000 272,000 272,000 

Unappropriated Surplus 7,846,791 1,401,591 (28,090) 779,672 1,092,935 594,370 (2,573,030) (2,565,145) (2,369,562) (2,409,240) (2,352,190) 


IMPACT FEE PROJECTS 

PRODUCTION: 

New Production Wells 500,000 500,000 

Northeast Plant Upgrade (C.W. Combee WTP) 100,000 

Northeast Water Treatment Plant Expansion 800,000 2,225,000 2,225,000 

LWD9550 Northeast Water Treatment Plant 210,000 

LWP9579 Combee Area Production Wells 1,231,771 

Sub-total 1,441,771 1,300,000 2,725,000 2,225,000 100,000 

RENEWAL AND REPLACEMENT FUND PROJECTS 

PRODUCTION: 

Tools & Equipment 30,000 32,000 32,000 34,000 34,000 36,000 36,000 38,000 38,000 40,000 40,000 

PICS Capital Equipment 3,000 4,000 4,000 4,000 5,000 5,000 6,000 6,000 8,000 8,000 8,000 

Equipment Replacement 90,000 90,000 90,000 90,000 90,000 90,000 90,000 100,000 100,000 100,000 100,000 

Upflow Unit Overhaul (Unit 1 & 2) 292,358 

NW Plant Auxiliary System Upgrades 400,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 

LWP9020 Northwest Plant Upgrades 10,632 

Chlorine Building Improvements 300,000 

PICS System Replacement 150,000 250,000 600,000 

Security Enhancements 87,980 

Overhaul / Rehab HS Pumps & Backwash/Transfer Pumps 120,000 180,000 60,000 

Distribution System Water Quality Station 20,000 

Lake Bonny Community Park 8,852 

Diesel Containment Structures 158,340 350,000 

CWP5506 Sludge Thickener Unit Overhaul 75,000 

CWP5507 Distribution System Water Quality S 40,000 

CWP5512 Combee HSP - VFD Conversion 35,000 

F – 41

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


CWP5513 Williams WTP MCC Upgrade 75,000 

Northeast Monitor Well Equipment 58,000 

Combee WTP Lighting Improvements 20,000 

Northeast Wellfield Fencing Upgrades 30,000 

Water Plant Parking Improvement 30,000 

Painting of Structures Williams WTP 40,000 40,000 

NE Monitoring Well Equipment Replacement 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 

Williams Wet Lab Replacement 25,000 

Chlorine Response Equipment Replacement 15,000 15,000 15,000 15,000 20,000 20,000 20,000 20,000 20,000 20,000 

Combee Access 15,000 

Williams Access 35,000 

Williams Security Cameras 80,000 100,000 200,000 

Williams Filter Rehabilitation 250,000 750,000 

Systems Reporting Development Project 60,000 

Combee NE Well Pumps VFD 300,000 

Williams Liquid Chlorine Conversion 200,000 

Sub-total 1,444,162 2,226,000 1,561,000 1,143,000 284,000 291,000 332,000 304,000 306,000 308,000 308,000 

TRANSMISSION AND DISTRIBUTION: IMPACT FEES 

SR 563 (Harden Blvd) - N/S Route - 36" Relocate 626,000 

New Tampa Hwy Widen - DOT 198,000 

W. Pipkin Widening (Medulla to Harden) 180,000 

Polk County Road Improvements 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 180,000 180,000 

Medulla Road Extension 385,000 

In Town Bypass - Phase II 557,000 

Mcintosh Access Rd. To Bob Rawls Rd 132,056 

US 98 Intertie to Polk Co Utils 135,000 

Lakeland Highlands Rd Widening - Parkway south 405,000 

Bartow Tie 340,000 

Galloway Rd - Discount Auto north 45,000 

Old Polk City Rd - West to Moore 315,000 

Hamilton Road Loop - Ph 1 180,000 

Hamilton Road Loop - Ph 2 225,000 

NE Water Trans Lines (Mt. Olive) 135,000 

Williams Tie South - 20" 450,000 

US 98 - Highland City Widen - SR 540 to CR 540A 90,000 

F – 42

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Lake Gibson Trans Loop - 16" Phase 1 234,000 



Sleepy Hill Rd Widen (Circuit City to Kathleen) 8,624 270,000 

County Line Rd - SW Loop (Gateway to W. Pipkin) 608,000 

(Old) Medulla Rd Ext. (Hamilton to County Line) 135,000 

Drane Field Rd Ext (Hamilton to County Line) 135,000 

Lakeshore Dr Relo - DOT (Memorial to Bon Air 5,515 

FDOT US98 South Widening 5,000 

Williams DRI Completion 1,000,000 

540A Widening-US 98S to Lkld Highlands 72,000 

SR563 (MLK Blvd)-2nd St to US 98 27,000 

S. Florida - Harden Connector (Edgewood Ext) 200,000 

Harden Blvd 3-Laning (Parkway to Alamo) 450,000 

Hwy 33 Trans Line Improv - 16" 290,000 

Sub-total 3,761,195 1,160,000 1,385,000 1,313,000 960,000 931,000 170,000 170,000 170,000 180,000 180,000 


TRANSMISSION AND DISTRIBUTION: 

Subdivision & Commercial Development 30,250 53,500 54,565 55,660 56,770 57,905 59,060 60,240 61,450 62,680 63,525 

New Service Connections 38,469 42,460 43,310 44,175 45,060 45,960 46,880 47,820 48,780 49,760 50,755 

Minor Extensions & Improvements 215,197 194,080 197,965 201,925 205,965 210,090 214,300 218,600 222,975 227,435 232,000 

Distribution Facilities Replacement 2,660 43,515 44,385 45,270 46,180 47,100 48,040 49,000 50,000 51,000 52,000 

New Water Meters 110,410 130,000 132,600 135,300 138,000 140,800 143,600 145,500 148,400 151,400 157,500 

Meter Relocation/Improvement 5,400 10,500 10,700 10,900 11,100 11,300 11,525 11,755 12,000 12,230 12,475 

