Document Ogden_doc_d134a76b60

Ogden City Fiscal Year 2016-2017 Adopted Budget Ogden City’s Christmas Village ---PAGE BREAK--- OGDEN CITY CORPORATION State of Utah Summary and Narrative Of Line Item BUDGET FISCAL YEAR 2016 - 2017 The Line Item Budget may be reviewed in the Ogden City Recorder’s Office or in the Comptroller Division’s Office during normal business hours. Mayor Michael P. Caldwell City Council Marcia L. White, Chairman Bart E. Blair, Vice-Chairman Neil K. Garner Richard A. Hyer Luis Lopez Ben Nadolski Doug Stephens Compiled by: Department of Management Services David G. Buxton, Management Services Director Lisa Stout, CPA, Comptroller Camille Cook, CGFM, Deputy Comptroller 2 ---PAGE BREAK--- TABLE OF CONTENTS ADOPTED BUDGET 2016‐2017 Ordinance Adopting Budget and General City Tax Levy 7 Council’s Changes to the Proposed Budget (Schedule A and A‐1) 11 Certified Tax Rate (Calendar Year 2015) 14 Council’s Budget Message (Schedule C) 15 Budget Overview 15 Budget Goals 22 Budget Guidelines 23 Mayor’s Letter of Transmittal 29 Significant Changes in Operations or Personnel 33 Budget Process 55 Budget Calendar for FY2017 56 GFOA Distinguished Budget Presentation Award 57 Budget Format 58 Financial Structure 60 Financial Principles 64 General, Debt, Capital, and Demographic Information 68 Ogden City Organizational Chart 73 Summary Charts: 2016‐2017 Budget: Sources of Funding 75 Departmental Expenditures 75 Summary of Revenues and Expenditures by Type 76 Department Fund Summary 77 Overall Responsibilities by Department 78 Ogden City Fund Balance – Budget Presentation 84 3 ---PAGE BREAK--- Table of Contents (continued) Revenue Summary 85 Schedule of Appropriations by Fund 90 Capital Budget 94 Program Summary 96 GENERAL FUND Summary of Revenues and Expenditures 107 General Fund Revenues 108 Departmental Expenditure Detail: Mayor 117 City Council 120 Management Services 123 Administration 124 Comptroller 124 Fiscal Operations 124 Human Resources 124 Purchasing 124 Recorder 125 City Attorney 127 Non‐Departmental 130 Police 134 Administration 135 Investigations 135 Support Services 135 Uniform 135 Fire 138 Administration 139 Emergency Management 139 Operations 139 Prevention 139 4 ---PAGE BREAK--- Table of Contents (continued) Community and Economic 141 Administration 142 Building Services 142 Business/ Economic Development 142 Community Development 142 142 . Public Services 145 Administration 146 Arts, Culture and Events 146 Engineering 146 Parks and Cemetery 146 Recreation 146 Streets 147 DEBT SERVICE FUNDS Downtown Ogden Special Assessment 150 Tourism and Marketing 155 CIP FUND Summary of Revenues and Expenditures 161 Revenue Sources 162 Summary of Projects Funded 164 Departmental Expenditure Detail: Management Services 170 Non‐Departmental 171 Fire 172 Community and Economic 173 Public Services 174 5 ---PAGE BREAK--- Table of Contents (continued) ENTERPRISE FUNDS Water Utility 177 Sanitary Sewer Utility 184 Refuse Utility 189 Airport 193 Golf Courses 199 Recreation 204 Property Management‐BDO Infrastructure 208 Storm Sewer Utility 213 Medical Services 218 INTERNAL SERVICE FUNDS Fleet and Facilities 225 Information Technology 229 Risk Management 233 TRUST FUNDS Nicholas Endowment Fund 239 Cemetery Perpetual Care Fund 243 Miscellaneous Grants and Donations Fund 247 Major Grants and Donations Fund 256 SCHEDULES Personnel Information 262 Staffing Document (Schedule B) 296 Salary Schedules 314 GENERAL INFORMATION Glossary 322 6 ---PAGE BREAK--- 7 ---PAGE BREAK--- 8 ---PAGE BREAK--- 9 ---PAGE BREAK--- 10 ---PAGE BREAK--- Revenue Expenditure Budget Budget GENERAL FUND Initial Tentative Budget $56,705,925 $56,705,925 Adj. Sales Tax Revenue 10,000 $ Adj. Arts Program Support (Arts Grants) 10,000 $ Adj. Fire Safety Trailer Rental 1,000 $ Adj. Fire Prevention Supplies 1,000 $ Adj. RAMP Grant Award ‐ World Music Concert Series 5,000 $ Adj. World Music Concert Series Expenses 5,000 $ Adj. Marshall White Center Facility Rental Revenue 10,000 $ Adj. Reduce Ogden Pioneer Days Fireworks (5,000) $ Adj. Ogden Pioneer Days Sponsorship 10,000 $ Adj. Parks Signage 5,000 $ Adj. Active Transportation Sales Tax (1,400,000) $ Adj. Active Transportation Funds 1,400,000 $ Adj. Boys and Girls Club Contribution (15,000) $ Adj. Boys and Girls Club to Recreation 15,000 $ Adj. Move Nuisance Abatement Revenue to General Fund 40,000 $ Adj. Nuisance Abatement Expenses in Non‐Departmental Code Services 80,000 $ Adj. Move Portion of Facilities Costs to Nuisance Abatement Expenses (40,000) $ Adj. Decrease Combined B&C Road Fund Revenue (180,000) $ Adj. Decrease Transfer to CIP Fund (B&C Road Funds) (180,000) $ Adj. Increase Property Tax Revenue 172,900 $ Adj. Increase Property Tax Contingency 172,900 $ Tentative Budget ‐ General Fund 56,764,825 $ 56,764,825 $ Revenue Expenditure Budget Budget CAPITAL IMPROVEMENT PROJECTS FUND Initial Tentative Budget $4,462,250 $4,462,250 Adj. Municipal RAMP Grant Award 83,000 $ Adj. Municipal RAMP Grant Expenses 83,000 $ Adj. Decrease Interfund Transfers ‐ Road Funds (180,000) $ Adj. Decrease Street Construction CIP EN006 (180,000) $ Tentative Budget ‐ Capital Improvement Project Fund 4,365,250 $ 4,365,250 $ Adjustments to the FY 2017 Initial Tentative Budget Creating the FY 2017 Tentative Budget SCHEDULE 11 ---PAGE BREAK--- Adjustments to the FY 2017 Initial Tentative Budget Creating the FY 2017 Tentative Budget SCHEDULE Revenue Expenditure Budget Budget WATER UTILITY FUND Initial Tentative Budget $20,098,075 $20,098,075 Adj. Water Bond Proceeds 17,000,000 $ Adj. Use of Retained Earnings ‐ Capital 860,425 $ Adj. Distribution System CIP 17,860,425 $ Tentative Budget ‐ Water Utility Fund 37,958,500 $ 37,958,500 $ Revenue Expenditure Budget Budget FLEET AND FACILITIES FUND Initial Tentative Budget $10,158,900 $10,158,900 Adj. Use of Retained Earnings ‐ Capital 200,000 $ Adj. Correct Equipment Replacement 200,000 $ Adj. Move Nuisance Abatement Charges Revenue to Code Services (40,000) $ Adj. Move Nuisance Abatement Costs to Code Services (40,000) $ Tentative Budget ‐ Fleet and Facilities Fund 10,318,900 $ 10,318,900 $ Revenue Expenditure Budget Budget INFORMATION TECHNOLOGY FUND Initial Tentative Budget $4,541,200 $4,541,200 Adj. Lease Revenue Proceeds for ERP 1,157,655 $ Adj. Increase ERP Replacement to account for Lease Proceeds 916,080 $ Adj. Debt Service ‐ Principal for ERP Lease Payment 225,025 $ Adj. Debt Service ‐ Interest for ERP Lease Payment 16,550 $ Tentative Budget ‐ Information Technology Fund 5,698,855 $ 5,698,855 $ Revenue Expenditure Budget Budget Initial Tentative Budget ‐ Ogden City 161,656,075 $ 161,656,075 $ Total of Above Changes to Initial Tentative Budget 19,139,980 $ 19,139,980 $ Tentative Budget ‐ Ogden City 180,796,055 $ 180,796,055 $ Total Tentative Budget ‐ Ogden City Corporation 199,784,255 $ 199,784,255 $ (Includes Ogden City, RDA, MBA, and Strike Force) 12 ---PAGE BREAK--- Revenue Expenditure Budget Budget GENERAL FUND Tentative Budget $56,764,825 $56,764,825 Adj. Property Tax Revenue (391,400) $ Adj. Property Tax Contingency (572,900) $ Adj. Management Study of Police Department 90,000 $ Adj. Return to Fund Balance ‐ Public Safety Salaries 91,500 $ Final Budget ‐ General Fund 56,373,425 $ 56,373,425 $ Revenue Expenditure Budget Budget CAPITAL IMPROVEMENT PROJECTS FUND Tentative Budget $4,365,250 $4,365,250 Adj. Move CD079 Parking Analysis Study from Study Account (85,000) $ Adj. Move CD079 Parking Analysis Study to CIP Account 85,000 $ Final Budget ‐ CIP Fund 4,365,250 $ 4,365,250 $ Revenue Expenditure Budget Budget Tentative Budget ‐ Ogden City 180,796,050 $ 180,796,050 $ Total of Above Changes to Tentative Budget (391,400) $ (391,400) $ Final Budget ‐ Ogden City 180,404,650 $ 180,404,650 $ Final Budget ‐ Ogden City Corporation 199,392,850 $ 199,392,850 $ (Includes Ogden City, RDA, MBA, and Strike Force) Adjustments to the FY 2017 Tentative Budget Creating the FY 2017 Final Budget SCHEDULE "A‐1" 13 ---PAGE BREAK--- ASSESS & COLLECT 0.349 1.96% CENTRAL WEBER SEWER 0.802 4.51% MOSQUITO ABATE 0.134 0.75% OGDEN CITY 3.220 18.09% OGDEN CITY SCHOOLS 9.295 52.22% WEBER BASIN WATER 0.479 2.69% WEBER COUNTY 3.519 19.77% 17.798 100.00% MOST RECENT DATA AVAILABLE OGDEN CITY COUNTY RATE PER $1,000 OF ASSESSED VALUATION - 17.798 CALENDAR YEAR 2015 2016 - 2017 BUDGET PROPERTY TAX CERTIFIED TAX RATE ASSESS & COLLECT CENTRAL WEBER SEWER MOSQUITO ABATE OGDEN CITY OGDEN CITY SCHOOLS WEBER BASIN WATER WEBER COUNTY 14 ---PAGE BREAK--- Each year, the City Council adopts a budget for Ogden City, the Redevelopment Agency and Municipal Building Authority. This gives us an opportunity to evaluate existing services, receive and consider input from residents, carefully determine how best to allocate funding and most importantly to keep our community moving forward. The FY2017 budget is focused on addressing core public safety needs, investing in our employees by providing merit- based salary increases and extending additional resources toward the Quality Neighborhoods Initiative and redevelopment efforts. This also includes adopting and beginning implementation of our Branding Initiative and provides funding for roadway improvements, park improvements and additional curb, gutter and sidewalk replacement projects. The budget also funds the first phase of a new business and financial management software system. A 31% increase to Ogden’s property taxes is included as part of the budget to ensure that our Police and Fire Department salaries remain competitive and to better provide for the rising costs of public safety equipment and services. However, because of the expiration of a General Obligation Bond the amount of city taxes paid by property owners will be offset and have little to no change. We appreciate the tireless efforts of the Mayor and all of the Administrative staff who have prepared the proposed budget and who have provided information to help us to make more informed decisions throughout this process. Sincerely, Marcia L. White, City Council Chair Legislative Priorities Active and Healthy Living Promote the health and well-being of our residents through active living. Proactively implement policies and programs, and construct facilities that provide healthier options and support individual efforts to make healthier choices. Community Outreach and Engagement Establish a community outreach and engagement program to effectively communicate and engage the citizens, businesses and partnerships within Ogden. Cultivating Neighborhoods Continue to cultivate neighborhoods of choice and improve the quality of life for all Ogden residents, and be proactively involved in neighborhood revitalization through completing housing projects that increase the supply of quality and affordable housing. Fiscal Sustainability and Transparency Ensure that the City’s financial future is secure and sustainable, and that financial information is transparent and readily available to our residents and city employees. This includes having property taxes support a greater portion of public safety expenditures. Public Safety Ensure the safety of our residents with timely and appropriate responses in emergency situations and effective crime reduction efforts. Transportation Ensure that our city has safe sidewalks, well maintained streets and trails, convenient transit options, and a viable active transportation system. This list is in alphabetical order and does not reflect a prioritization of efforts. Message from the City Council Chair Ogden City Council Budget Overview Fiscal Year 2017—Schedule C 15 ---PAGE BREAK--- Property Tax Increase for Public Safety Ogden’s Police Officers and Firefighters are dedicated to serving and protecting residents around the clock. This year’s budget includes implementing step pay plans for police and fire. It also continues to provide funding for the Crime Reduction Unit. The city will begin to house and manage the budget for the Strike Force Unit, which is governed under an interlocal agreement with Weber County and other nearby communities. The Police Department will continue to work with the Ogden School District to ensure that a safe learning environment is provided for students by providing student resource officers. The Fire Department recently finalized new construction on Station No. 3, replacing the 70-year-old structure that was previously in use. The property tax increase for Police and Fire salaries is offset by a reduction in city property taxes due to a bond that has been paid off. “The safety of our residents is an utmost priority. Public safety impacts quality of life for everyone. I am grateful for our brave police officers and firefighters who perform challenging tasks day after day to allow us to live in a safe and secure community. Providing adequate funding for public safety officials is vital to our success as a community.” Council Vice Chair Bart Blair Employee Compensation The FY2017 budget includes a $3.6 Million increase for employee compensation. This will provide for 4% merit salary increases for full-time city employees. Benchmarking for the wages and benefits of all city positions was completed during FY2016 and resulted in a salary range change to 215 total positions. “Employees are among our greatest assets as a city. These outstanding individuals work to ensure that quality services are provided to residents in a professional manner. Providing consistent salary increases allows us to better retain employees and to maintain an experienced workforce.” Council Member Richard Hyer 16 ---PAGE BREAK--- Diversity Affairs Residents and community groups have worked with Ogden City, Weber State University and the Ogden- Weber Tech College to establish a structure that will support diversity and provide representation for residents and diverse groups within our community. A new structure has been developed for this initiative during the past three years. The City Council will consider an ordinance and charter to create an Ogden Diversity Commission in September. “We are fortunate to live in a richly diverse community. It is exciting to capitalize on this diversity and provide a long-term structure that will allow us to truly be welcoming and inclusive. It is an honor to be involved in this initiative.” Council Member Neil Garner Recreation The Council desires to support diverse community activities and events. Our local recreational amenities play a vital role in providing citizens with many opportunities to enjoy both indoor and outdoor activities. A recreation master plan is currently underway to help identify needs and priorities for future recreational opportunities. “Ogden offers some of the finest recreational opportunities in the State of Utah. Recreation has proven to be one of the most successful means to bring our community together. I am thrilled to explore new recreational amenities while also improving our current offerings.” Council Member Luis Lopez 17 ---PAGE BREAK--- Community Outreach The City Council is continually looking for new ways to engage residents and involve them in its decision making process. The Council has established a workgroup to explore new options to better communicate with residents as various initiatives and proposals are considered. “Community outreach is one of the most challenging, yet most important things we can do as elected officials, because we need to build a culture of trust between our community and our city government. Proactive communication with our citizenry is the first of many steps toward making that happen." Council Member Ben Nadolski Branding Initiative Ogden City is undergoing an exciting process to establish a unified brand and marketing approach for the community. The City is working with Roger Brooks International, a renowned leader in community branding, who is facilitating this process to make Ogden a destination of choice. City Facilities The City will continue to focus on the maintenance of all City-owned facilities. The City is completing a study that will help prioritize and address future facility needs. Art and Culture Master Plan Efforts are currently underway for the City to create an art and culture master plan to assess our current resources, evaluate the contributions of art in various forms and to develop a comprehensive plan to incorporate public art in numerous ways. Website The City is working to develop a new website with improved functionality. A transparency component will make financial and other information about city operations more accessible. 18 ---PAGE BREAK--- Transportation, Roadways and Sidewalks The Council continues to focus on providing quality transportation options to Ogden residents. A transportation master plan is currently being developed to increase the City’s grasp on existing corridors and future needs. Additional funding is also being allocated to make roadway and sidewalk improvements. These improvements are prioritized to start in areas with the greatest need. “Transportation is an important aspect of planning for the future of our community. The process of developing the transportation master plan will help us to develop a long-term approach to effectively address transportation needs within our community.” Council Member Doug Stephens Utility Rates and Fees This budget includes a Consumer Price Index (CPI) increase of 1.8% for water, sewer and refuse rates and fees. There is also an increase in Sewer and Refuse Utility revenues to account for charges to other utilities for the billing and meter reading services being provided by the Water Utility Division. The City will continue education programs for both water conservation and waste recycling. These programs will help residents become more familiar with water-wise landscaping options and materials that are appropriate for the City’s recycling system. Economic and Community Development The City’s Quality Neighborhoods Initiative continues to be a budget priority with $1 Million allocated to this effort. This initiative is focused on providing quality and safe housing options for residents of all income levels, particularly in the East Central community. Over the past several years, the Council has approved a number of community plans. These plans are designed to help establish priorities throughout the city. In an effort to work toward completing the identified projects, the Council will be funding a number of these projects through Capital Improvement dollars. 19 ---PAGE BREAK--- Revenues and Expenditures 20 ---PAGE BREAK--- By The Numbers 605 Full-time Positions 12 Positions Reclassified 6 Title Changes 215 Positions Benchmarked 8 Positions Added 2 Positions Eliminated Staffing Capital Improvements Total Funding: $26,840,725 Major projects:  2100 Madison & Liberty Park (Community Plan) $250,000  Former Dee School Site Development $1,000,000  Curb, Gutter & Sidewalk Replacement $522,750  Street Construction $555,550  Grant Ave Promenade Design $160,000  36th & Quincy Ave. Signal Replacement $343,425  General Facilities Improvements $405,825  Critical Project Contingency $100,000  City Owned Parking Lot Improvements $153,000  Golden Hours Parking Lot Improvements $153,875  Gomer Nicholas Trust $1,500  General Park Improvements $450,000  Replenish Centennial Trails $50,000  Renovate Lights at 4th Street Ball Park $131,325  Parking Analysis Study $85,000 21 ---PAGE BREAK--- Ogden City Council Budget Goals Fiscal Year 2017—Adopted on August 9, 2016 Budget goals are established annually by the City Council. Implementation of the adopted budget is contingent upon working toward or accomplishing these goals. For FY2017 it is the intent of the Council to work toward accomplishing the following budget goals. 1. Transit Project. To continue efforts to implement a more robust and effective transit system from the Intermodal Hub to Weber State University and McKay Dee Hospital as approved in Joint Resolution 2013- 10. 2. Fleet Management. To support the Administration's ongoing efforts to improve the condition of the City's fleet. The Council encourages not only transitioning the fleet to more fuel efficient vehicles, but also exploring alternative fuel options and other methods for reducing vehicle emissions. 3. Youth Recreation. To subsidize youth recreation programs in order to keep these programs affordable to Ogden's youth. All children should be encouraged to participate in youth sports and other recreational activities that promote a healthy lifestyle. 4. Walkability/Sidewalk Replacement Program. To promote healthy lifestyles and safe, convenient access to recreation and services. The Council encourages citizens to take advantage of the 50/50 Sidewalk Replacement Program and will explore options for significantly increasing funding for the program to address issues with the City’s aging concrete infrastructure. 5. Infrastructure. To continue to address the infrastructure needs of the City through infrastructure master planning and funding to address general needs and ongoing maintenance. The Council will review City-wide master plans as they are completed or updated for water, sanitary sewer, storm sewer, transportation and streets, street lighting and landscaping and curb/gutter/sidewalk. 6. Recreation Master Plan. To complete the City's recreation master plan and implement projects that will help improve, strengthen and enhance the City's broad range of recreation programs and facilities. 7. Grant Avenue Promenade. To support expansion and completion of the Grant Promenade CIP Project from the Ogden River to 25th Street. This project will provide a critical link from Historic 25th Street to the Ogden River. 8. Union Station. To support the Union Station Foundations’ efforts to raise private funds to renovate Union Station and surrounding properties to create a world-class home for the Railroad, Browning, and Cowboy museums. 9. Visioning and Rebranding Efforts. To continue rebranding efforts to create a unified City vision, logo, and website, etc., that reflect the goals, objectives and vision of the City, and to fund projects that support the City’s branding efforts. 10. Arts and Culture. To complete an arts and culture master plan, which will include a joint visioning process, and fund arts projects and grants in an ongoing effort to increase Ogden’s statewide, national, and international stature in the arts. 11. Public Safety. To bring the City’s public safety salaries in line with other jurisdictions in order to foster recruitment and retention efforts. 12. Capital Improvement Projects. To strategically fund Capital Improvement Projects to ensure adequate resources to address pressing city needs and work to provide and maintain quality infrastructure city-wide. 22 ---PAGE BREAK--- Ogden City Council Budget Guidelines Fiscal Year 2017—Adopted on August 9, 2016 Each year the City Council establishes Budget Guidelines to assist in the development, review and approval of the Annual Budget and future budget amendments. These guidelines provide direction and are policy of the City in these specific areas. 1. Arts. The City Council supports the arts through grants. The Ogden Arts Advisory Committee receives and reviews written proposals, recommends the distribution of funds, and follows up on how these funds were used. Recipients of the grants are encouraged to have matching funds from other sources, e.g., Utah Arts Council. 2. Budget Development. All ordinances, resolutions, fee studies, other studies, and supporting documentation will accompany the proposed budget for consideration during the budget process and subsequent amendments. The budget is submitted by the Mayor each year on the first Tuesday of May. The quantity of documentation, explanation and detail will be commensurate with the size, scope or complexity of each proposal. 3. Budget Transfers from Salaries and Benefits. In keeping with the intent of the pay-for performance system, the Council desires that all salaries and benefits are spent for this purpose. Notice of all budget transfers from salaries and benefits shall be provided to the Council within 15 days of the actual transfer of funds. The notice is to include the dollar amount being transferred, where it is being transferred, and for what purpose. 4. Business Depot Ogden. An annual report will be provided by February 15th which includes an overview of the Business Depot Ogden (BDO) projects, activities and overall direction. An addendum to the Capital Improvements Project Quarterly Report will be provided that reflects the activity of the funds budgeted for capital improvements at BDO. The proposed list of projects is to accompany the budget annually. 5. Capital Improvement Plan. The Capital Improvement Plan (CIP) is to be submitted for Council review no later than November 1 of each year. The Mayor's priorities are to be submitted by November 1 as well. The Planning Commission's recommendations are to be provided to the Council within 45 days (December 15th) after the CIP is submitted to the Council. The Council expects to adopt the CIP by March 31 each year. 6. Sidewalk Replacement Program. Repairs of existing sidewalk are a top priority. Recommendations for projects are to be submitted to the Council on an annual basis with the proposed budget. 7. Consolidated Plan and Annual Action Plan. The consolidated plan will be reviewed and adopted every five years and the action plans annually. Specific annual action plan elements may be identified as requiring Council review and approval prior to the expenditure of funds. The Council recently concluded the review of the consolidated plan. The next plan will be developed in 2020. 8. Business Information Center. The Council supports the efforts of the Business Information Center (BIC) in encouraging entrepreneurial efforts. Reports will be provided with the annual budget regarding not only the BIC's efforts, but also the efforts of non-profit organizations providing financial assistance to small businesses in the City. 9. Cops in Schools. The City Council supports the partnership with the Ogden School District with the Cops in School Program. The designated officers will help teachers, parents, students, and the community as resource officers. The City has committed to funding a significant portion of these positions. 23 ---PAGE BREAK--- Ogden City Council Budget Guidelines Fiscal Year 2017—Adopted on August 9, 2016 10. Council Notification. All significant changes to City programs and services that impact City employees, citizens or businesses new programs, changes in level of service to existing programs or services, City events, contracting out of City Services, reorganizations, layoffs, reductions in force, etc.) will be communicated to the Council via Council Leadership or the Council Executive Director at least ninety (90) days prior to implementation or amendment to allow for adequate time for the Council's review and public process. 11. Crime Reduction Initiative. A report regarding the efforts of the Crime Reduction Unit is to be provided annually as part of the budget process. 12. Emergency Preparedness. The Fire Department will provide the Council with updated information regarding the Emergency Preparedness Plan in October. 13. Enterprise and Special Revenue Funds. Enterprise funds will operate without City financial contributions. Any enterprise fund that requires City financial contributions will be carefully reviewed and appropriate actions considered. Quarterly financial updates are to be provided to the Council on each enterprise and special revenue fund. Notice of transfers from Enterprise Fund Return to Fund Balance line item shall be given to the City Council within fifteen (15) days of the occurrence of the transfer. Notice shall include the amount, the purpose, and a statement of justification for the transfer. 14. Fee Changes. Proposed fee changes are to be adopted as part of the budget review process. The City Financial Principles related to fees are to be followed. The Council recognizes that some fees are impacted by the calendar year, by seasonal activity, or by the calendars or scheduling constraints of other government agencies or businesses. Certain fees may need to be amended during the fiscal year and therefore cannot be amended with the annual budget process. Mid-year fee increase requests are due October 1 accompanied by sufficient rationale and justification. Fees to be implemented in January (excluding utilities) will be considered by the Council in December if all applicable information is received. Utility Fees. The recommendations of the 2012 Utility Rate Study, also known as the Comprehensive Financial Sustainability Plan are to be followed. A review of the proposed changes included in the Utility Rate Study will be performed in a joint effort beginning in November each year. Fee changes that are submitted without a detailed analysis will not be considered by the Council. E Building Permit Fees. The City's building permit fees are to be evaluated on a bi-annual basis. 15. Fleet Business Plan. The Fleet Division Business Plan will be reviewed annually. The updated Fleet business plan is to be provided at the beginning of the budget process each year. 16. Foundations. Contracts with the various Foundations operating City facilities or receiving City funds will be monitored to ensure that management of the operations is consistent with the terms of the Agreement. The Council will meet with representatives of the Foundations annually to discuss short-term and long-term goals for the respective operations. The Foundations include Dinosaur Park, Union Station, Wildlife Rehabilitation Center, Ogden Nature Center, Ogden Pioneer Days and Get Out and Live (GOAL). 17. Grant Reporting and Monitoring. Grants are evaluated annually including grants received, the amount and source of City match if applicable, grants applications requiring a City match, and the expected date of award. The Annual Grants Report is to be provided to the Council in January each year. A work session discussion will follow in February. 24 ---PAGE BREAK--- Ogden City Council Budget Guidelines Fiscal Year 2017—Adopted on August 9, 2016 18. Policy Development. The City Council will consider major policy issues during the fiscal year rather than during the budgetary process. This allows time to explore the details of all policy recommendations and options, and to estimate the impacts of the proposed decisions. 19. RAMP Tax Projects. All proposed Ogden City Projects to be submitted by application for RAMP funding are prioritized via resolution by the City Council in December of each year prior to submission in January. Early Council involvement in the City’s process is important and provides the opportunity for input on potential RAMP projects. The Council will provide input to the Administration each year in August and prior to submission of the applications as appropriate. 20.Revenue Forecasts. Revenue forecasts are to include the rationale and assumptions made for each of the significant revenue sources forecast in each proposed budget. 21. Recycling Education Program. The effectiveness of the City's recycling education program will be reviewed annually. An annual report will be provided to the Council as part of the budget process detailing the program, information showing the impact of the program, and the use of the funds appropriated for this purpose. 22.Roadway Reconstruction Projects. Roadway reconstruction projects that are B&C fund or transportation tax eligible are reviewed and approved annually. Recommendations for eligible projects are to be submitted to the Council with the proposed budget. 23.Tourism and Marketing—Transient Room Tax (Hotel Tax). Tax revenues collected from the Transient Room Tax will be restricted to a special revenue fund known as "Tourism and Marketing Fund." Expenditures from the fund are limited to ‘return to retained earnings’ unless otherwise approved by the City Council. The Council will monitor the Ogden Weber Convention and Visitors Bureau contract to ensure compliance with the terms authorized by the Council. 24.Utility Fee Indexing. The calendar 4th quarter consumer price index from United States Bureau of Labor Statistics – West Region will be used to determine annual increases in utility rates. The measure to be used will be the percentage increase of the index for January in the year in which the budget is prepared over the index for January of the prior year or the most recent available. The Council must review and approve or deny the ordinance that increases the fees associated with this indexing. 25. Water Conservation Education Program. Pursuant to Joint Resolution 2012-3, educational or other programs designed to encourage the conservation and reasonable use of culinary water without waste will be pursued. An annual report will be provided to the Council as part of the budget process detailing such programs and the use of the funds appropriated for this purpose. 25 ---PAGE BREAK--- RDA Budget Guidelines Fiscal Year 2017—Adopted on August 9, 2016 Reports. Quarterly, annual, and periodic reports are to be provided as defined by the Board. The reports shall cover the following:  Periodic Reports  Information on Projects of specific interest to the Board  A written report is not required  Quarterly Reports  Major projects  Status and progress for projects as requested by the Board  A written report is not required  Annual Report  Accomplishments  Activity in each Project Area  Financial position of each Project Area (audited)  Budget to actual comparisons for each Project Area Periodic Reports. The details of the periodic reports will depend on the complexity of the specific project. The details and reporting frequency will be determined by the Board with input from the Administration. Quarterly Reports. The quarterly reports regarding the status and progress for RDA projects may be presented at a work session and should address specific projects of interest to the Board. A list of projects to be addressed will be provided to the Administrative staff at least three days prior to the work session. Annual Report. The Annual Report shall cover information for the prior fiscal year and shall include audited financial information. The annual report shall be presented at the RDA Meeting held in January. Financial Tracking of RDA Areas and Projects. The financial progress of each major RDA project within each RDA Area will be monitored. Summary reports will be submitted every April 1 and October 1. The Administration will provide information regarding all new projects as such projects are proposed. All reports should include the approved sources and proposed uses of funds to be expended (RDA and City). 