Tools & Equipment 16,560 16,890 17,230 17,575 17,925 18,280 18,645 19,020 19,400 19,800 20,200 

Asbestos Pipe Removal 29,655 30,250 30,855 31,470 32,100 32,740 33,395 34,060 34,750 35,450 36,200 

Hydrant Installation-New Annexation 22,215 37,960 38,720 39,495 40,285 41,090 41,910 42,750 43,605 44,480 45,700 

City Project Support 24,310 30,000 30,600 31,200 31,840 32,475 33,125 33,800 34,500 35,200 35,900 

Polk County Project Support 34,585 35,275 35,980 36,700 37,435 38,185 38,950 39,730 40,525 41,335 42,160 

State/FDOT Project Support 53,905 60,000 61,200 62,420 63,675 65,000 66,250 67,600 68,960 70,350 71,750 

City Parks & Rec Support 55,205 56,310 57,435 58,582 59,755 60,950 62,170 63,420 64,700 66,000 67,320 

GIS Water Data Collection 144,276 107,041 109,180 111,365 113,595 115,865 118,180 120,540 122,950 125,400 127,900 

Asbestos Pipe Abatement-Contractors 33,120 33,785 34,460 35,150 35,850 36,570 37,300 38,050 38,800 39,600 40,400 

Traffic Control Support 186,675 90,410 94,215 148,000 202,060 206,105 210,225 214,430 218,720 223,100 227,550 

Central Controlled Irrigation 21,435 11,040 11,260 11,490 11,715 11,950 12,190 12,435 12,690 12,940 13,200 

Long Term Project Support 335,179 80,185 83,790 187,465 191,215 195,040 198,940 202,920 206,980 211,100 215,325 

Water Meter Replacement 111,097 120,000 122,400 124,850 127,350 129,900 132,500 135,150 137,850 140,600 143,425 

F – 43

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Backflow Prevention 60,725 61,940 63,180 64,440 65,730 67,045 68,385 69,755 71,150 72,575 74,025 

Wireless Data System 21,920 

Other Distribution Projects 354,312 220,815 225,230 229,740 234,330 239,020 243,800 248,680 253,653 258,725 263,900 

Tennessee Rd - Lebanon to Old Tampa Rd Fir 153,000 

Cochran St -Wabash to Chestnut Fire Improve 39,000 

N. Virginia/W. 8th/N. New York Fire Improveme 58,000 

Plateau Ave/Patterson St/Southern Ave Fire Im 73,043 

N. Davis Ave - Memorial to 7th St Fire Imprv 108,000 

Woodward/Eddy/Buckingham Fire Imprv 52,000 

Nottingham/John Arthur Way AC Replace 110,420 

Reynolds Rd AC Replace-Trans Upgrade 207,000 

Replacement of Hand Held Radios 18,598 8,635 8,650 11,500 11,500 11,500 3,100 3,100 3,100 3,100 3,100 

Water Master Plan Projects 40,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 

Skyview Utility System 250,000 150,000 

Reynolds Rd & Maine Ave Intersection Improv 379,227 

Morgan Combee Rd. WL ext. 10,000 

Water Meter Shop Improvement 24,038 

A-Z Park Road Utility Relocation 119,012 

Beacon Road to Lincoln Ave. WL Relocation 95,383 

Stokes Rd & 540A Tie 19,475 

Main St/Lake Mirror Promenade 126,498 

Wabash - Fairbanks Connector Phase I 71,627 

Euclid Ave - Lk Hollingsworth Dr to Lk Horney 62,000 

Easton Terr/Alma/Berkley/Denton Fire Improve 58,000 

Hillsboro St/S Hilltop Ave Fire Improvement 34,000 

W Parker St - Wabash to Chestnut System Imp 53,000 

Sylvester Rd/Sims Pl. 6 inch Water Line Repla 2,418 

Fire Imps. E. Magnolia St. - Fairway to Meridia 36,800 

Parker Road - Lunn to Old Hwy 37 Tie 168,000 

I-4 Section 8 (107) 1,617 

540A Widening 83,155 

NE Water Transmission Lines (South) 428,102 

NE Water Transmission Lines (North) 15,992 


Kathleen Rd. Widening - PC 17,786 

Griffin Rd. Widening - PC 40,652 

NE Water Plant By-Pass Line 31,000 

Backflow Preventer Aesthetic Retrofit 50,000 20,000 20,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 

Automated Water Meter/ AMR 50,000 

Water Distribution Facility Paving 209,000 

Replacement of Water Line Locators 10,000 

Replacement of Leak Detection Equipment 50,000 50,000 

Sub-total 4,954,037 2,211,591 1,677,910 2,044,672 2,129,435 2,164,870 2,192,470 2,228,355 2,265,938 2,304,260 2,346,310 

F – 44

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


ENGINEERING: IMPACT FEES 


Bartow Tie 37,000 

Medulla Road Extension 5,000 

US 98 Intertie to Polk Co Utils 15,000 

Galloway Rd - Discount Auto north 5,000 

Old Polk City Rd - West to Moore 39,930 

Williams Tie South - 20" 50,000 

540A Widening - US 98S to Lkld Highlands 6,439 

US 98 - Highland City Widen - SR 540 to CR 540A 10,000 

S. Florida - Harden Connector (Edgewood Ext. 110,000 

Harden Blvd 3-Laning (Parkway to Alamo) 50,000 


Sleepy Hill Rd Widen (Circuit City to Kathleen) 30,000 

County Line Rd - SW Loop (Gateway to W. Pipkin) 67,000 

(Old) Medulla Rd Ext. (Hamilton to County Line) 15,000 

Drane Field Rd Ext (Hamilton to County Line) 15,000 


W. Pipkin Widening (Medulla to Harden) 20,000 

Sleepy Hill Rd Widen (Circuit City to Kathleen) 2,365 

McIntosh Access Road to Bob Rawls Road 6,176 

LWD9574 Lakeshore Dr. Relocation - DOT 4,645 

LWE9581 Hamilton Road Loop - Phase I 20,000 

In-Town Bypass 43,000 

FDOT US98 S. Widening (Brooks & Edgewood 4,000 

Williams DRI Completion 26,911 

Hwy 33 Trans Line Improv - 16" 40,000 

Lakeland Highlands Rd Widening - Parkway So 45,000 

Hamilton Road Loop - Phase 2 25,000 


English Oaks Water System Improvements 45,000 

LWE9583 Lake Gibson Trans Loop - 16" Phas 40,000 

New Production Wells 400,000 

Sub-total 602,396 97,000 532,000 152,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 