26 ---PAGE BREAK--- Addendum Fact Sheet regarding the property tax increase Background Information Each year, the Ogden City budget process allows the City Council to evaluate city needs and align these with existing resources. During the past several years, police and fire employee retention has become a major challenge because city wages have not remained competitive with nearby communities. It has also been difficult to address overall public safety cost increases. The City Council approved a $475,000 budget amendment in December 2015 to temporarily increase police officer wages. This only addressed six months of required funding and served as a short-term solution to a much larger issue. In order to adequately fund the city’s public safety needs, this year’s budget includes a 31% increase to the city’s portion of property taxes. The rate increase is offset by the expiration of a General Obligation Bond. This is intended to secure adequate resources for a long term employee retention solution, which includes the implementation of pay step programs for both police and fire. It is prudent to fund public safety expenses with ongoing money because these services address an ongoing need. Property tax is a stable income source and helps to ensure that these services can be funded at consistent service levels year after year. Many other cities throughout the United States and Utah have made a conscious effort to more closely align property tax revenues with public safety costs. This shows Ogden’s property tax revenues in relation to public safety expenses. The property tax increase for FY2017 includes a shift in this alignment. Executive Summary Property Tax Increase On Aug. 9, 2016, the City Council approved the FY2017 budget which includes a 31% city property tax increase to maintain competitive wages for police officers and firefighters. The Council adopted this with the intent to ensure public safety needs are adequately funded. Public Safety The property tax increase is designed to address public safety needs. This increases police and fire salaries to better align with competing entities and also incorporates a step pay plan for both police and fire. Paid General Obligation Bond An Ogden City general obligation bond (funded through property taxes) has been paid off. The property tax increase has little to no impact on the amount residents have been paying on Ogden City’s portion of property taxes because the increase is offset by the expiration of the general obligation bond. 2015 Ogden Property Tax Rate Ogden City Operations: 0.002521 GO Bond rate: 0.000699 Total 0.[PHONE REDACTED] Adopted Ogden Property Tax Rate Ogden City Operations: 0.002377 Tax increase: 0.000726 Total 0.003103 Note that there is a decrease from last year’s Operations’ rate indicating that overall property values have increased. 27 ---PAGE BREAK--- FY2017 Budget 176 Full-time positions for Police FY2017 Budget for Personnel Property taxes are assessed by Weber County and collected for six local taxing entities (see charts below). This rate may be impacted by one or more taxing entities issuing voter-approved bonds. The amount of money the city receives is fixed and there is no “cost-of-living” or inflation adjustment to property tax. The only adjustment that is accounted for is new growth. The city must complete “Truth in Taxation,” an open and public process prescribed by Utah law, in order to increase its property tax revenues. The last time Ogden City approved an increase to its property taxes was in 1987. How Property Taxes Work The value of a home or business property is determined by the Weber County Assessor, not Ogden City. Property values fluctuate based on the market. As homes sell, some areas go up in value, some go down and others don't change at all. Making structural improvements to a home or business also influences property values. Assessment information is used to determine the taxable value of each property and then the tax rate is applied to this value. Some property values may change dramatically, while other property values may change little or not at all from the prior year. This allows the amount paid by a property owner to change, regardless of whether a taxing entity has modified its tax rate. Property Assessment and Property Tax Payment This shows each portion of property taxes collected for Weber County taxing entities in 2015, including a portion for assessment/tax collection. Weber County Taxing Entities 2015 Rate Ogden School District 0.009295 Weber County 0.003519 Assess and Collect (Weber County) 0.000349 Ogden City 0.003220 Central Weber Sewer Improvement District 0.000802 Weber Basin Water Conservancy District 0.000479 Mosquito Abatement District 0.000134 Total Property Tax Rate 0.017798 120 Full-time positions for Fire & Medical 28 ---PAGE BREAK--- May 3, 2016 TO: Members of the Ogden City Council RE: Proposed FY 2016‐2017 Budget Please accept for review and discussion the Mayor’s recommended FY 2016‐2017 budget. This budget has been prepared through the cooperative efforts of City Administration, Department Directors, and Staff. It takes countless hours to collect, analyze, and prepare the information required for such a document and I am pleased with the results. The Zion’s bank short‐term U.S. outlook for April 2016 indicates that “While economic signals are still mixed, the perspectives shared by economists have reflected a shift from a mixed negative outlook to a mixed positive outlook over the last month.” Randy Shumway, Zions Bank Economic Advisor states, “Utah’s economy is poised to support innovations and industry expansion… With continued investment in education, infrastructure, and employment. Utah will remain an inviting and economically‐profitable location for our growing populations.” There are some exciting changes included in the Ogden City Municipal budget this year. The General Fund budget is projected to increase 4.51% to $56,705,925 from the FY2016 Council adopted budget. Ogden City Corporation’s overall budget is projected to increase .09% from $180,489,500 to $180,644,275. The Redevelopment Agency is projected to decrease 11.09% to $18,108,900. This decrease is due to the expiration of three tax increment areas: Washington Blvd, St. Benedicts, and Union Gardens. Additionally, a majority of the 25th Street tax increment has expired. The projected budget for the Municipal Building Authority will increase by 1.04% to $550,475. The Weber Morgan Narcotics Strike Force is new in the Ogden City municipal budget. The Weber Morgan Narcotics Strike Force is an inter‐local entity formed by the cities with Weber and Morgan Counties and also includes the county governments. The Strike Force was formed to jointly enforce drug laws and is financed significantly by grants and contributions by participating Cities. Neither the City Council or Mayor have substantial direct control, nor can it impose its will upon the Strike Force. Fiscal function and the ability to apply for grants is being moved from Weber County to Ogden City on July 1, 2016. FY2016 FY2017 Council Adopted Mayor/CAO Rec $ Change % Change General Fund 54,258,450 $ 56,705,925 $ 2,447,475 $ 4.51% Ogden City Corp Total 159,577,675 $ 161,656,075 $ 2,078,400 $ 1.30% Redevelopment Agency 20,367,025 $ 18,107,900 $ (2,259,125) $ ‐11.09% Building Authority 544,800 $ 550,475 $ 5,675 $ 1.04% Weber Morgan Stike Force ‐ $ 329,825 $ 329,825 $ 100.00% Total Municipal Budget 180,489,500 $ 180,644,275 $ 154,775 $ 0.09% Budget Comparison Office of the Mayor Mike Caldwell 29 ---PAGE BREAK--- BUDGET PRIORITIES Employee Compensation Our top priority of the fiscal year 2016‐2017 budget is to fund compensation increases for City employees. We genuinely appreciate the important contributions employees make to the City. With that in mind, the proposed budget includes funding police step correction effective January 2016, a fire step correction and a 4% pay adjustment to be distributed based on merit. This is a significant investment by the City and will require a budget increase in the general fund of $2,851,698, as outlined. No retirement rate increases were proposed by the Utah Retirement System this year. No insurance cost increases were needed for the employee medical plans. Capital Improvements Improving the infrastructure of any community is always a top priority, and Ogden City is no different. While there is never enough funding to complete every needed capital improvement project, the Administration has worked very hard to propose the most efficient use of capital improvement dollars. A few projects included for consideration are: continued investment in the quality neighborhoods program, liberty park improvements and additional funding for curb, gutter, and sidewalk replacement. A complete list of proposed projects is included in the budget document. REVENUE General Philosophy Revenue growth is vital in an effort to maintain current service levels offered to our citizens now and in the future. Economic development and revenue growth starts with a plan and is a process that can take many years before the fruits of the effort can be seen, and sometimes even longer to have an effect on the funds available for general purposes. As in the past and going forward, it is our goal to invest one‐time funds into projects that will provide long‐term on‐going revenue streams to the City with the shortest payback period possible. FY2016 FY2017 Council Adopted Mayor/CAO Rec $ Change % Change Property Tax 8,150,000 $ 10,600,000 $ 2,450,000 $ 30.06% General Obligation Tax 2,112,750 $ ‐ $ (2,112,750) $ ‐100.00% Sales Tax 15,698,225 $ 16,150,000 $ 451,775 $ 2.88% Active Transportation Tax ‐ $ 1,400,000 $ 1,400,000 $ 100.00% Franchise Tax/Muni Energy 7,585,000 $ 8,050,000 $ 465,000 $ 6.13% Telecommunication 1,200,000 $ 1,100,000 $ (100,000) $ ‐8.33% B&C Road Funds 2,900,000 $ 2,900,000 $ ‐ $ 0.00% Licenses and Permits 2,434,500 $ 2,529,775 $ 95,275 $ 3.91% Court Fines and Forfeitures 1,800,000 $ 1,720,725 $ (79,275) $ ‐4.40% 41,880,475 $ 44,450,500 $ 2,570,025 $ 6.14% 30 ---PAGE BREAK--- The City continues to advocate the viewpoint of requiring, where possible, users of city services to pay for those services. To that end, the revenue enhancements proposed in the FY 2016‐2017 budget are focused on requiring users to pay the cost of services or disproportionate use of city services. Taxes Property Tax: City Administration will recommend an increase to the Certified Tax Rate, to make the general obligation debt property tax rate, an ongoing source of revenue. The certified tax rate is not available until June. The budget projects an increase of approximately 30.06% in property tax revenue, when considering the expiration of the general obligation debt property tax, the overall increase will be approximately 3.29%. The overall 3.29% in property tax growth is a result of Redevelopment Districts, which have collected this revenue, expired at the end of 2015. The City and all other taxing entities will now be able to capture this growth as ongoing property tax revenue. While it is important to not over burden tax payers, it is also difficult to continue to provide City services, such as police and fire without additional property tax revenue. Sales Tax: The City is projecting a conservative 2.88% increase in sales tax growth. This rate of growth is based on previous year collections and a stable economic outlook. The City is also projecting $1,400,000 in tax revenue that is committed to transportation. This new transportation tax was approved by voters last November. Grant Revenue Due to the volatility of grants, especially those received by the police department, very little miscellaneous grant funding was projected in the proposed budget. Any grant funding received during fiscal year 2016‐ 2017 will be brought before the council through the budget opening process to be officially recognized. EXPENDITURES General Philosophy In developing the FY 2016‐2017 budget, the FY2016 budget was used as the foundation. The majority of proposed expense increases were directed to employee compensation. The City Revenue Committee continues to meet and will recommend any changes based on ongoing revenue collection information. Staffing Changes All full time positions with the City were benchmarked this past year. From that process a total of 215 positions have a proposed range change, either to increase or decrease the position range. There are 2 positions being eliminated, a deputy department director in the police and a water meter reader, both positions are currently vacant. There are 8 new positions being proposed: ‐ A sewer utility inspector to meet the new environmental requirements of the State. ‐ A policy analyst for the City Council. ‐ An assistant in arts, culture and events. ‐ A new lieutenant position in the police department. ‐ Three engineering positions, in the water, storm sewer and sanitary sewer utilities. ‐ An office assistant in the fleet and facilities division. Also proposed are 12 position reclassifications and 6 title changes. 31 ---PAGE BREAK--- Fee Increases The FY2016‐2017 budget includes a 1.8 CPI based fee adjustments for Water, Sanitary Sewer, Storm Sewer, and Refuse. SUMMARY This letter is intended to emphasize the notable highlights of the proposed fiscal year 2016‐2017 budget. The budget document also includes a schedule that identifies significant changes from the previous fiscal year. It is our goal that all submitted budget materials will assist the City Council as they review, deliberate and make important budget‐related decisions. Please know this budget is a product of the diligent efforts of Ogden City employees and management team. I sincerely appreciate the services these individuals provide to the residents of our fine City. The City administration and I look forward to working together with the Council and staff on this proposed budget. Respectfully, Mike Caldwell 32 ---PAGE BREAK--- FISCAL YEAR 2016-2017 ADOPTED BUDGET SIGNIFICANT CHANGES IN OPERATIONS OR PERSONNEL The discussion of items below is limited to those for which there is a proposed change in programs or processes. Any changes resulting from increased activity or level of performance are not commented on in this narrative. GENERAL CITY EMPLOYEE COMPENSATION & BENEFITS Compensation The fiscal year 2016-2017 budget includes a step correction for police and fire and a 4% wage increase for City employees, to be distributed based on merit. The total projected cost is outlined as follows: Benchmarking of City wages and benefits against other Cities, was completed during FY2016 for all of the City positions and resulted in a range change to 215 total positions. The projected cost to the City is outlined as follows: All positions benchmarked, reclassified, added and eliminated are shown in the schedules section of the budget on the staffing document. Benefits The retirement contribution rates, as determined by the Utah State Retirement System, did not increase for Ogden City in fiscal year 2016-2017. The City covers all additional retirement costs for employees, except as outlined by an agreement with the City’s Fire Department. This agreement calls for payments into a separate retirement program for firefighters if the capped contribution rate, defined in the employee agreement is less than the Utah State Retirement System contribution rate. In fiscal year 2016- 2017, the State contribution rate is higher than the capped contribution rate for Tier I Firefighters, but still less for Tier II Firefighters. The City’s employee health insurance provider continues to be Select-Health, there are a variety of Select- Health insurance plans available to Ogden City employees. City paid insurance costs are expected to remain flat overall. The City designated plan is the Select Value Health Savings Account (HSA) Plan, other plans may be more expensive if an employee chooses a different health benefit plan offered. The cost increases on the more expensive plans will be paid by the employee through higher premiums collected through payroll deductions. Projected Wages General Fund All Other Funds City-Wide 4% PFP Increase 1,260,875 $ 427,400 $ 1,688,275 $ Police Steps Correction 860,175 $ - $ 860,175 $ Fire Steps Correction 724,750 $ 352,225 $ 1,076,975 $ 2,845,800 $ 779,625 $ 3,625,425 $ Projected Wages General Fund All Other Funds City-Wide Benchmarking 27,700 $ 30,600 $ 58,300 $ 33 ---PAGE BREAK--- GENERAL FUND The City contracted with Lewis Young Robertson & Burningham (LYRB) to create a Comprehensive Financial Sustainability Plan pro forma to project future revenue and expenditure needs for the General Fund. This plan will be updated annually and used to help plan for future needs. REVENUE Taxes The City Council approved an increase to property taxes through a Truth-in-Taxation hearing process. The General Obligation Bond Debt levy expired in 2015, due to payoff of the City general obligation bond. The proposal was to raise the operating levy by the amount of general obligation bond debt levy as ongoing revenue for Ogden City to help fund costs associated with public safety, while not placing any higher burden on property owners, than in prior years, however the City Council approved a tax increase lower than the proposal in the Mayor’s budget. The overall property tax increase will be a 31% increase to the certified tax rate levy. The Certified Tax Rate was adopted at .003103. Sales tax revenue is received through a local option tax of 1% on goods sold within the community. The tax is collected by the Utah State Tax Commission and distributed to local entities according to a formula. The current distribution formula allows for 50% of locally collected tax to be remitted to the entity in which it is collected and the other 50% is distributed based on population of the entity. The fiscal year 2016-2017 budget projects a 2.88% increase in sales tax revenue. Municipal energy sales tax budget has increased 38.25% for fiscal 2016-2017. This estimated is based on FY2015 actual revenue of $1,538,820. Franchise tax is expected to increase a total of .77% The Telecommunications tax is expected to decrease by 8.33%, this revenue source has declined every year, for the past several years. Tax revenue for the City overall is expected to increase 3.18% Licenses and Permits Business license revenue is expected to increase by 1.41%. Building Permit collections are expected to increase by 7.28% due to stronger economic conditions and increased development activity in the City. Other license fees are not expected to change significantly, however licenses and permit revenue overall is expected to increase 3.91% Intergovernmental This revenue category includes Class B & C Road funds from the State of Utah, various public safety grants and programs as well as county provided service revenue. Class B & C Road funds are anticipated to reduce by $180,000. Revenue from the school district is expected to increase by 4.48%, this is based on a contract to provide school resource officers. Active transportation sales tax revenue is a new source of tax revenue approved by the voters in Weber County last November. The active transportation sales tax is a County option tax of .25%, of which Ogden City will receive about .10%. The rest will be divided between the County and UTA. This tax will be collected and distributed from the State of Utah, similar to the Class B & C Road Funds. Ogden estimates revenue from this tax will be $1,400,000 and will be appropriated for street and sidewalk improvements. 