F – 45

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 



ENGINEERING: 

SR 563 (Harden Blvd) - N/S Route - 36" Relocate 

Subdivision & Commercial Development 262,996 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 

Minor Extensions & Improvements 8,785 15,000 15,000 20,000 20,000 20,000 20,000 20,000 25,000 25,000 25,000 

Hydrant Installation-New Annexation 5,970 3,500 3,500 3,500 5,000 5,000 5,000 5,000 5,500 5,500 5,500 

City Project Support 8,749 25,000 25,000 25,000 30,000 30,000 30,000 30,000 30,000 35,000 35,000 

Polk County Project Support 10,483 8,500 8,500 8,500 9,500 9,500 9,500 9,500 10,000 10,000 10,000 

State/FDOT Project Support 11,129 30,000 30,000 30,000 35,000 35,000 35,000 35,000 40,000 40,000 45,000 

City Parks & Rec Support 11,204 20,000 20,000 20,000 25,000 25,000 25,000 25,000 30,000 30,000 35,000 

Other Distribution Projects 150,000 100,000 100,000 100,000 200,000 200,000 200,000 200,000 230,000 230,000 230,000 

Compson Pl. - W. Bella Vista To Fairbanks 3,000 

Palm Center Shops Tie To Doris Dr. 2,000 

Tennessee Rd. - Lebanon To Old Tampa Hwy 6,937 

Chocran St. - Wabash Av To Chestnut - Fire Im 2,371 

N. Virginia / W. 8Th St / N.Y. Fire Imp. 6,000 

Plateau / Patterson / Southern Fire Imp 4,733 

CWE 5096 Crow Water Projects Easements 30,000 30,000 30,000 30,000 40,000 40,000 40,000 40,000 45,000 45,000 45,000 

Woodward/Eddy/Buckingham Fire Imprv 6,000 

N. Davis Ave - Memorial to 7th St Fire Imprv 12,000 

Nottingham/John Arthur Way AC Replace 3,696 


Water Master Plan Projects 4,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 25,000 25,000 

Replacement of Hand Held Radios 6,000 6,000 12,000 12,000 


MWD1023 Skyview Utility System 120,000 

Reynolds Rd & Maine Ave Intersection Improv 27,754 

CWD5093 Morgan Combee Rd. WL ext. 1,155 

Maximo Implemenation 46,952 

CWD5129 A-Z Park Road Utility Relocation 2,786 

Beacon Road to Lincoln Ave. WL Relocation 16,910 

CWD5131 Stokes Rd & 540A Tie 2,422 

Main St/Lake Mirror Promenade 6,045 

CWE5148 Northwest Loop Phase 8 17,772 

CWE455152 Wabash - Fairbanks Connector P 7,369 

CWE5154 Bridgewater Inspection 14,752 

CWE5156 Euclid Ave - Lk Hollingsworth Dr to 7,000 

CWE5157 Easton Terr/Alma/Berkley/Denton F 6,000 

F – 46

WATER UTILITY 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


CWE5158 Hillsboro St/S Hilltop Ave Fire Impro 3,971 

CWE5159 W Parker St - Wabash to Chestnut S 6,000 

CWE5160 SR 563 (Harden Blvd) - N/S Route - 50,000 

CWE5161 Northside Water Maintenance Facili 40,000 

CWE5162 W Pipkin Widening (Medulla to Hard 20,000 

CWD5166 Park Dr & Atlanta Relocate - PW 4,918 

CWA5149 Sixth Floor Furnishings 42,766 

Containment Structures 5,000 

Purchase of Radios 1,195 

Sylvester Rd/Sims Pl. 6 inch Water Line Repla 2,099 

Fire Imps. E. Magnolia St. - Fairway to Meridia 4,000 

Parker Road - Lunn to Old Hwy 37 Tie 18,000 

Reynolds Rd AC Replace - Trans Upgrade 23,000 

Maximo Upgrade 75,000 

I-4 Section 8 (107) 1,000 

540A Widening 5,000 

In-Town Bypass 3,500 

Kathleen Rd. Widening - PC 3,048 

T&D Workorder Management System 52,263 

Transfer to Fleet - Additional Vehicle -Water Cops 25,000 

Sub-total 1,169,230 577,000 528,000 539,000 671,500 659,500 659,500 659,500 715,500 725,500 740,500 


ENDING CASH BALANCES: 

IMPACT FEES 3,028,954 3,069,954 3,292,954 2,667,954 1,087,954 36,954 2,221,954 4,406,954 6,491,954 8,666,954 10,841,954 

RENEWAL AND REPLACEMENT 2,235,388 792,797 597,887 443,215 930,280 1,386,910 1,774,940 2,155,085 2,439,647 2,673,887 2,851,077 

TOTAL CASH BALANCES 5,264,342 3,862,751 3,890,841 3,111,169 2,018,234 1,423,864 3,996,894 6,562,039 8,931,601 11,340,841 13,693,031 

F – 47

LAKELAND ELECTRIC 


ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


REVENUES: 

Transfer from Operating Fund 12,363,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 36,267,000 

Capital Reserves or New Debt 42,628,605 45,000,000 21,450,000 136,895,000 147,988,000 62,667,000 


EXPENDITURES: 