34 ---PAGE BREAK--- Charges for Services Major adjustments within administrative related charges include an increase to legal discovery fees of $15,000. Additionally, new development and development review fees of $5,000 and $5,000, respectively. Other budget changes within this revenue category are minor and reflect updates based on actual collection history. Parks and recreation charges for services revenue budgets have been adjusted to reflect expected collections. The adjustments collectively total a $106,900 increase. This includes an increase to general parks and recreation of a total $11,800. Cemetery revenue is expected to increase by $10,000. Also, additional amphitheater revenue in the total amount of $34,125. The Marshal White Center has been operated by the City for nearly a year and based on experience there is a proposed increase to the Marshal White Center revenue in the amount of $55,250. In total the charges for services revenue increased a total of $130,250. Court Fines and Forfeitures This particular budget is decreasing by $79,275 due to an analysis of the collection history and realistic revenue projections. Parking citation revenue and civil citation revenue are expected to decrease by $25,000 and $22,500, respectively. These changes are being made to align the budget with actual revenue received in prior years. Additionally the law enforcement surcharge revenue is decreasing by $83,350. This revenue is based on an allocation from the State of Utah and is distributed to Ogden City based on the number of bed days in the halfway house. Miscellaneous Revenue Interest income is expected to increase by $30,000, due to better interest rates on City investments. Administrative Revenue from the RDA is increasing by $63,900 based on estimates of increment available for this purpose in fiscal year 2016-2017. Increment available for this purpose will need to be reduced in future years and will be evaluated annually. Transfers from other funds budget decreased $116,675, to a total of $184,700. This transfer is one time for the following items: - Planning Division part time budget of $15,000. - Public Defender budget of $10,000, in non-departmental. - Stipend for the Council and the Planning Commission of $9,700. - Branding initiative, including planning money of $150,000. EXPENDITURES General Expenditure Information The 4% merit for compensation funding are included in each department budget, along with the adjustments based on the results of benchmarking. 35 ---PAGE BREAK--- Mayor The net change of the Mayor’s fiscal year 2016-2017 budget is an increase of $36,175. This difference is due to the compensation adjustments mentioned above and additional funding of $5,000 in tools and equipment. City Council The net change of the Council’s fiscal year 2016-2017 budget is an increase of $71,100. This increase is related to compensation adjustments, including the addition of a new policy analyst position. Part of the increase in compensation includes $14,300 in board and electronic stipends. To offset some of the costs associated with the new policy analyst, the council decreased their temporary budget by $22,025 and the professional and technical budget by $49,975. Management Services The net change of the Management Services fiscal year 2016-2017 budget is an increase of $203,125. This increase is due to the net of the following budget adjustments: - Compensation adjustments mentioned above, netted with changes related to type of insurance coverage employees elect and some savings realized from employee turnover. - An increase in wage costs is also included due to the reclassification of the Human Resource/Risk Manager to the Deputy Director position in Management Services. - An increase in Fiscal Operations of $84,000 to cover the cost of credit card fees, increased banking fees and credit card security compliance costs. Credit card fees are not new to the City, however in prior years the City has netted these fees against the revenue the City received through credit card payments. To better track these fees, the City is now paying them out of an expenditure line. City Attorney The net change of the City Attorney fiscal year 2016-2017 budget is an increase of $54,925, due to compensation adjustments. Non-Departmental The net change of the City Non-Departmental budget, which is comprised of general City expenditures not reflected in other General Fund budgets, is a decrease of $1,200,675. Specific adjustments include: - A decrease in the amount of the transfer to the Airport of $131,150 which is representative of the agreement to cover anticipated current year deficits as well as any cash shortages from the two years prior. These two amounts will fluctuate yearly depending on prior operating and cash situations. - A transfer of $1,050,000, to the CIP fund has been added, for appropriation to streets and sidewalks. This is a transfer of a portion of the new active transportation tax revenue, approved by voters in November 2015. The B & C Road funds transfer to the CIP fund has been reduced by $180,000 due to legislative changes at the State of Utah resulting in an anticipated decrease of revenue. - Payments to the MBA and the budget for debt service payments have increased by a net of $6,000 based on the fiscal year 2016-2017 debt payment schedule. - An increase of $42,375 in the general fund payment to facilities to help cover the 4% increase to wages in the facilities fund. - An increase of $2,025 in the general fund payment to risk management to help cover the 4% increase to wages in the risk management fund. 36 ---PAGE BREAK--- - An increase of $100,000 in the payroll contingency budget. The payroll contingency is budgeted to help cover potential overages in the general fund payroll budget due to vacation buyouts and retirements. - A $10,000 increase to the public defender budget from a transfer in to the general fund to help cover the costs associated with increased costs expected in this contract. This was a onetime contribution added in fiscal year 2016-2017. - The elections budget decreased by $57,500 based on it not being an election year during fiscal year 2016-2017. - The Union Station site plan was budget in fiscal year 2015-2016, in the amount of $50,000. This budget has been eliminated for fiscal year 2016-2017, since this was a one-time allocation. - The professional and technical budget in non-departmental increased by $150,000. This was a onetime contribution added in fiscal year 2016-2017 in a transfer to the general fund to help cover the costs associated with the branding initiative. - The City is proposing an increase to contingency funding of $60,000. This will take the general fund contingency expenditure account from $40,000 to $100,000. A contingency fund is established to have a reserve budget for unexpected expenditures during the year. At $100,000, the contingency fund is less than 1% of the general fund expenditure budget. - The Data Processing budget is being increased by $66,000. Of which $20,000 is for an audit on computer security, the remainder is to help fund the increased costs of wages in the IT fund due to the 4% pay for performance increase. - The debt service budget changed by a decrease of $2,112,925. The majority of this decrease is due to the payoff of the general obligation bond. Additionally the bond, secured by sales tax revenue on for improvements to the Justice Court building had a decrease in debt service during fiscal year 2016- 2017. Police The net change of the Police Department budget for fiscal year 2016-2017 is an increase of $1,215,825. This increase is related the net amount of the following budget adjustments: - The compensation adjustments and police step corrections mentioned above. - The UCAN replacement radios funded in fiscal year 2015-2016 in the amount of $95,000, to help the City become compliant with updated radios is being eliminated in fiscal year 2016-2017. - In the Police Investigations Major Crimes, overtime is proposed to be decreased by $10,000 and is being proposed in other operating supplies to help cover needed operational needs. - Funding for Crossing Guards is being increased by $57,000 to increase the hourly wages for these employees. - The police department is eliminating a deputy department director and adding a police lieutenant, this change is a net increase of $9,900, to the department budget. The police retirement contribution rate is the reason the lieutenant position is more. Fire The net change of the Fire Department budget for fiscal year 2016-2017 is an increase of $930,975. This increase is due to the net of the following specific budgets: - The compensation adjustments mentioned above. - Reserve corps funding of $11,000 for fire has been added for fiscal year 2016-2017 to help pay for part time training for firefighting. - An additional $1,000 was added to prevention to restock the fire safety trailer. 37 ---PAGE BREAK--- - The emergency management capital budget decreased by $20,000, one time funding for upgrades to a City owned building so it may be used as an emergency shelter was included for fiscal year 2015- 2016 and is being taken out for fiscal year 2016-2017. Community & Economic Development (CED) The net change of the CED budget for fiscal year 2016-2017 is an increase of $421,875. This increase is due to: - The compensation adjustments mentioned above. - The downtown special assessment transfer from CED’s general fund budget to the Downtown Special Assessment Fund decreased by $13,125, these funds will be used in the CED’s general fund budget to help cover the costs of the events division. - The amphitheater activities budget shows a net change of $15,900 increase over fiscal year 2015- 2016. The City is now using a contractor to do the sound at the amphitheater and will not hire temporary employees. This is where the $13,125 the transfer reduction mentioned previously is being budgeted. - A new position was added in the arts administration budget, offset by a reduction in part time funding. The net increase for this special events technician is a total of approximately $26,000. Additionally, the Sr. Project Coordinator in Arts is being reclassified as a division manager. - A $5,000 RAMP grant for the World Music Series concerts. - The planning division temporary employee budget is increasing by $13,000 and the overtime budget is increasing by $2,000, due to needs in this division with turnover and other situational changes. This $15,000 total is one time funding for fiscal year 2016-2017. - The budget for the planning commission is being increased by $2,700, to cover the cost of an equipment stipend that will be given to each board member. This will be a one-time reimbursement of up to $500 per board member to assist with the purchase of computer equipment that will allow them have the technology necessary to perform duties related to the planning commission. - Due to high demands during different peak season, it is felt that the building services staff and the business licenses staff would be better utilized by providing proper cross training to have the ability to shift responsibilities in the two divisions. There is no cost with this change, however this budget anticipates a merge of the development services technician and the business license technician positions into building services technicians. This change will affect a total of 5 positions these divisions. - The wage and benefits budget in building services is decreasing by $63,275 and increasing in code services by $232,100, for a net increase in these divisions of $168,825. This change is mainly to account for a budget correction when moving two Code Enforcement Officers from the Major Grants fund to the General Fund in FY2016. Now that the building services division has completed the reorganizational changes, the budget also reflects where these positions have now been utilized and has been adjusted accordingly. Public Services The net change of the Public Services budget for fiscal year 2016-2017 is an increase of $381,650. This increase is due to the net of the following specific changes: - The compensation adjustments mentioned above. - Overtime funding is the parks division is being increased in fiscal year 2016-2017 by $40,000, this was offset by a reduction in the Christmas Village budget to align the Christmas Village budget to the actual expenditures. The Christmas Village budget has been established in prior years by reductions to the parks budget, those employees are the same, the time and supplies have been classified separately in Christmas Village to better understand the costs of this activity. 38 ---PAGE BREAK--- - An additional $5,000 was added for park signage. - Recreation general maintenance had one time funding in fiscal year 2015-2016 for repairs, that funding is being reduced by $35,350, as this funding is being eliminated in fiscal year 2016-2017. - An additional $15,000 was added to the Boys & Girls Club contribution, in accordance with a new agreement. - The temporary employee budget in recreation programs of $13,000 was reclassified to professional and technical. This is related to umpires for recreation events that are being paid as contract employees. - Engineering’s budget is decreasing by $101,025 due to the elimination of funding for an engineering study on structural and bridges. This was one time funding in fiscal year 2015-2016. - A new division was added in the public services department budget for the new sales tax, proposition 1 funding. This division is called active transportation funding and has a budget of $350,000 to pay for a transportation master plan. SPECIAL ASSESSMENT FUNDS REVENUE The hotel tax includes an increase to the budget of $20,000, increasing the total expected collections to $130,000, due to revenue trends based on fiscal year 2014-2015 and in fiscal year 2015-2016. The use of fund balance decreased by $31,500, as a result of the increased revenue expectations in hotel taxes. The Downtown Ogden Assessment revenue is budgeted to increase by $32,500, which is contingent on the City Council continuing to approve this tax levy in the downtown area. Transfers to this fund from the General Fund decreased by $13,125. This reduction in General Fund support is a result of a restructuring contracts related to downtown promotion events that are paid for out of the Special Assessment fund. EXPENDITURES The expenditure of special assessment funds is for development costs that were fronted by the City through bonding. The debt has been paid off and the revenue now goes to reduce the City’s expenditures in the districts. The allocation of Hotel Tax revenue is to fund community promotion programs. The majority of this appropriation is on a contract basis with extended community program groups. Present allocations are $30,000 for the GOAL Foundation, $39,000 for the CVB, $10,000 for City membership in the Chamber of Commerce, $5,000 for sponsorships and $35,000 for the Tourist Advertising Program. The estimate to the CVB as a 30% distribution of TRT collected, under the budgeted amount would be $39,000. The payment to contractor budget decreased $26,125. The reduction is a result of a restructuring contracts paid for in the Special Assessment fund related to downtown promotion events. A budget was included in the amount of $30,000 the majority of which is to provide for flowers in the downtown area. 39 ---PAGE BREAK--- CAPITAL IMPROVEMENTS FUND REVENUE Intergovernmental revenue decreased by $20,675, this is due to a reduction in RAMP (Restaurants, Arts, Museum, Parks) grants that was awarded in fiscal year 2015-2016, for restrooms at Grandview. There was an $83,000 RAMP grant awarded for improvements at Mt. Lewis Park. Interfund transfers includes an increase of $2,680,725. The items budgeted in interfund transfers include, a transfer from BDO for Capital Improvements of $3,100,750, a transfer of $1,050,000 from the general fund from the proposition 1 active transportation funding, a transfer of $20,000 from the general fund from B & C class road funding tax received from the State of Utah and a transfer from the Nicholas Trust of $1,500 represents interest earnings on the Gomer Nicholas trust and will be used to be used for park improvements. The percent for the arts ordinance now includes an allocation to the CIP fund for future arts projects, the allocation in the past has been 1% of CIP funding was designated for art. The allocation has been changed to a flat amount per year of $100,000 from the following funds: - $35,000 from the BDO fund. - $40,000 from the Water Utility. - $15,000 from the Sanitary Sewer Utility. - $10,000 from the Storm Sewer Utility. EXPENDITURES Total expenditures in the CIP fund are budgeted at $4,365,250 and include the following: Management Services: The annual arts allocation of $100,000, which is allocated to specific arts projects through Council approval throughout the year. This budget simply recognizes the purpose of the transfer in. Non-Departmental: General Facilities budget of $405,825, for facilities improvement and maintenance needs at City owned buildings. Of this funding $100,000 has been designated for needs at the Francom Public Safety Building. A Parking lot improvement budget of $153,000 for repairs to City owned parking lots. The City has established a critical contingency fund of $100,000, that is reimbursed as it is used for emergency needs throughout the City. Those funds were fully expended in fiscal year 2016-2017 and the entire amount of $100,000 is being funded out of the BDO fund. Additionally the City is proposing funding of $85,000 for a downtown parking study. Public Services: The entire $1,050,000 in active transportation funds and the $20,000 in B&C class roads funds, being transferred to the CIP fund from the general fund are being budgeted for sidewalk and roadway improvements. During fiscal year 2015-2016, the City appropriated $50,000 out of the Centennial Trails funds to transfer to the general fund for a recreation master plan, out of BDO revenue, the City is replacing that budget in the Centennial Trail budget. Funding of $700,000 is being allocated to fund improvement at Liberty Park and general park improvements. Lighting at the 4th street ball park and the Golden Hours Parking lot are being funded at $131,325 and $153,875, respectively. Additional funding from BDO revenue is being allocated to Dee School site development in the amount of $1,000,000 and to Grant Ave Promenade design in the amount of $160,000 to continue the rehabilitation of Grant Avenue north. 