Operations Control Center (Parker St. Renovate/Rebuild) 1,050,000 2,250,000 

Fire System Battery 71,251 410,000 

Energy Service Evaluation 650,000 

Structural Reparis in Parking Garage 60,000 

NERC Cyber Security 199,692 181,328 

Call Center Technology (CISCO) 282,000 

AMI Meter Project 1,299,000 6,041,000 7,245,000 4,571,000 

RTU Replacement (EMS System Replacement) 209,744 143,000 

ITRON Replacement 144,749 

230kv/69kv Transmission Lines 4,728,798 1,685,000 700,000 3,110,000 529,000 1,100,000 1,400,000 1,000,000 1,000,000 

Substations 9,220,157 4,815,727 8,050,000 9,325,000 10,894,000 8,387,000 4,432,000 4,098,000 500,000 3,952,000 

Larsen Plant Unit 8 991,131 1,400,000 600,000 2,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 

McIntosh Plant Unit 1 28,733 1,763,267 4,550,000 

McIntosh Plant Unit 2 1,706,036 500,000 1,000,000 1,000,000 1,000,000 900,000 

McIntosh Plant Unit 3 39,606,912 23,988,585 8,483,185 3,702,000 3,034,000 4,404,000 6,899,000 4,600,000 6,857,000 4,800,000 3,000,000 

McIntosh Plant Unit 5 1,083,278 6,151,000 7,754,540 9,340,680 4,680,900 

Winston Plant 52,164 

New Generation 1,000,000 21,450,000 136,895,000 147,988,000 62,667,000 

TOTAL LTC CAPITAL PROJECTS 59,042,645 43,079,907 32,386,725 30,708,680 53,413,900 155,786,000 162,419,000 74,665,000 9,357,000 10,752,000 4,000,000 

RENEWAL & REPLACEMENT PROJECTS 12,363,000 18,057,045 18,508,000 18,971,000 19,445,000 19,931,000 20,429,000 20,940,000 21,464,000 22,001,000 22,001,000 

TOTAL EXPENDITURES 71,405,645 61,136,952 50,894,725 49,679,680 72,858,900 175,717,000 182,848,000 95,605,000 30,821,000 32,753,000 26,001,000 

Cash Balance (16,414,040) 3,716,008 (10,911,717) (24,324,397) (39,466,297) (42,021,297) (40,614,297) (37,285,297) (31,839,297) (28,325,297) (18,059,297) 

F – 48



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


230kv/69kv Transmission Lines 

Glendale-Eaton Park 69kv Line 1,019,331 

Capacitor Modernization 200,000 

Interstate-Northwest 69kv Line Reconductor 305,000 

McIntosh-Teneroc 230kv Line Reconductor 1,100,000 400,000 

Dranefield New Circuit D384 135,000 

Eaton Park New Circuit D384 350,000 

Orangedale V334 Extension 80,000 

Orangedale V334 Extension existing line 170,000 

LEE8281 OH Route Selection Hamilton to Winst 60,000 250,000 112,000 

Indian Lake 30MVA Capacitor Bank 112,000 

Highland City T&D 100,000 

Tenoroc-Northwest 69kv Line 1,379,673 500,000 

Transmission Line Life Extension 2,000,000 1,000,000 1,000,000 1,000,000 

Crews Lake Grove 69Kv 700,000 700,000 

West-Winston 69kv Line Upgrade 310,000 

Interstate-Galloway 69 kV 42,910 

I4 Widening - Hwy 98 to SR 559 (1 6,240 

Highlands City T&D Connection Reloc 215,168 

Christina-Grove 69kv Line 269,107 

Socrum-Hemphill 69kV Line Reconduct 221,773 

Dranefield Add 69KV Capacitor Bank 134,545 

H Route Selection-Hamilon to Winsto 76,543 

Dranefield New Circuit D344 306,600 

Hemphill Circuit H334 New Open Swit 4,000 

Hemphill Circuit H344 New Line Exte 11,000 

Winston T374 Lind Upgrade 164,136 

UG Lake Mirror Road Realignment Pro 176,032 

Dist Changes - Sutton Feeders for H 445,350 

Dist Changes - West Feeders for Ham 102,371 

Dist Changes - for Bridgwater Sub D 94,019 

Total 4,728,798 1,685,000 700,000 3,110,000 529,000 1,100,000 1,400,000 1,000,000 1,000,000 

F – 49



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


Substations 

Hamilton Substation 900,000 800,000 1,200,000 

Bridgewater 69Kv and 12Kv Lines 500,000 1,000,000 4,225,000 

Indian Lakes Substation 350,000 

Bridgewater Substation 900,000 800,000 

County Line South Substations, Tx & Feeders 20,000 500,000 

Hamilton-Dranefield 69Kv Trans 12KV 250,000 1,000,000 1,000,000 

Hamilton-Winston 69Kv Trans 12KV 1,000,000 1,000,000 

LEE8138 2014 Sub/TX Feeders/Cap 2,652,423 1,315,727 

CEE8128Orangedale to Socrum 69Kv 50,000 1,200,000 1,550,000 

Socrum-Orangedal Line sub work 1,000,000 

Galloway Substation Capacity Upgrades 691,037 899,000 

Glendale Substation Rebuild 1,662,909 500,000 540,000 

Highland City Sub Capacity upgrades 865,000 

Indian Lake Substation, Tx & Feeders 150,000 6,000,000 4,985,000 

Bridgewater Substation 60,000 

Eaton Park Substation Rebuild 805,770 

Grove Substation 30 MVAR Capacity B 114,252 

OH Highland City Sub Capacity Upgr 1,767,851 

Hamilton Substation & T&D Feeders 502,000 

Capacitor Modernization Program 549,712 

Sutton Sub for Hamilton Sub Delay 98,203 

West Sub for Hamilton Sub Delay 96,000 

Mt. Olive Substation, Tx & Feeders 1,000,000 3,698,000 

Medulla Grove 60kV Line 1,000,000 2,210,000 570,000 

Medulla Substation Capacity Upgrade TX#1 832,000 

Southwest Substation Capacity Upgrade 700,000 

Northwest Substation Capacity Upgrade 1,200,000 300,000 

West Substation Auto Trans upg to 225MVA 2,300,000 400,000 

Northwest Trans. #1/#2 Upgrade 800,000 832,000 

Larsen to McIntosh Tie 1,200,000 

Total 9,220,157 4,815,727 8,050,000 9,325,000 10,894,000 8,387,000 4,432,000 4,098,000 500,000 3,952,000 

Larsen Plant 

Larsen Plant Unit 8 Generation Reliability Impro 600,000 2,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 

U8 Combusion Turbine Inspection 991,131 

U8 Dampers & Expansion Joint 600,000 

U8 Steam Turbine Inspection 800,000 

Total 991,131 1,400,000 600,000 2,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 

F – 50



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


McIntosh Plant 

CPE7219 Unidentified Capital Projects 663,267 

McIntosh Plant Maintenance Building 100,000 3,000,000 

McIntosh Plant Administration Building 1,000,000 1,550,000 

MMP U1 Generation Reliability Improveme 28,733 

McIntosh Plant Unit 2 Circulating Water Line 500,000 900,000 

McIntosh Plant Unit 2 Turbine Generator Outage 1,263,014 1,000,000 

McIntosh Plant Unit 2 Generation Reliability Imp 343,022 1,000,000 1,000,000 

McIntosh Plant Unit 2 Cooling Tower Inspect & R 100,000 

McIntosh Plant Unit 3 Air Reheater Basket 317,400 150,000 317,000 150,000 

McIntosh Plant Unit 3 Boiler Hanger Replaceme 119,626 

McIntosh Plant Unit 3 Clean Air Act Improvemen 22,264,980 18,600,000 

McIntosh Plant Unit 3 Coal Yard Heavy Equip Replace 900,000 

McIntosh Plant Unit 3 Coal Yard Reconstruction 720,000 

McIntosh Plant Unit 3 Coal Yard System Improv 404,474 930,000 75,000 150,000 

McIntosh Plant Unit 3 Coal Truck Unloading Sys 600,000 2,400,000 

McIntosh Plant Unit 3 Control Replacements 573,218 60,000 240,000 2,400,000 

McIntosh Plant Unit 3 Fire system upg 60,000 150,000 150,000 150,000 150,000 

McIntosh Plant Unit 3 Primary Superheater 750,000 

McIntosh Plant Unit 3 Reheat Vertical Upleg Tub 750,000 

McIntosh Plant Unit 3Limestone System Improve 852,000 

McIntosh Plant Unit 3 CSI Facilities Upgrade 292,680 180,000 180,000 180,000 

MMP JT U3 Reheat Horizontal Tube Replac 450,000 750,000 

McIntosh Plant Unit 3 Economizer Header & Tub 106 450,000 750,000 

McIntosh Plant Unit 3 High Temp Reheater Replacement 954,000 582,000 

LMP9247 MGT Turbine Controls 756,000 

McIntosh Plant Unit 3 CAMR Compliance 150,000 

McIntosh Plant Unit 3 Low Nox Burners 4,581,403 

McIntosh Plant Unit 3 Reline Process Wastewater Ponds 1,800,000 

McIntosh Plant Unit 3 Painting 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 

McIntosh Plant Unit 3 Replace Rail Cars 1,103,185 1,103,185 

McIntosh Plant Unit 3 Scrubber Improvements 180,000 120,000 1,200,000 2,400,000 

McIntosh Plant Unit 3 Scrubber Forced Oxidatio 4,462,776 

McIntosh Plant Unit 3 Soot Blower Wall Panel (5 566,672 120,000 60,000 

MGT Hot Gas Path Inspection 500,000 

McIntosh Plant Unit 3 Pulverizer Improvements 634,019 120,000 60,000 222,000 229,000 250,000 257,000 

McIntosh Plant Unit 3 Generation Reliability Imp 2,100,000 2,400,000 3,000,000 3,000,000 3,000,000 3,000,000 