40 ---PAGE BREAK--- ENTERPRISE FUNDS All Utility Funds include wage and benefit adjustments. WATER UTILITY FUND REVENUE Revenue from Operations The anticipated revenue from water operations is increased by a 1.8% CPI increase, as outlined by the rate study. The 1.8% CPI is applied to the year-end revenue estimates for fiscal year 2015-2016. There is an increase in revenue from the Sewer Utilities and the Refuse Utility. These are charges to the other Utilities for the billing and meter reading services the Water Utility provides. The increase in wages in water, due to the 4% pay for performance estimate, resulted in an increase in charges to the other City Utilities. Other Revenue There is a $860,425 planned use of retained earnings during fiscal year 2016-2017 for improvements to the water system. There is additionally $17,000,000 in bond proceeds budgeted for continuation of improvements to the Water Utility infrastructure system. EXPENDITURES The net change of the Water Utility Fund for the fiscal year 2016-2017 budget an increase of $12,155,250. The Water Division made insignificant changes to various accounts to better match their operations, this was the first year in operation with the new filter plant and some adjustments needed to be made now that the costs of operation are better understood. Additionally the allocations and overhead charges are being adjusted to match the revenue projections based on the rate study. These allocations are a total of 17% of the operational revenue budget. Major changes in the Water fund include the following: - The compensation adjustments mentioned above. - The Water Utility is eliminating the one vacant water meter reader position and is proposing elimination of 4 additional water meter reader position to add 4 water maintenance technician I positions. The City is installing a fixed based metering system. This system largely eliminates the need to go into the field to gather information. Meter readers will not be necessary, however these positions are necessary for valve exercising, fire hydrant flushing and patch maintenance. The elimination of 1 position and reclassification of 4 additional positions will result in approximately $38,000 in savings to the Water Utility. - Engineering is adding an engineer positions to be charged to Water to help with the design costs of the Water Utility CIP’s, in the amount of $96,150. Additionally a supplies budget of $20,000 and a fleet vehicle budget of $40,000 has been added to support this engineer. It is estimated that savings in the amount paid for in CIP costs to hire an engineering firm for design services, will exceed the cost to add this engineering position. Savings will vary depending upon the total dollar amount budgeted each year towards replacement projects. - The allocation to arts of $40,000, as established by City ordinance is being added as a transfer during fiscal year 2016-2017, versus being shown as a portion of the CIP funding in the Water Utility. 41 ---PAGE BREAK--- - CIP funding is budgeted in the fiscal year 2016-2017 budget at $17,860,425. This funding is anticipated to cover the CIP’s planned based on the engineering planning for the Water Utility. - The credit card fees budget has been increased to $200,000, this is to cover the costs associated with payment of invoices from utility billing paid by customers with credit cards and is related to the revenue in the Water Utility, Refuse Utility, Storm Sewer Utility and the Sanitary Sewer Utility. - The Meter Replacement line item has been increased by $63,000, to fund a program that continually changes and maintains City wide meters. This funding is coming from a reduction to other budgeted in the Water Utility. - Debt Service in the Water Utility has been adjusted to match the debt service schedule. SANITARY SEWER UTILITY FUND REVENUE Revenue from Operations The anticipated revenue from sanitary sewer operations is increased by a 1.8% CPI increase, as outlined by the rate study. The 1.8% CPI is applied to the yearend revenue estimates for fiscal year 2016-2017. EXPENDITURES The net change of the Sanitary Sewer Utility Fund for the fiscal year 2015-2016 budget an increase of $1,329.800. Major changes in the Sanitary Sewer fund include the following: - The compensation adjustments mentioned above. - Budgets for Overhead and In Lieu of Taxes increased relative to anticipated operational revenue. - The operating supplies budget is increasing by $20,000 and sewer district charges increased in the amount of $32,200. - Accounting charges and meter reading charges increased by $23,400 and $13,925, respectively to tie the amounts to the rate study and reflect the increase in revenue to the Water Utility. - The sewer district pretreatment charges are expected to increase by $8,700. - Engineering is adding an engineer positions to be charged to Sanitary Sewer to help with the design costs of the Sanitary Sewer Utility CIP’s, in the amount of $96,150. Additionally a supplies budget of $20,000 and a fleet vehicle budget of $40,000 has been added to support this engineer. It is estimated that savings in the amount paid for in CIP costs to hire an engineering firm for design services, will exceed the cost to add this engineering position. Savings will vary depending upon the total dollar amount budgeted each year towards replacement projects. - A new position is being split between the Storm Sewer Utility and the Sanitary Sewer Utility, it is a proposed position to track the new environmental federal and state statues. This cost of this new Inspector is estimated at $69,100, of which $51,825 or 2/3rds of this position cost will be charged to Sanitary Sewer. - The allocation to arts of $15,000, as established by City ordinance is being added as a transfer during fiscal year 2016-2017, versus being shown as a portion of the CIP funding in the Sanitary Sewer Utility. - The Sanitary Sewer System improvements line item increased by $1,041,925 for CIP and return to retained earnings indicates revenue above operating costs to be accumulated for future system improvement needs. - The debt services budget was adjusted to reflect the current debt schedule. 42 ---PAGE BREAK--- REFUSE FUND REVENUE Revenue from Operations The anticipated revenue from refuse operations is increased by a 1.8% CPI increase. EXPENDITURES The net change of the Refuse Utility Fund for the fiscal year 2016-2017 budget is a decrease of $30,125. Major changes in the Refuse fund include the following: - The compensation adjustments mentioned above. - Budgets for Overhead and In Lieu of Taxes increased relative to anticipated operational revenue. - Accounting charges increased by $10,650 to tie the amounts to the rate study and reflect the increase in revenue to the Water Utility. - The debt services budget was adjusted to reflect the payoff of the bond in the current fiscal year, no budget is needed in fiscal year 2016-2017. - The return to Retained Earnings is the budgeted method of indicating profit from operations that are necessary for future equipment replacement needs. HINCKLEY AIRPORT FUND REVENUE Grant Revenue Grant revenue has been adjusted to reflect anticipated grant receipts. The Airport now qualifies for a higher level of grant funding for maintenance. Any additional adjustments will be made throughout the fiscal year through the budget opening process. Operations Revenue Operation revenue line items have been adjusted to reflect expectations for fiscal year 2016-2017, based on new management recommendations and historical data. Other Revenue The use of Retained Earnings and Contribution from the General Fund for Operations accounts represent the agreement to fund current and past negative cash balances. These line items have been adjusted to amounts expected for fiscal year 2016-2017. EXPENDITURES The net change of the Airport Fund for the fiscal year 2016-2017 budget is a decrease of $80,700. Major changes in the Refuse fund include the following: - The compensation adjustments mentioned above. - An airport promotional budget of $20,000 has been added for the fiscal year 2016-2017. - The capital improvement budget was adjusted to reflect anticipated grants and projects. The $1,000,000 in funding for maintenance was included, along with the City match. - These decreases to Airport were offset by a decreased contribution from General Fund in FY17. 43 ---PAGE BREAK--- GOLF COURSES FUND REVENUE Operations Revenue Operational revenue is expected to remain neutral in fiscal year 2016-2017, no adjustments were necessary. Other Revenue A transfer from other funds has been included in the amount of $227,250, to provide funding for irrigation system improvements at Mt Ogden. EXPENDITURES The net change of the Golf Courses Fund for the fiscal year 2016-2017 budget is an increase of $35,075. Major changes in the Golf Courses fund include the following: - The compensation adjustments mentioned above. - The ground improvements line item budget is set at $232,250 and is intended for improvements to the Mt. Ogden irrigation system. RECREATION ENTERPRISE FUND REVENUE Operations Revenue Operational revenue has been adjusted in fiscal year 2016-2017 to reflect actual trends and to reflect expected revenue. EXPENDITURES The net change of the Recreation Enterprise Fund for the fiscal year 2016-2017 budget is an increase of $3,275. Major changes in the Golf Courses fund include the following: - The compensation adjustments mentioned above. - The temporary employee budget of $10,000 was reclassified to professional and technical. This is related to umpires for recreation events that are being paid as contract employees. Other Recreation accounts were adjusted based on actuals for prior years and necessary operational needs. BDO REUSE FUND REVENUE Operations Revenue Lease revenue is expected to increase by $1,736,250 based on prior year actuals and current year trends. EXPENDITURES The net change of the BDO Fund for the fiscal year 2015-2016 budget is an increase of $3,896,050. 44 ---PAGE BREAK--- Major changes in the BDO fund include the following: BDO contract maintenance is being increased by $50,000 due to expected maintenance needs at the BDO area. The entire funding available from prior years is appropriated to the RDA, General Fund for non-capital projects or to the CIP Fund for capital projects. Adjustments in transfers to other funds reflect proposed CIP projects. The Return to Retained Earnings budget represents the anticipated Lease Revenue less any operating expenses retained for allocation in future years. STORM SEWER UTILITY FUND REVENUE Operations Revenue The anticipated revenue from storm sewer fees is increased by a 1.8% CPI increase. Other Financing Sources There is a planned use of retained earnings of $1,954,550 for fiscal year 2016-2017 for improvements to the storm sewer system. EXPENDITURES The net change of the Storm Sewer Utility Fund for the fiscal year 2016-2017 budget is a decrease of $443,475. Major changes in the Storm Sewer fund include the following: - The compensation adjustments mentioned above. - Budgets for Overhead and In Lieu of Taxes increased relative to anticipated operational revenue. - Engineering is adding an engineer positions to be charged to Sanitary Sewer to help with the design costs of the Sanitary Sewer Utility CIP’s, in the amount of $96,150. Additionally a supplies budget of $20,000 and a fleet vehicle budget of $40,000 has been added to support this engineer. It is estimated that savings in the amount paid for in CIP costs to hire an engineering firm for design services, will exceed the cost to add this engineering position. Savings will vary depending upon the total dollar amount budgeted each year towards replacement projects. - A new position is being split between the Storm Sewer Utility and the Sanitary Sewer Utility, it is a proposed position to track the new environmental federal and state statues. This cost of this new Inspector is estimated at $69,100, of which $17,275 or 1/3rd of this position cost will be charged to Storm Sewer. - The allocation to arts of $10,000, as established by City ordinance is being added as a transfer during fiscal year 2016-2017, versus being shown as a portion of the CIP funding in the Storm Sewer Utility. - The Storm Sewer System improvements line item is budgeted at $1,954,550 for CIP proposed in the rate study during fiscal year 2016-2017. - Debt service payments were budgeted according to the Storm Sewer current year debt service payments. 45 ---PAGE BREAK--- MEDICAL FUND REVENUE Operations Revenue No adjusted necessary to revenue to reflect expectations for fiscal year 2016-2017. EXPENDITURES The net change of the Medical Services Fund for the fiscal year 2016-2017 budget is flat. Major changes in the Medical fund include the following: - The compensation adjustments mentioned above. - Reserve corps funding of $19,000 for fire has been added for fiscal year 2016-2017 to help pay for part time training for firefighting and emergency services. - These costs are being covered by a reduction in the returned to fund balance budget. INTERNAL SERVICE FUNDS All Internal Service Funds include wage and benefit adjustments. FACILITIES/FLEET/STORES FUND REVENUE Ongoing revenue accounts have been adjusted to reflect collections as associated with expenses for each area. There is a reduction of $662,575 to the Junction CAM charges revenue line item to better align anticipated revenues. There is also a reduction of $40,000 in the Nuisance Abatement Charges line item. This amount is being moved to the General Fund and Code Services in the Community and Economic Development Department will be taking over some of the nuisance abatement responsibilities. There is a reduction of $122,900 representing the move a communications and electronics services from fleet to the IT internal services fund. The transfer from other funds revenue is budgeted at $20,000, this amount would be transferred from BDO to fleet to repair a lift station in one of the repair bays. EXPENDITURES The net change of the Fleet/Facilities/ Stores Fund for the fiscal year 2016-2017 budget is a decrease of $930,175. Major changes in the Fleet and Facilities operations include the following: 46 ---PAGE BREAK--- - Temporary wages of $35,000 in facilities and $12,000 in fleet are being reduce to help cover the cost of adding a new office assistant. The new position is $49,650 however a new facilities crew leader at a lower wage makes up the difference between the savings and the new budget. - As an internal services fund the expenditures are representative of the services provided. The fleet replacement is budgeted partially as debt payments and partly as vehicle and equipment purchases. Altogether this makes the fleet replacement budget $1,220,000. - Debt service payments in fleet have been adjusted to reflect the current year lease payments. - The communication and electronics budget has been eliminated from the fleet and facilities fund, in the amount of $154,675 and budget in the IT internal services fund. There is one position associated with these costs and revenues and administration felt the activity was better supervised by IT. INFORMATION TECHNOLOGY FUND REVENUE Increased revenue expected in data processing and GIS services represent the increase in wages and compensation in the amount of $123,475 and increased related to software costs that are passed along to other departments. Cloud storage revenue was added in fiscal year 2015-2016, in the amount of $10,000, is being eliminated for fiscal year 2016-2017, this was combined with the data processing charges. New electronic communication services revenue in the amount of $129,000 is budgeted for fiscal year 2016-2017. This is related to the activity that had previously been budgeted in fleet and facilities that has now moved to IT. This is support for City and public safety radios. Payments from departments does not change, however where the revenue is recognized is now in the IT fund versus fleet and facilities. Lease Proceeds of $1,157,650 were budgeted beginning in fiscal year 2016-2017. These proceeds will be used to fund a new enterprise software. Transfers from other funds is budgeted for $859,000. This amount is funding for a new enterprise software in the amount of $650,000, network infrastructure funding in the amount of $70,000, a unified communication system in the amount of $109,000 and an IT disaster recovery study in the amount of $30,000. EXPENDITURES The net change of the Information Technology Fund for the fiscal year 2016-2017 budget is an increase of $1,765,825. Major changes in the Information Technology operations include the following: - The Communications and GIS budgets were all rolled into the IT operation budget. The IT management wanted to rolls those activities together since all supplies and operating expenses are managed as one division. - A budget of $1,566,075 netted against the prior year funding of $350,000, for the ERP replacement, increases the budget by $1,216,075. - City funded special equipment of $179,000 is where that $70,000 for network infrastructure and $109,000 for unified communication system is budgeted. - The $30,000 for an IT disaster recovery study has been added to professional and technical. 