McIntosh Plant Unit 3 Turbine Blades 300,000 900,000 

McIntosh Plant Unit 3 MBFP Rotating Element R 282,062 

McIntosh Plant Unit 3 Scrubber Piping Replacem 122,015 

McIntosh Plant Unit 3 Boiler Ignitor Scanners-Co 47,887 

McIntosh Plant Unit 3 CSI Conveyor Replaceme 327,966 

McIntosh Plant Unit 3 CEMS Analyzer Repl 73,290 

F – 51



ADJUSTED 

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 


McIntosh Plant Unit 3 Ball Mill Shell Liner Repl 206,069 

McIntosh Plant Unit 3 Acoustic Horns for Precip 154,819 

McIntosh Plant Unit 3 TR Set Transformer Rebu 128,645 

McIntosh Plant Unit 3 Circulating Water Pumps 52,632 

McIntosh Plant Unit 3 Scrubber 480V Breaker T 21,242 

McIntosh Plant Unit 3 C2 Coal Conveyor Belt Re 13,742 

McIntosh Plant Unit 3 Coal Feeder Trans. Chute 30,574 

McIntosh Plant Unit 3 Condesate Pumps Rebuil 51,779 

McIntosh Plant Unit 3 Compressed Air System U 44,207 

McIntosh Plant Unit 3 Main Steam Safety Valve 11,004 

McIntosh Plant Unit 3 Turbine Repair 30,000 

Generation Land Acquisition 2,000,000 

McIntosh Plant Unit 3 McIntosh Facility Security 422,861 

McIntosh Plant Unit 3 Reliab Improve/CapSup 213,282 

McIntosh Plant Unit 3 Limestone System Improv 120,000 

McIntosh Plant Unit 3 32 ID Fan Motor Replacm 189,000 

McIntosh Plant Unit 3 Site Expansion Land Acqu 297,943 

McIntosh Plant Unit 3 Combustion Byproduct Ma 205,411 

McIntosh Plant Unit 3 Rail Cars 540,528 

McIntosh Plant Unit 3 Coal Transportation Optio 60,000 

McIntosh Plant Unit 5 DCS Controls Replacement 500,000 1,500,000 

McIntosh Plant Unit 5 CT Corrosion Mitigation&System Upg 1,000,000 2,000,000 

McIntosh Plant Unit 5 Steam Turbine Control Va 1,000,000 

McIntosh Plant Unit 5 Generator Rewind 2,000,000 

McIntosh Plant Unit 5 Turbine Major Outage 2,000,000 

McIntosh Plant Unit 5 ST Instrument Air Compre 11,625 

McIntosh Plant Unit 5 CEMS Upgrade 40,943 

McIntosh Plant Unit 5 Expansion Joint 106,370 

McIntosh Plant Unit 5 Combustion Turbine Repa 127,767 

McIntosh Plant Unit 5 Combustion Turbine Row 12,873 

McIntosh Plant Unit 5 CT & HRSG Dehumidifier 315,700 

McIntosh Plant Unit 5 Generation Reliability Imp 2,000,000 2,000,000 2,000,000 2,000,000 

McIntosh Plant Unit 5 Catalyst Replacement 807,000 1,000,000 

Winston Peaking Project 52,164 

New Generation 1,000,000 21,450,000 136,895,000 147,988,000 62,667,000 

McIntosh Plant Unit 5 Siemens LTMA- Assets 468,000 3,651,000 4,254,540 5,340,680 4,680,900 

Total 43,477,123 32,402,852 20,787,725 14,849,680 30,164,900 141,299,000 156,887,000 70,167,000 8,857,000 6,800,000 5,000,000 

F – 52


Supplementary Information.............................................................. Section—G 

Largest Taxpayers................................................................................G-2 

Schedule of Property Tax Rates..........................................................G-3 

General Fund Property Tax Levies and Collections..........................G-4 

Governmental Activities Tax Revenues by Source ...........................G-6 

Changes in Fund Balances of Governmental Funds.........................G-7 

Department Tables of Organization ....................................................G-9 

G-1 Fiscal Year 2008 Annual Budget

Ten Largest Taxpayers 

2006 

Employer Type of Business Employees Rank Total 

% of 

Publix Supermarkets, Inc. 

Retail/Distribution- 

Grocery 4,600 1 25.62% 

Lakeland Regional Medical Center Hospital 3,800 2 21.16% 

City of Lakeland Government 2,186 3 12.17% 

Government Employees Insurance 

Company Insurance 2,130 4 11.86% 

Watson Clinic Medical Facility 1,200 5 6.68% 

GC Services Telemarketing 1,200 6 6.68% 

Watkins Motor Lines (now FedEx) Trucking 848 7 4.72% 

Retail/Distribution- 

Rooms To Go Furniture Corp. Furniture 800 8 4.46% 

Summit Consulting Insurance 693 9 3.86% 

ICT Group Telemarketing 500 10 2.78% 

Total 17,957 100.00% 

Source: Lakeland Economic Development Council 


Schedule of Property Tax Rates—Direct 

and Overlapping Governments 

MILLS ($1 PER $1,000 VALUATION) 


Southwest 

Lakeland Lakeland Florida Polk Peace Lake 

Fiscal Year 

Area 

Mass Downtown Water County River Deeson Total Direct & 

Ending Transit Development Management School Water Water Overlapping 

September 30 Municipal District District Total County District Board Basin Basin Rates 

2006 3.545 0.488 1.956 5.989 8.330 0.284 7.770 0.195 - 22.568 

2005 3.545 0.500 1.956 6.001 8.727 0.284 8.078 0.195 - 23.285 

2004 3.545 0.488 1.956 5.989 7.727 0.284 8.206 0.195 0.422 22.823 

2003 2.995 0.488 1.956 5.439 7.727 0.284 8.317 0.195 0.420 22.382 

2002 2.995 0.488 1.956 5.439 7.727 0.422 8.578 0.195 0.420 22.781 

2001 2.995 0.488 1.956 5.439 7.727 0.422 8.722 0.195 0.420 22.925 

2000 2.995 0.488 1.956 5.439 7.727 0.422 8.846 0.195 0.420 23.049 

1999 2.995 0.488 1.956 5.439 7.977 0.422 9.072 0.195 0.430 23.535 

1998 2.995 0.488 1.956 5.439 7.977 0.422 9.431 0.195 0.450 23.914 

1997 2.995 0.488 2.000 5.483 7.977 0.422 9.336 0.195 – 23.413 


General Fund Property Tax Levies and 

Collections 

Total Taxable (1) 

Fiscal Year 

Less: 

Ending Real Tangible Railroad Tax Exempt Total Taxable Total Direct 

September 30 Property Property Property Adjustments Real Property Assessed Value Tax Rate 

2006 $5,130,793,065 $ 706,098,416 $ 3,274,177 $ 87,998,484 $ 1,618,347,457 $ 4,309,816,685 5.989 

2005 4,655,054,178 672,059,352 4,953,520 1,268,093 1,476,605,744 3,856,729,399 6.001 

2004 4,616,004,195 638,220,261 4,924,316 22,470,923 1,663,559,485 3,618,060,210 5.989 

2003 4,464,328,783 626,841,981 3,464,127 (25,279,627) 1,672,222,365 3,397,132,899 5.439 

2002 3,971,232,232 655,013,363 3,392,140 15,559,346 1,521,480,883 3,123,716,198 5.439 

2001 3,599,943,469 562,173,024 3,770,520 12,058,934 1,438,060,592 2,739,885,355 5.439 

2000 3,298,672,555 551,427,010 3,868,515 4,039,250 1,373,782,651 2,484,224,679 5.439 

1999 3,210,939,922 513,590,740 5,156,699 32,237,567 1,402,565,552 2,359,359,376 5.439 

1998 3,089,521,487 494,818,390 4,325,524 51,300,859 1,363,534,883 2,276,431,377 5.439 

1997 2,976,200,373 437,868,390 2,671,163 4,216,494 1,316,262,123 2,104,694,297 5.483 

(1) The State of Florida, by statute, requires property appraisers to assess all property within the State 

at 100% of market value. Therefore, the assessed valuation and estimated actual value is the same. 