47 ---PAGE BREAK--- - Additional changes to the IT budget include a budget for the communication and electronics budget has been eliminated from the fleet and facilities fund and budget in the IT internal services fund, in the amount of $132,000. There is one position associated with these costs and revenues and administration felt the activity was better supervised by IT. - Additional changes are a result of the budget changes to better align the budget with uses and moving the GIS and communication divisions all under IT operations. RISK MANAGEMENT FUND REVENUE Revenue from Operations Revenue in the Risk Management fund decreased by a net amount of $2,025. EXPENDITURES The net change of the Risk Management Fund for the fiscal year 2016-2017 budget is an increase of $2,025. Any return to retained earnings is set aside as fund balance and is a reserve to be used in case claims increase. TRUST FUNDS Gomer-Nicolas Non-Expendable Trust Interest income is anticipated to remain flat in fiscal year 2016-2017. This amount will be transferred to the CIP fund for use on park improvements. Cemetery Perpetual Care A use of retained earnings is planned in fiscal year 2015-2016 to fund sprinkler system and curb and gutter repairs and improvement at the Cemetery. This was one time funding and has been backed out for fiscal year 2016-2017 so only sod replacement is anticipated as a small operating budget. MISCELLANEOUS GRANTS FUND Revenue in General Due to the volatility of grants, no miscellaneous grant funding was projected. Any grant funding received during fiscal year 2015-2016 will be brought to the Council through the budget opening process. MAJOR GRANTS FUND Revenue This fund is primarily activity associated with Federal programs. The detail of this budget is in line with the Annual Action Plan presented and adopted as a separate Council action. The general reduction changes in Federal allotment amounts are reflected in the anticipated revenue and related expenditures. There are two exceptions to this budget matching the Annual Action Plan. The Asset Control Area revenue is a revolving fund and is not included in the Plan. It is a self-funded program. 48 ---PAGE BREAK--- The other non-Plan revenue is BIC Servicing Revenue. This is revenue generated by the BIC operation to help fund their operation. $55,000 of this operation is funded by Plan revenue. FISCAL YEAR 2017 BUDGET SIGNIFICANT CHANGES IN PERSONNEL NEW, ELIMINATED AND RECLASSIFIED POSITIONS FOR FY 2017 Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change City-Wide City-Wide Director level range increased from 73 to 74 6 City-Wide City-Wide Deputy Department Director level range increased from 67 to 69 7 City-Wide City-Wide Manager level range increased from 61 to 62 17 City-Wide City-Wide Maintenance Crew Leader range increased from 35 to 36 15 City-Wide City-Wide Maintenance Technician range increased from 26 to 27 27 City-Wide City-Wide Equipment Operator range increased from 29 to 30 12 City-Wide City-Wide Senior Account Clerk range increased from 27 to 28 6 City-Wide City-Wide Senior Office Assistant range increased from 24 to 25 13 City-Wide City-Wide Deputy Manager level range increased from 56 to 57 4 City-Wide City-Wide Heavy Equipment Operator range increased from 32 to 33 12 City-Wide City-Wide Senior Maintenance Technician range increased from 32 to 33 4 49 ---PAGE BREAK--- Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change Enterprise Community & Economic Development Airport Office Technician range increased from 36 to 37 1 Enterprise Community & Economic Development Airport Maintenance Technician range increased from 29 to 31 1 Enterprise Community & Economic Development Airport Maintenance Crew Leader range increased from 38 to 40 1 Enterprise Community & Economic Development Airport Maintenance Supervisor range increased from 46 to 47 1 Enterprise Public Services Assistant Golf Course Superintendent range increased from 33 to 34 1 Enterprise Public Services Golf Course Superintendent range increased from 56 to 57 1 Enterprise Public Services Solid Waste Collector range increased from 28 to 30 7 Enterprise Public Services Sewer Utility Inspector position added 1 Enterprise Public Services Water Meter Reader reclassified to Water Maintenance Technician I 4 Enterprise Public Services Water Meter Reader position eliminated (vacant) 1 Enterprise Public Services Assistant Water Utility Manager range increased from 48 to 49 1 Enterprise Public Services Assistant Water Utility Manager range increased from 48 to 49 1 Enterprise Public Services Customer Service Representative range increased from 24 to 25 2 Enterprise Public Services Account Clerk range increased from 24 to 25 2 Enterprise Public Services Water Production Supervisor range increased from 48 to 49 1 50 ---PAGE BREAK--- Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change General City Attorney Office Assistant and Sr. Office Assistant reclassified to Prosecutor Sr. Office Assistant 2 General City Attorney City Attorney range increased from 75 to 78 1 General City Attorney Deputy Director City Attorney range increased from 67 to 70 1 General City Attorney Assistant City Attorney range increased from 63 to 64 2 General City Attorney City Prosecutor range increased from 61 to 63 1 General City Attorney Assistant City Prosecutor range increased from 52 to 53 1 General City Council Policy Analyst position added 1 General City Council Communications Manager range increased from 50 to 51 1 General Community & Economic Development Special Events Technician position added 1 General Community & Economic Development Special Events/Sr. Project Coordinator reclassified to Arts, Culture, and Events Division Manager 1 General Community & Economic Development Development Services Technician and Business License Technician titles changed to Building Services Technician and ranges increased from 27 to 29 5 5 General Community & Economic Development Lead Inspector/Building Official range increased from 54 to 55 1 General Community & Economic Development Plan Review/Code Inspector range increased from 43 to 44 5 General Community & Economic Development Lead Inspector range increased from 50 to 51 1 General Community & Economic Development Senior Planner range increased from 46 to 48 2 51 ---PAGE BREAK--- Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change General Management Services Senior Analyst range increased from 53 to 54 1 General Management Services Senior Accountant position was moved from Comptroller to Treasury 1 General Management Services Senior Account Clerk position was moved from Treasury to Comptroller 1 General Management Services Senior Accountant range increased from 49 to 50 2 General Management Services Human Resources/Risk Manager reclassified to Management Services Deputy Department Director/HR/Risk 1 General Management Services Benefits Technician range increased from 36 to 37 1 General Management Services Payroll Technician range increased from 36 to 37 1 General Management Services Chief Court Clerk title changed to Assistant Court Administrator and range increased from 48 to 49 1 1 General Management Services In-Court Clerk range increased from 31 to 32 2 General Management Services Court Clerk range increased from 25 to 26 5 General Management Services Deputy City Recorder range increased from 35 to 36 1 General Management Services Chief Deputy Recorder range increased from 39 to 40 1 General Management Services Deputy Recorder/Records Specialist range increased from 39 to 40 1 General Management Services Purchasing Coordinator range increased from 45 to 46 1 General Management Services Purchasing Technician range increased from 27 to 28 1 52 ---PAGE BREAK--- Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change General Police Community Service Officer reclassified to CSO Supervisor 1 General Police Lieutenant position added 1 General Police Deputy Department Director (Non-Sworn) position eliminated 1 General Police Community Services Officer range increased from 28 to 29 9 General Police Police Records Supervisor range increased from 38 to 40 1 General Police Parking Enforcement Officer range increased from 25 to 26 2 Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change General Public Services Principal Engineer positions added (charged out to Water Utility and Sewer Utility funds) 3 General Public Services Principal Engineer range increased from 56 to 57 3 General Public Services Engineer range increased from 50 to 51 1 General Public Services City Surveyor range increased from 47 to 48 1 General Public Services Construction Inspector range increased from 40 to 41 3 General Public Services Senior Center Supervisor range increased from 41 to 42 1 53 ---PAGE BREAK--- Fund Department Position Title Benchmarked Reclassified Added Eliminated Title Change Internal Service Management Services Office Assistant position added 1 Internal Service Management Services Stores Clerk range increased from 20 to 24 2 Internal Service Management Services Electronics & Communication Technician position moved from Fleet & Facilities to Information Technology 1 Internal Service Management Services Operations Supervisor - IT range increased from 51 to 56 1 Internal Service Management Services Customer Account Supervisor range increased from 51 to 56 1 Internal Service Management Services Customer Support Technician II range increased from 34 to 35 1 Internal Service Management Services Customer Support Technician III range increased from 41 to 42 2 Internal Service Management Services Customer Support Supervisor range increased from 43 to 44 1 Internal Service Management Services Network Administrator range increased from 49 to 50 2 Internal Service Management Services Database Administrator range increased from 50 to 53 1 Internal Service Management Services GIS Senior Project Coordinator range increased from 48 to 49 1 Total 215 12 8 2 6 54 ---PAGE BREAK--- OGDEN CITY’S BUDGET PROCESS Ogden City budgets on the modified accrual basis for the Governmental Fund types and Expendable Fiduciary Fund types with the accrual basis for Proprietary and Non-Expendable Fiduciary fund types. The City funds included in each category are presented in the Combined Budget Summary in the Summary Information section of this budget. The process for the Fiscal Year 2016-2017 began in January 2016 with the City’s Revenue Committee meeting to determine initial revenue projections for Fiscal Year 2017. Once initial revenue projections were developed a budget retreat was scheduled on January 13-14, 2016 with the Mayor and Department Directors to outline the City’s goals for the upcoming budget. During the first weeks of February after the budget retreat, the Comptroller’s Office continued to meet with the Department Directors and Division Managers to adjust and refine the preliminary budget. During the months of March and April, the Administration worked on the preliminary budget to establish a balanced budget referred to as the Tentative Budget. At the first part of April, the Mayor supplied the Department of Management Services with final recommended budget adjustments. The Tentative Fiscal Year 2016-2017 Budget is presented to the City Council no later than their first regularly scheduled meeting in May. The process continues through May 3, 2016 with the presentation of the Mayor’s Fiscal Year 2016-2017 Tentative Budget to the City Council. The City Council accepts the Tentative Budget, sets a date for the public hearing, and holds Budget Work Sessions to study the Tentative Budget. At the time the Tentative Budget is presented to the City Council, copies are made available to the general public at various locations throughout the City. Final adoption of the City’s Fiscal Year 2016-2017 Budget must be accomplished by June 22, 2016 according to Utah State law, or August 17, 2016 in the case of a property tax increase. In addition to a public hearing on the City’s budget, the City Council holds Budget Work Sessions to study the Tentative Budget as submitted by the Mayor. During these Budget Work Sessions, held during May, the City Council may request additional information from the Mayor and staff. The Truth in Taxation law in the State of Utah requires that the County Auditor review any budget that increases the Certified Tax Rate for any entity. Any entity increasing the Certified Tax Rate above the rate calculated by the County must hold a Public Hearing on the matter prior to August 17, 2016. Entities electing to increase the certified tax rate are subject to additional disclosure requirements and have until August 17 to adopt a final tax rate. During the year, by State Code, amendments to the City’s budget that increase revenues or expenditures must follow the same public hearing and adoption process as the original budget. In line with this regulation, the amendment process is as follows: Request for amendments to the budget are submitted by the responsible Department Director and/or Division Manager. These requests are submitted on a form provided by the Department of Management Services for that purpose. The requests are evaluated by personnel in the Comptroller Division for accuracy. After verification of data, the Comptroller reviews the requests for compliance with City and legal requirements. Prior to amending the budget, the following approvals are required at the levels indicated: Director of Management Services—all requests Mayor or CAO—all requests involving transfers between departments and additions or reductions in fund allocations City Council—all requests involving transfers between departments and additions or reductions to fund allocations. The City Council takes action to hold public hearings if required. 55 ---PAGE BREAK--- B U D G E T C A L E N D A R FY 2017 January 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 February 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 March 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 April 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 May 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 June 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 July 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 August 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 September 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 October 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 November 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 December 2016 S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 OGDEN CITY FY2017 BUDGET PREPARATION FU NCTIO N OR PRO CE S S S TAR TI NG EN DI NG Mayor’s Annual Budget Retreat – Review City Council’s initiatives and discuss Administration’s priorities 1.13.2016 1.14.2016 Preliminary Budget Meetings – Divisions 2.1.2016 3.11.2016 Equipment Requests due to IT; Fee Increase Requests due to Management Services Director 3.18.2016 3.18.2016 All Personnel Changes due to Comptroller’s Office 3.18.2016 3.18.2016 Mayor’s Budget Retreat Follow-Up 4.11.2016 4.11.2016 Mayor, CAO, Management Services Director, Comptroller finalize FY2017 Revenue Projections & Balance Budget 4.12.2016 4.15.2016 Finalize and Print Tentative Budget 4.18.2016 4.25.2016 Tentative Budget due to Mayor, CAO, and Council Executive Director 4.26.2016 4.26.2016 Present Tentative Budget to Council; Set Public Hearing (First Meeting in May) 5.3.2016 5.3.2016 Joint Budget Team Meetings 5.4.2016 8.2.2016 Council Budget Work Sessions 5.10.2016 8.2.2016 Adopt – FY 2016-2017 RDA and MBA Budgets; Set Public Hearing for City Salary Schedules 6.7.2016 6.7.2016 Public Hearing & Tentative Budget Adoption - FY 2016-2017 Budget (Adoption Required by June 22nd) 6.21.2016 6.21.2016 Truth-in-Taxation Public Hearing and FY2016-2017 Final Budget Adoption; Adopt Certified Tax Rate – FY 2016-2017 Budget 8.9.2016 8.9.2016 56 ---PAGE BREAK--- 57 ---PAGE BREAK--- BUDGET FORMAT INTRODUCTION Ogden City’s Budget is composed of nine major sections. The introductory section contains the Mayor’s letter of budget transmittal to the City Council with his “Budget Highlights.” These “Budget Highlights” contain a narrative summary of the most important service level/financial condition information regarding the City’s various funds and activities. City Council budget information is provided here as well as ordinances associated with the budget. This introductory section also includes summary charts depicting the proposed sources and application of City funds for the fiscal year. SUMMARY INFORMATION Much of the data presented in the body and fund sections of the budget require summarization on a City-wide basis. Included here are financial schedules dealing with fund balances, revenues, expenditures, and programmatic expenditures. GENERAL FUND This section presents information on the accounts of the General Fund. Information concerning anticipated General Fund revenues is provided first. Then expenditure totals are shown with a funding source indicated for each department. Following this summary, the expenditures are shown on a department and division basis. Funding sources and personnel information are included also. DEBT SERVICE FUNDS Several improvement districts have been established within the City, which were funded in advance. The funding is to be paid by property taxes assessed on property within the district. C.I.P. (Capital Improvement Program) The Capital Improvement Program section, entitled contains the City’s Capital Improvement Program for the fiscal year. Capital Improvement Projects are general major expenditures of City funds for significant improvements to our City’s infrastructure. This section of the budget displays proposed capital improvement projects in four departments: 1. Administration Projects 2. Construction Projects 3. Services Projects 4. Development Projects 58 ---PAGE BREAK--- BUDGET FORMAT (continued) ENTERPRISE FUNDS Enterprise funds are a governmental accounting system in which services provided are financed and operated similar to a private business. The budget presentation groups these individual funds by area of departmental responsibility. As indicated by the detailed presentation, these funds are under the supervision of Public Services, Community and Economic Development or Fire. INTERNAL SERVICE FUNDS Internal service funds are used to account for the financing of goods or services provided by one department to other departments on a breakeven or cost reimbursement basis. These funds are also presented by area of responsibility under Management Services. TRUST FUNDS Trust funds are used to account for funds provided to the City when use is restricted. One of these funds is used to account for donations and grants that are to be used for specific purposes. Another, the Perpetual Care Fund, provides partial funding for Cemetery operations from a portion of Cemetery lot sales. Also in this category is the expenditure of funds generated from the investment of the Gomer Nicholas Parks Endowment. Expenditure of these funds must meet the guidelines established by the endowment fund. SCHEDULES This section includes personnel and staffing schedules. This section also contains salary schedules that relate to the salary costs projection in the budget. These schedules are adopted by separate ordinance. GENERAL INFORMATION A glossary is included in this section. 59 ---PAGE BREAK--- General Fund* Enterprise Funds Debt Service Funds Water Utility* Downtown Ogden Special Sanitary Sewer Utility* Assessment Fund Refuse Utility* Airport Special Revenue Funds Golf Courses Tourism and Marketing Fund Recreation Redevelopment Agency* Property Management* Municipal Building Authority Fund (BDO Infrastructure) Storm Sewer Utility* Capital Projects Funds Medical Services* Capital Improvement Projects Fund Trust Funds Internal Service Funds Cemetery Perpetual Care Fleet and Facilities Expendable Trust Information Technology Gomer Nicholas Risk Management Non-Expendable Trust Misc. Grants & Donations Expendable Trust* Major Grants Expendable Trust* Weber Morgan Narcotics Strike Force *Major Fund Proprietary funds focus on the determination of operating income, changes in net assets, financial position, and cash flow OGDEN CITY FINANCIAL STRUCTURE FUND ACCOUNTS The Financial transactions of the City are recorded in individual funds. A fund is a separate accounting entity with a self-balancing set of accounts. Fund accounting is used to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. The City's budget is presented and approved as funds. Fund accounting is the methodology used as the standard for governmental entities. There are two fund types in the Ogden City budget, governmental funds and proprietary funds. Within these two types are classification as shown below, with the name of the budgeted funds within those classifications also noted. Governmental funds are defined as those funds that are used to account for tax supported activities Governmental Fund Types Proprietary Fund Types 60 ---PAGE BREAK--- OGDEN CITY FINANCIAL STRUCTURE BASIS OF BUDGETING Ogden City budgets on the modified accrual basis for the Governmental Funds. Modified accrual basis accounting focuses on current financial resources so revenues are recognized in the period in which they become available and measurable. Under the modified accrual basis of accounting, expenditures are recognized on a near-cash basis. Ogden City’s policy is that accruals in expenditures are made for 45 days after year end. For Proprietary and non-Expendable funds Ogden City budgets on the accrual basis of accounting so revenues are recognized when earned and expenses when incurred, regardless of when cash is received. Ogden City’s basis of budgeting and basis of accounting are the same. DESCRIPTION OF FUNDS GOVERNMENT FUNDS THE GENERAL FUND To account for resources traditionally associated with governments which are not required to be accounted for in another fund. DOWNTOWN OGDEN SPECIAL ASSESSMENT FUND A special revenue fund used to account for the special assessment of revenues that are legally restricted to expenditures for the City’s promotion of downtown business activities. TOURISM AND MARKETING FUND A special revenue fund used to account for the special assessment of revenues that are legally restricted to expenditures for the City’s promotion of downtown business activities. CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects Fund is used to account for financial resources to be used for the construction of major facilities (other than those financed by Proprietary Funds and Trust Funds). CEMETERY PERPETUAL CARE EXPENDABLE TRUST To account for monies received on the sale of grave plots which will provide for perpetual upkeep of the graves. GOMER NICHOLAS NON-EXPENDABLE TRUST A permanent Fund to account for the interest earnings of this fund and the transfer of these earnings to the Capital Improvement Projects Fund for use in parks development. MISC. GRANTS & DONATIONS EXPENDABLE TRUST To account for monies received through grants and donations for a designated purpose. 61 ---PAGE BREAK--- FINANCIAL STRUCTURE (continued…) MAJOR GRANTS EXPENDABLE TRUST To account for the operations associated with the Community Development Block Grant and the Business Income Center (BIC). REDEVELOPMENT AGENCY A special revenue fund used to account for the specific revenues that are legally restricted to expenditures for the City’s redevelopment activities, including payment of redevelopment agency debt. The budget for the RDA is presented in a separate budget document. MUNICIPAL BUILDING AUTHORITY FUND A special revenue fund used to account for the lease revenues that are legally restricted to expenditures for the City’s development associated with Municipal Building Authority. The Budget for the MBA is presented in a separate budget document. WEBER MORGAN NARCOTICS STRIKE FORCE FUND To account for the operations associated with the Weber Morgan Narcotics Strike Force including grants and other city’s contributions. PROPRIETARY FUNDS ENTERPRISE FUNDS WATER UTILITY To account for the provision of water to City residents and some residents of Weber County. All activities necessary to provide such services are accounted for in this fund including, but not limited to: operations, maintenance, financing, billing, and collecting. SANITARY SEWER UTILITY To account for the provision of sanitary sewer services to City residents and some residents of Weber County. All activities necessary to provide such services are accounted for in this fund including, but not limited to: operations, maintenance, financing, billing, and collecting. REFUSE UTILITY To account for the provision of refuse collection and disposal to City residents and some residents of Weber County. All activities necessary to provide such services are accounted for in this fund including, but not limited to: operations, maintenance, financing, billing, and collecting. AIRPORT To account for administration, operation and maintenance of the Ogden Hinckley Airport. 62 ---PAGE BREAK--- FINANCIAL STRUCTURE (continued…) GOLF COURSES To account for the provision of two recreational golf facilities to Ogden City residents and residents of the surrounding areas. RECREATION To account for adult and youth recreational programs administered by Ogden City. PROPERTY MANAGEMENT (BDO Infrastructure) To account for revenues and expenditures related to the development of the Business Depot Ogden business park formally known as the Defense Depot of Ogden. STORM SEWER UTILITY To account for the provision of storm sewer services to City residents and some residents of Weber County. All activities necessary to provide such services are accounted for in this fund including, but not limited to: operations, maintenance, financing, billing, and collecting. MEDICAL SERVICES To account for ambulance and paramedic services provided by the City. INTERNAL SERVICE FUNDS FLEET AND FACILITIES To account for the costs of operating a maintenance facility for automotive, mechanical, and electrical equipment used by other departments. Such costs are billed to the other departments at actual cost, which includes depreciation on the garage building and improvements and the machinery and equipment used to provide the service. This fund also accounts for the City’s physical facilities maintenance activities. INFORMATION TECHNOLOGY Provides information system services to other departments, all of which are integrated into the City’s network and computers, and accounts for the costs of these services. Costs are charged to the departments on an estimated usage basis. RISK MANAGEMENT Accounts for the risk management activities of the City which include monitoring and administering liability and workman’s compensation claims against the City, determining the City’s insurance needs and implementing safety programs. Costs are charged to departments on percentage basis according to type of employees and total payroll. 63 ---PAGE BREAK--- OGDEN CITY’S FINANCIAL PRINCIPLES General Principles 1. The City will project its annual revenue through an analytical process and will adopt its annual budget using conservative estimates. 2. The annual budgets for all City funds will be structurally balanced throughout the budget process. Recurring revenues will equal or exceed recurring expenditures in both the proposed and adopted budgets. If a structural imbalance occurs, a plan will be developed and implemented to bring the budget back into structural balance. 3. The Administration will include in the narrative transmitting the proposed budget a concise discussion on how the proposed budget is balanced. If the structural balance changes between the proposed and adopted budgets, the Administration will clearly delineate the changes and the proposed results. 4. The City will pay for all current expenditures with current revenues. The City will avoid budgetary procedures which balance current expenditures at the expense of meeting future years’ expenses, such as postponing expenditures, accruing future years’ revenues, or rolling over short-term debt. 5. Once the General Fund budget is brought into structural balance, one-time resources such as proceeds from asset sales, debt refinancing, one-time grants, revenue windfalls, budget savings and similar nonrecurring revenues shall not be used for current or new ongoing operating expenses. Appropriate uses of one-time resources include establishing and rebuilding reserves, early retirement of debt, capital expenditures and other non-recurring expenditures. The City should not use one-time revenue to fund programs incurring ongoing costs. 6. To the extend the City’s tax base is insufficient to fund current services, the City will: a. Continue to look for ways to reduce the cost of government services; b. Consider reducing the level of government services; and c. Consider new user fees or increases in existing fees. d. Should these three alternatives fail to offer a suitable solution, the City will increase the property tax rate as a last resort. 7. The annual budget will provide for adequate maintenance of capital plant and equipment, and for their orderly replacement. The City will project its equipment replacement and maintenance needs for at least three years and will update this projection each year. From this projection, a maintenance and replacement schedule will be developed and followed. 8. The Administration will provide quarterly budget reports to the Council within 45 days after the end of each quarter which compare actual revenues and expenditures to budgeted amounts. 9. The Administration will provide quarterly financial reports to the City Council within 45 days after the end of each quarter that include the following financial reports: a. Balance sheet for governmental funds b. Fund balance analysis for governmental funds c. Cash balance analysis for proprietary funds These reports are not required to contain notes to the financial statements. Estimates can be included as appropriate. 10. The City will establish and maintain a high standard of accounting systems and practices which will maintain records on a basis consistent with accepted standards for local government accounting. 64 ---PAGE BREAK--- FINANCIAL PRINCIPLES (continued) 11. Each year the Administration will include in the Mayor’s budget message a list of issues that may and/or will have future financial impacts that need to be considered or planned for. The list of issues should cover all City funds as well as the Redevelopment Agency and Municipal Building Authority. User Fees 1. The City will review the annual budget for those programs which can be reasonably funded by user fees. This review will result in a policy which defines cost and specifies a percentage of that cost to be offset by a fee and establishes a rationale of the percentage. When establishing these percentages, the City will consider: a. Rates charged by other public and private providers, b. Costs required to change the rate, c. The ability of the users to pay, and d. Other policy considerations, e.g., set a fine at a higher price than is needed to cover costs of a program in order to serve as a deterrent. 2. The City will adjust user fee rates annually based on an analysis of the criteria listed above. Capital Improvement Program & Fund 1. The City will make all capital improvements in accordance with an adopted capital improvements plan. 2. The City will develop a multi-year plan for capital improvements and update it annually. 3. The City will maintain all its capital assets at a level adequate to protect the City’s capital investment, and to minimize future maintenance and replacement costs. 4. The City Administration will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted to the City Council for approval. City Debt 1. State law limits general obligation bonded debt used for general purposes to 4% of the reasonable fair cash value of the City’s taxable property. 2. State law also limits general obligation bonded debt for water and sewer purposes to 4% of the reasonable fair cash value of the property plus any unused portion of the amount available for general purposes. 3. The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden sufficiently low to allow debt capacity for as many future years’ projects as possible. 4. The City will monitor the economic and population indicators which directly impact bond rating and do as much as it can to assure the highest rating possible. 5. The City limits debt to projects which cannot be reasonably funded over a few years and to terms which are consistent with the useful life of the project being undertaken. 6. The City seeks the least costly financing available. All debt commitments are reviewed centrally by the City Treasurer who looks for opportunities to combine issues, or for alternative methods which will achieve the lowest possible interest rates and issuance costs. 65 ---PAGE BREAK--- FINANCIAL PRINCIPLES (continued) 7. The City will explore all options for bonding such as special assessment, revenue, other self-supporting bonds, and general obligation bonds. 8. The City will maintain good communication with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus. 9. In order to establish appropriate accountability and accounting consistency, all “due to and due from transfers” are to be approved by the City Council. The Finance Manger will recommend appropriate transfers to the City Council annually in conjunction with the financial audit. 