(2) Total property tax levy minus any discounts given to taxpayers . Therefore, the realized tax rate may 

be less than the tax rate used to assess property taxes. 


General Fund Property Tax Levies and 

Collections (cont’d) 

Total Percent Delinquent Total Ratio of Total 

Tax Current Tax of Levy Tax Tax Collection 

Levy (2) Collections Collected Collections Collections to Tax Levy 

$ 14,749,149 $ 14,676,659 99.51 $ 54,401 $ 14,731,060 99.88 

13,200,608 13,149,626 99.61 48,378 13,198,004 99.98 

12,393,605 12,031,025 97.07 371,298 12,402,323 100.07 

9,833,878 9,777,693 99.43 5,538 9,783,231 99.48 

9,048,822 8,985,692 99.30 10,446 8,996,138 99.42 

7,936,350 7,849,760 98.91 117,963 7,967,723 100.40 

7,196,005 6,997,185 97.24 20,061 7,017,246 97.52 

6,828,739 6,799,492 99.57 19,100 6,818,592 99.85 

6,601,635 6,374,042 96.55 17,767 6,391,809 96.82 

6,096,308 6,070,206 99.57 22,240 6,092,446 99.94 


Governmental Activities Tax Revenues by Source 


Utility & 

Communication Motor Half Cent Mobile Home Alcoholic Firefighters' 

Fiscal Property Services Fuel Franchise Sales Cigarette License Beverage Compensation 

Year Tax Tax Tax Tax Tax Tax Fees Tax Tax Total 

2006 $ 17,845,105 $ 14,161,883 $ 5,599,243 $ 320,781 $ 6,004,380 $ 2,330,366 $ 197,190 $ 60,222 $ 25,011 $ 46,544,181 

2005 15,363,705 13,957,483 5,640,954 283,085 5,696,157 2,210,905 194,245 55,968 24,234 43,426,736 

2004 14,250,266 13,494,278 5,372,283 235,506 5,148,418 1,683,783 206,255 52,481 11,304 40,454,574 

2003 11,344,358 13,253,466 5,082,474 222,025 4,783,809 1,381,652 177,699 47,090 19,705 36,312,278 

2002 10,213,198 11,417,676 4,849,799 367,971 4,498,493 1,393,771 160,674 51,780 25,646 32,979,008 

2001 8,734,808 9,607,908 4,909,572 931,021 4,241,268 1,353,164 221,576 48,978 25,999 30,074,294 

2000 7,034,113 9,209,518 4,311,913 832,446 4,263,752 1,478,131 142,895 49,517 20,670 27,342,955 

1999 6,832,836 8,717,825 3,337,663 815,614 4,151,338 1,495,547 159,163 48,172 19,378 25,577,536 

1998 6,404,808 8,121,291 3,259,116 777,337 3,906,637 1,556,545 157,434 49,970 24,630 24,257,768 

1997 6,105,370 7,671,288 3,258,911 755,030 3,579,710 1,509,679 152,037 42,609 12,070 23,086,704 


Changes in Fund Balances of 

Governmental Funds 

LAST SIX FISCAL YEARS* 

(Modified Accrual Basis of Accounting) 

2001 2002 2003 2004 2005 2006 

REVENUES 

Taxes $ 24,183,309 $ 26,848,644 $ 29,902,323 $ 33,352,333 $ 35,245,227 $ 37,927,012 

Licenses and permits 2,143,017 2,413,095 2,223,201 2,467,512 2,954,750 4,464,447 

Intergovernmental 11,983,091 15,053,538 15,544,520 13,986,162 23,118,835 21,899,528 

Charges for services 4,197,994 4,804,024 5,213,617 5,672,915 6,282,903 8,187,813 

Fines and forfeits 1,174,308 1,017,180 1,049,606 1,020,071 1,016,958 1,356,977 

Miscellaneous 15,136,697 10,341,281 11,836,109 10,916,707 14,584,500 16,696,210 

Total revenues 58,818,416 60,477,762 65,769,376 67,415,700 83,203,173 90,531,987 

EXPENDITURES 

General government 7,116,950 7,661,481 10,746,888 10,106,841 11,097,440 9,471,365 

Public safety 29,783,630 32,300,614 34,029,669 43,480,111 40,557,388 41,528,088 

Physical environment 5,513,046 6,300,969 6,303,665 4,574,179 4,648,935 5,117,903 

Transportation 12,017,950 7,997,819 8,162,399 8,681,486 9,375,714 8,555,437 

Economic environment 2,806,781 2,293,352 3,854,605 3,089,020 2,614,004 3,727,171 

Human services 355,918 217,964 199,269 217,263 250,528 233,823 

Culture/recreation 9,289,189 10,063,936 10,374,730 12,328,029 12,826,204 14,350,923 

Capital outlay 6,412,968 21,397,473 24,519,097 14,672,331 19,291,451 18,642,941 

Debt service 

Principal 699,318 2,646,023 3,316,338 2,387,355 3,292,180 3,233,872 

Interest 1,778,177 873,033 923,819 1,386,616 836,258 2,394,600 

Total expenditures 75,773,927 91,752,664 102,430,479 100,923,231 104,790,102 107,256,123 

Excess (deficiency) of revenues 

over (under) expenditures (16,955,511) (31,274,902) (36,661,103) (33,507,531) (21,586,929) (16,724,136) 

OTHER FINANCING SOURCES (USES) 

Proceeds from issuance of long-term 

debt - 12,510,000 15,219,585 723,043 16,170,801 3,925,920 

Transfers from other funds 26,756,343 34,306,986 37,367,884 33,732,673 34,657,404 33,540,530 

Transfers to other funds (8,592,860) (12,693,601) (13,716,489) (9,534,503) (14,884,804) (12,583,493) 

Total other financing sources and 

(uses) 18,163,483 34,123,385 38,870,980 24,921,213 35,943,401 24,882,957 

Net change in fund balances $ 1,207,972 $ 2,848,483 $ 2,209,877 $ (8,586,318) $ 14,356,472 $ 8,158,821 

Debt Service as a percentage of 3.70% 5.27% 5.76% 4.58% 5.07% 6.78% 

*Only last six fiscal years shown for comparability to net asset schedules. 



Department Tables of Organization 


Airport ........................................................................................................... G-11 

City Attorney................................................................................................. G-12 

City Manager................................................................................................. G-13 

Communications .......................................................................................... G-14 

Community Development ............................................................................ G-15 

Electric 

General Manager ..................................................................................... G-16 

General Services ..................................................................................... G-17 

Customer Service.................................................................................... G-21 

Delivery .................................................................................................... G-26 

Production ............................................................................................... G-34 

Technical Support ................................................................................... G-42 

Finance.......................................................................................................... G-47 

Fire................................................................................................................. G-48 

Human Resources 

Staffing & Compensation........................................................................ G-49 

Workforce Development & Labor Relations.......................................... G-50 

Information Technology............................................................................... G-51 

Internal Audit ................................................................................................ G-52 

Lakeland Center ........................................................................................... G-53 


Director..................................................................................................... G-54 

Aquatics ................................................................................................... G-55 

Cemeteries ............................................................................................... G-55 

Cleveland Heights Golf Course.............................................................. G-56 

Library ...................................................................................................... G-57 

Parks......................................................................................................... G-58 

Recreation................................................................................................ G-59 


Department Tables of Organization 


Police Department 

Admin/Direct Reports.............................................................................. G-60 

Administrative Services.......................................................................... G-61 

Investigative Services............................................................................. G-62 

Uniform Patrol Divisions......................................................................... G-63 

Public Works 

Director..................................................................................................... G-64 

Construction and Maintenance .............................................................. G-65 

Engineering.............................................................................................. G-66 

Facilities Maintenance ............................................................................ G-67 

Fleet.......................................................................................................... G-68 

Lakes & Stormwater................................................................................ G-69 

Solid Waste .............................................................................................. G-70 

Traffic ....................................................................................................... G-71 

Purchasing & Risk Management................................................................. G-72 

Retirement Services..................................................................................... G-73 

Wastewater 

Administration ......................................................................................... G-74 

Collection ................................................................................................. G-75 

Treatment ................................................................................................. G-76 

Wetlands .................................................................................................. G-77 

Water 

Administration ......................................................................................... G-78 

Distribution .............................................................................................. G-79 

Engineering.............................................................................................. G-80 

Production ............................................................................................... G-81 


Airport 

Legend 




City Attorney 

Legend 




City Manager 

Legend 





Legend 




Community Development 

Legend 




Electric: General Manager’s Office 

Legend 




Electric: General Services 

Overview 

See the following Workgroup pages for detailed breakdown. 

Legend 





Contracts/Administrative Services 

Workgroup 

Legend 





AGM Workgroup 

Legend 





Legislative and Regulatory 

Workgroup 

Legend 



Safety/Training Workgroup 


Electric: Customer Service 

Overview 


Legend 





Billing and Collections 

Workgroup 

Legend 





Call Center/Customer 

Contact Workgroup 

Legend 





Field Services Workgroup 

Legend 





Energy and Business 

Services Workgroup 

Legend 




Electric: Delivery 

Overview 


Legend 





Business Operations 

Workgroup 


Legend 





Engineering Workgroup 

Legend 





Operations Workgroup 

Legend 





Right-of-Way Workgroup 

Legend 





Substation Operations 

Workgroup 

Legend 





System Control Workgroup 

Legend 






Workgroup 

Legend 




Electric: Production 

Overview 




Administration Workgroup 

Legend 






Workgroup 

Legend 





Engineering Workgroup 

Legend 





Engineering (Supervisor) 

Workgroup 

Legend 





Maintenance Workgroup 

Legend 





Operations Workgroup 

Legend 





Special Projects Workgroup 

Legend 




Electric: Technical Support 

Overview 


Legend 





AGM Workgroup 

Legend 





Environmental Permitting 

Workgroup 

Legend 





Fuel Purchasing Workgroup 

Legend 





System Planning Workgroup 

Legend 




Finance 

Legend 




Fire 

Legend 




Human Resources: Staffing & Compensation 

Legend 




Human Resources: Workforce Development 

And Labor Relations 

Legend 





Legend 




Internal Audit 

Legend 




Lakeland Center 

Legend 




Parks & Recreation: Director 

Legend 




Parks & Recreation: Aquatics and 

Cemeteries 

Legend 


Right number= 2008 FTE

Parks & Recreation: Cleveland Heights 

Golf Course 

Legend 




Parks & Recreation: Library 

Legend 




Parks & Recreation: Parks 

Legend 




Parks & Recreation: Recreation 

Legend 




Police Department: Admin/Direct Reports 

Legend 




Police Department: Administrative Svcs. 

Legend 




Police Department: Investigative Services. 

Legend 




Police Department: Uniform Patrol 

Legend 




Public Works: Director 

Legend 




Public Works: Construction & Maintenance 

Legend 




Public Works: Engineering 

Legend 




Public Works: Facilities Maintenance 

Legend 




Public Works: Fleet 

Legend 




Public Works: Lakes & Stormwater 

Legend 




Public Works: Solid Waste 

Legend 




Public Works: Traffic 

Legend 




Purchasing & Risk Management 

Legend 





Legend 




Wastewater: Administration 

Legend 




Wastewater: Collection 

Legend 




Wastewater: Treatment 

Legend 




Wastewater: Wetlands 

Legend 




Water: Administration 

Legend 




Water: Distribution 

Legend 




Water: Engineering 

Legend 




Water: Production 

Legend 




City of Lakeland, Florida 

228 South Massachusetts Avenue 

Lakeland, Florida 33801-5086 

www.lakelandgov.net 

863-834-6000

2008 - City of Lakeland

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