10. Balances in overdraft must be addressed within 90 days from the end of the fiscal year. If any overdraft cannot be cleared within 90 days from the end of each fiscal year then the City Council will be notified prior to the completion of the 90 day period. The plan to address any overdraft that cannot be cleared must be approved by the City Council. City Investments 1. The City will make a cash-flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to insure maximum cash availability. 2. The City will pool cash when possible from several different funds for investment purposes. 3. The City will invest City funds in accordance with the State Money Management Act and the Rules of the State Money Management Council. 4. The City will make arrangements with banks on a contractual basis for a specified period of time and with specified fees for each service rendered. Reserve Policies General Fund 1. The City will establish a General Fund contingency reserve fund on an annual basis to provide for unanticipated expenditures of a nonrecurring nature, or to meet unexpected small increases in service delivery costs. This reserve will be established at a level, not to exceed ½ of one percent of the general operating fund. 2. The City will maintain an operating reserve in the General Fund of at least 5% of annual general fund revenue as required by Utah Code, Section 10-6-116(4). The minimum 5% and the maximum 25% include amounts reserved in the unassigned, committed, and assigned categories of General Fund fund balance. 3. The City will establish a committed fund balance within the General Fund for employee pay for performance increases with the intent to accumulate a sufficient balance such that funds are available to be appropriated in order to maintain a competitive compensation package in the event the City is unable to give pay for performance increases during one or more fiscal years. Utility Enterprise Funds 4. Unrestricted net assets in the enterprise funds do not have State required minimum or maximum balances. 5. The City will establish and maintain the same minimum standards imposed on the General Fund for the utility enterprise funds (Water, Sewer, Storm Sewer and Refuse). 66 ---PAGE BREAK--- FINANCIAL PRINCIPLES (continued) 6. The minimum required level of unrestricted net assets is 5% of the individual enterprise activities budgeted revenue of the upcoming fiscal year. 7. The City will allow unrestricted net assets to accumulate to a level greater than 5% to allow for continual improvement and replacement of the existing systems according to a reasonable schedule as needed. Enterprise Funds 8. In any year in which the City Council appropriates General Fund revenue into a committed fund balance established for pay for performance increases, a proportionate amount of enterprise fund revenue will also be appropriated into such account for pay for performance increase for employees compensated out of enterprise funds. Adopted by Joint Resolution of the Ogden City Council & Mayor on May 2, 1995. 67 ---PAGE BREAK--- Debt Information: FY2016 FY2016 Original Outstanding Total Pmts Total Pmts Description Matures Issue June 30, 2015 Principal Interest General Obligation 12‐15‐2015 8,125,000 2,075,000 2,075,000 37,750 General Obligation 03‐01‐2026 1,737,000 1,351,000 107,000 40,322 Municipal Building Authority 01‐15‐2028 3,000,000 1,505,000 225,000 65,468 Municipal Building Authority 06‐15‐2021 2,865,000 2,279,000 128,000 112,522 Water/Sewer Revenue 06‐15‐2024 5,585,000 3,755,000 350,000 167,875 Solid Waste Revenue 06‐15‐2016 3,300,000 600,000 600,000 29,400 Water/Sewer Revenue 06‐15‐2038 49,175,000 42,930,000 1,055,000 2,041,456 Storm Sewer Revenue 06‐15‐2023 2,043,000 1,522,000 175,000 31,810 State Water Bond 06‐15‐2033 4,000,000 3,676,000 168,000 83,078 State Water Bond 03‐06‐2033 5,339,000 4,912,000 222,000 117,397 Storm Drain Bonds 06‐15‐2033 4,490,000 4,125,000 165,000 123,750 Water/Sewer Revenue 06‐15‐2038 13,225,000 12,440,000 325,000 373,200 Total 81,170,000 5,595,000 3,224,028 Capital Expenditures: Buildings 25‐50 Years Improvements 10‐25 Years Equipment 3‐10 Years Vehicles 3‐10 Years Ogden City Corporation Fiscal Year 2017 Budget General Information Captial acquisition and construction are budgeted as expenditures in the funds. All capital expenditures must exceed an initial individual cost of more than $5,000 to meet the capitalization threshold. Depreciation of all exhaustible captial assests is charged as an expense in the related program. The estimated useful lives of depreciable assets are as follows: Government Activities Business‐type Activities Economic growth of the local economy appears to be stable and ongoing at the end of fiscal year 2016. Development projects planned for and started in prior years will continue to show results in FY2017. The City started the Trackline development area in fiscal year 2015. This development is continuing into fiscal year 2017. The City will also continue to invest in the quality neighborhood program for the next several years. Improvement of the City's Water and Sewer systems continues to be a major focus for the City. It is difficult to determine what economic conditions will be during the next fiscal year. In budgeting revenue for FY2017, the City took a conservative approach, with minimal growth projected. General Obligation debt payments are funded by voter approved specific property tax levies. As such, the future payment obligations are provided for. The Building Authority bond payments are funded from lease payments by the City on the municipal building and stadium. Payment by the City is a general fund allocation each year. Payment on the revenue bonds is provided in the rate structure for the utility operations, which is analyzed annually. Full amortization schedules of City debt are included in the City's Comprehensive Annual Financial Report. The City's bonded debt is as follows: The City's general debt limit and utility debt limit are calculated in the same manner, based on calculations using property values: The City's general debt limit is $154,899,652 The utility debt limit is $154,899,652 68 ---PAGE BREAK--- Fiscal Year General Obligation Bonds Sales Tax Revenue Bonds Lease Revenue Bonds Solid Waste Revenue Bonds Sewer and Water Revenue Bonds Storm Drain Revenue Bonds Total 2017 - $ 145,765 $ 290,680 $ - $ 5,073,797 $ 544,740 $ 6,054,982 $ 2018 - $ 145,603 $ 290,458 $ - $ 5,099,459 $ 540,899 $ 6,076,419 $ 2019 - $ 145,354 $ 289,800 $ - $ 5,109,659 $ 544,253 $ 6,089,066 $ 2020 - $ 145,019 $ 288,708 $ - $ 5,104,776 $ 542,124 $ 6,080,627 $ 2021 - $ 143,598 $ 292,180 $ - $ 5,103,421 $ 545,711 $ 6,084,910 $ 2022 - $ 142,119 $ - $ - $ 5,101,808 $ 542,794 $ 5,786,721 $ 2023 - $ 146,583 $ - $ - $ 5,101,075 $ 547,593 $ 5,795,251 $ 2024 - $ 143,816 $ - $ - $ 5,110,507 $ 336,788 $ 5,591,111 $ 2025 - $ 147,021 $ - $ - $ 4,590,459 $ 334,088 $ 5,071,568 $ 2026 - $ 144,025 $ - $ - $ 4,587,028 $ 336,213 $ 5,067,266 $ 2027 - $ - $ - $ - $ 4,586,316 $ 337,400 $ 4,923,716 $ 2028 - $ - $ - $ - $ 4,586,870 $ 334,538 $ 4,921,408 $ 2029 - $ - $ - $ - $ 4,591,394 $ 336,150 $ 4,927,544 $ 2030 - $ - $ - $ - $ 4,589,975 $ 334,000 $ 4,923,975 $ 2031 - $ - $ - $ - $ 4,589,915 $ 336,400 $ 4,926,315 $ 2032 - $ - $ - $ - $ 4,582,495 $ 333,125 $ 4,915,620 $ 2033 - $ - $ - $ - $ 4,585,364 $ 334,400 $ 4,919,764 $ 2034 - $ - $ - $ - $ 3,997,816 $ - $ 3,997,816 $ 2035 - $ - $ - $ - $ 4,000,524 $ - $ 4,000,524 $ 2036 - $ - $ - $ - $ 4,001,303 $ - $ 4,001,303 $ 2037 - $ - $ - $ - $ 3,994,924 $ - $ 3,994,924 $ 2038 - $ - $ - $ - $ 3,996,388 $ - $ 3,996,388 $ Total - $ 1,448,903 $ 1,451,826 $ - $ 102,085,273 $ 7,161,216 $ 112,147,218 $ OGDEN CITY 2016-2017 BUDGET GENERAL OVERVIEW - OUTSTANDING DEBT $2,000,000 $4,000,000 $6,000,000 $8,000,000 Outstanding Debt Overview General Obligation Bonds Sales Tax Revenue Bonds Lease Revenue Bonds Solid Waste Revenue Bonds Sewer and Water Revenue Bonds Storm Drain Revenue Bonds 69 ---PAGE BREAK--- OGDEN CITY COMMUNITY PROFILE POPULATION OGDEN CITY INFORMATION Ogden City Population: 83,670 Date of Incorporation: February 6, 1851 Downtown Daytime Population: 19,279 Streets: 305 Area: 27 sq. miles Average Household Size: 2.74 Form of Government: Council-Mayor Median Age: 29.7 Parks: 44 with 253.22 acres Average Household Income: $54,076 Building Permits Issued 2015: 2,226 Total Employed: 36,791 HOUSING EDUCATION Number of Dwelling Units: 35,522 High School Graduate: 29.8% Owner occupied: 16,614 Some College: 7.6% Renter occupied: 13,349 Bachelor's Degree: 13.2% Graduate Degree: 6.5% Median Home Price: $137,052 Median Rental Rate: $548 Ogden is located 35 miles north of Salt Lake City and is a 40 minute drive from the Salt Lake City International Airport. Ogden’s proximity to world-class mountain sports and its related quality of life was discovered during the 2002 Winter Olympic Games when it hosted the downhill, Super-G and combined alpine events at Snowbasin and the curling events at the Weber County Ice Sheet. Since then, the City has attracted some of the most high-profiled brands in the outdoor sporting goods industry to make Ogden their headquarters. Such relocations and expansions include, Salomon, Suunto, Atomic, Descente, Nidecker Snowboards, Goode Technologies, Rossignol, Scott, and Quality Bicycle. The Wall Street Journal recently named Ogden “the center of outdoor sports gear in the U.S.” Virtually no other metropolitan area can boast immediate access to 230 miles of maintained trails, an excess of 13,000 acres of fresh water and over 170,000 acres of National Forest land. Translation: Descend from a 10,000 foot peak through epic powder or on a plush mountain bike trail and refuel with fresh sushi and mirobrews, take in a night of fine art or live music at Peery’s Egyptian Theatre. Demographic Information Fiscal Year 2017 Budget Ogden City Corporation Information has been collected from sources deemed reliable including: US Census, GCR Marketing Network, ESRI, and City & County data. Ogden, also known as Junction City because of its century old role as the junction of the transcontinental railroad, is the heart of northern Utah and the Weber County seat of government and business. Ogden City is nestled against the Wasatch Mountains with fantastic views of the Wasatch mountain range to the east and the Great Salt Lake to the west. Two major rivers, the Ogden and the Weber, flow through the City on their way to the Great Salt Lake. Ogden sports four distinct seasons, with temperatures ranging from mid-20s in January to the mid-80s in July. In the 1920’s crime boss Al Capone himself was heard to comment that Ogden was too wild a town even for him. Ogden today is all about one thing - making you feel at home while setting the stage for genuine adventure. 70 ---PAGE BREAK--- OGDEN CITY CORPORATION DEMOGRAPHIC AND ECONOMIC STATISTICS LAST TEN FISCAL YEARS Public Fiscal Aggregate Per Capita School Unemployment Year Population 1 Income 2 Income 2 Enrollment 3 Rate 4 2006 82,007 1,399,029,100 17,671 12,059 4.6% 2007 82,843 1,302,936,900 16,100 12,564 4.4% 2008 82,843 1,457,006,800 18,269 12,781 6.8% 2009 82,865 1,536,764,300 19,011 12,623 10.2% 2010 83,296 1,561,055,900 18,922 12,568 11.8% 2011 83,171 1,584,421,100 19,548 12,606 8.2% 2012 83,949 1,644,690,100 20,028 12,529 7.1% 2013 83,793 1,573,797,800 18,876 12,486 5.2% 2014 84,249 1,598,052,300 18,970 12,447 5.0% 2015 84,316 1,612,951,900 19,349 13,486 4.6% Sources: U.S. Census Bureau Ogden City School District 1 Population estimates are from the U.S. Census Bureau (i.e. FY 2015 population is the July 1, 2014 estimate) Population from the 2000 census was 77,226. The population figures have been revised to bring them more in line with the census. Fiscal year 2011-2014 populations are from the 2010 census. 2 The data is based on calendar year (i.e. fiscal year 2015 is calendar year 2014 data). 3 Calendar year data. 4 Rates are raw annual calendar year averages. The 2015 is an average of the first 9 months of 2015 71 ---PAGE BREAK--- 2005 Employment Employment Percent of Total Company Type of Business Range 1 Range City Employement 2 Department of Treasury Federal Government 5,000-6,999 5,000 - 6,999 14.3% Weber County School District Public Education 3,000-3,999 3,000 - 3,999 8.3% McKay-Dee Hospital Center Health Care 3,000-3,999 2,000 - 2,999 8.3% Weber State University Higher Education 3,000-3,999 2,000 - 2,999 8.3% Autoliv Asp, Inc. Manufacturing 2,000-2,999 2,000 - 2,999 5.9% State of Utah State Government 1,000-1,999 1,000 - 1,999 3.6% Fresenius USA Manufacturing Manufacturing 1,000-1,999 1,000 - 1,999 3.6% Ogden City School District Public Education 1,000-1,999 1,000 - 1,999 3.6% America First Credit Union Credit Unions 1,000-1,999 3.6% Wal-Mart Retail Sales 1,000-1,999 1,000 - 1,999 3.6% SOS Satffing Services Temporary Help Services 1,000-1,999 3.6% The Home Depot Home Improvement Centers 500-999 1.8% 22,500 - 34, 988 66.0% Sources: Utah Department of Workforce Services 1 The Utah Department of Workforce Services provides employer data by county in the State. The largest employers listed above are within the boundaries of Weber County. Ranking data is not available. 2 Calculated using the midpoint of the employee range. OGDEN CITY CORPORATION LARGEST EMPLOYERS FOR 2015 72 ---PAGE BREAK--- CITY COUNCIL (Elected Officials) MAYOR (Elected Official) COUNCIL EXECUTIVE DIRECTOR (Appointed Position) CHIEF ADMIN OFFICER (Appointed Position) CITY ATTORNEY (Appointed Position) FIRE CHIEF (Appointed Position) POLICE CHIEF (Appointed Position) PUBLIC SERVICES DIRECTOR (Appointed Position) COMMUNITY & ECONOMIC DEVELOPMENT DIRECTOR (Appointed Position) MANAGEMENT SERVICES DIRECTOR (Appointed Position) OGDEN CITY CORPORATION ORGANIZATIONAL STRUCTURE ADMINISTRATION COMPTROLLER FISCAL OPERATIONS HUMAN RESOURCES RECORDER FLEET & FACILITIES INFORMATION TECHNOLOGY RISK MANAGEMENT JUSTICE COURT ADMINISTRATION CEMETERY RECREATION ENGINEERING GOLF COURSES WATER UTILITY SEWER UTILITY SANITATION OPERATIONS ADMINISTRATION PREVENTION OPERATIONS MEDICAL SERVICES ADMINISTRATION SUPPORT SERVICES UNIFORM ADMINISTRATION PLANNING COMMUNITY DEVELOPMENT BUSINESS SERVICES ARTS, CUTLURE & EVENTS AIRPORT BDO BUILDING SERVICES ANIMAL SERVICES CODE SERVICES CITIZENS of OGDEN CITY INVESTIGATIONS PUBLIC WAYS & PARKS BUSINESS DEVELOPMENT COUNCIL STAFF ATTORNEY STAFF 73 ---PAGE BREAK--- SUMMARY INFORMATION 74 ---PAGE BREAK--- 72,587,175 2,299,875 353,250 9,938,850 2,529,775 1,665,750 48,385,975 42,644,000 180,404,650 1,239,475 12,815,000 21,338,525 1,109,850 15,231,350 22,226,700 645,825 7,699,150 20,042,350 78,056,425 180,404,650 FINES AND FORFEITURES 1.27% OGDEN CITY 2016 - 2017 BUDGET FUNDING SOURCES CHARGES FOR SERVICES 40.24% ALL FUNDS INTEREST 0.20% INTERGOVERNMENTAL REVENUE 5.51% LICENSES AND PERMITS 1.40% MISCELLANEOUS 0.92% OTHER FINANCING SOURCES 26.82% TAXES 23.64% 100% DEPARTMENTAL EXPENDITURES ATTORNEY 0.69% BDO INFRASTRUCTURE 7.10% COMMUNITY AND ECONOMIC DEVELOPMENT 11.83% COUNCIL 0.62% FIRE 8.44% MANAGEMENT SERVICES 12.32% MAYOR 0.36% NON-DEPARTMENTAL 4.27% POLICE 11.11% PUBLIC SERVICES 43.27% 100% FUNDING SOURCES CHARGES FOR SERVICES FINES AND FORFEITURES INTEREST INTERGOVERNMENTAL REVENUE LICENSES AND PERMITS MISCELLANEOUS OTHER FINANCING SOURCES TAXES DEPARTMENTAL EXPENDITURES ATTORNEY BDO INFRASTRUCTURE COMMUNITY AND ECONOMIC DEVELOPMENT COUNCIL FIRE MANAGEMENT SERVICES MAYOR NON-DEPARTMENTAL POLICE 75 ---PAGE BREAK--- General Special Revenue Funds Capital Improvement Projects Water Utility Sanitary Sewer Utility Refuse Utility Airport Golf Courses Recreation Property Management (BDO) Storm Sewer Utility Medical Services Fleet and Facilities Information Technology Risk Management Trust Funds Grants & Donations Funds Total Revenues Taxes 41,504,400 $ 275,000 $ ‐ $ 864,600 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 42,644,000 $ Intergovernmental 4,725,000 $ ‐ $ 83,000 $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,349,675 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,781,175 $ 9,938,850 $ Licenses & Permits 2,529,775 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,529,775 $ Charges for Services 3,840,900 $ ‐ $ ‐ $ 19,140,975 $ 10,946,775 $ 5,521,400 $ 371,500 $ 1,096,000 $ 230,525 $ 5,150,000 $ 4,780,575 $ 5,889,750 $ 7,965,450 $ 3,504,200 $ 1,601,500 $ 9,250 $ 2,538,375 $ 72,587,175 $ Fines & Forfeitures 2,299,875 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,299,875 $ Interest 110,000 $ 1,750 $ 10,000 $ 50,000 $ 50,000 $ 1,000 $ 500 $ 1,000 $ 1,000 $ 45,000 $ 10,000 $ 50,000 $ 5,000 $ 2,500 $ 2,000 $ 13,500 $ ‐ $ 353,250 $ Other Financing Sources 184,700 $ ‐ $ 4,272,250 $ 17,860,425 $ 1,850,000 $ ‐ $ 2,037,675 $ 549,775 $ 41,825 $ 13,382,950 $ 1,954,550 $ ‐ $ 2,081,325 $ 2,191,650 $ ‐ $ ‐ $ 110,700 $ 46,517,825 $ Miscellaneous 1,178,775 $ ‐ $ ‐ $ 42,500 $ 12,150 $ 3,000 $ 26,000 $ 6,000 $ ‐ $ ‐ $ 1,000 $ 10,000 $ 267,125 $ 500 $ 1,000 $ ‐ $ 1,985,850 $ 3,533,900 $ Total Revenue 56,373,425 $ 276,750 $ 4,365,250 $ 37,958,500 $ 12,858,925 $ 5,525,400 $ 3,435,675 $ 1,652,775 $ 273,350 $ 18,577,950 $ 6,746,125 $ 7,299,425 $ 10,318,900 $ 5,698,850 $ 1,604,500 $ 22,750 $ 7,416,100 $ 180,404,650 $ Expenditures Personnel 40,850,000 $ ‐ $ ‐ $ 4,034,100 $ 903,025 $ 1,118,050 $ 483,475 $ 629,450 $ 65,100 $ 63,000 $ 833,725 $ 3,571,425 $ 1,436,125 $ 1,610,150 $ 64,550 $ ‐ $ 620,250 $ 56,282,425 $ Operations 15,523,425 $ 276,750 $ ‐ $ 16,063,975 $ 10,055,400 $ 4,407,350 $ 1,715,950 $ 796,075 $ 208,250 $ 18,514,950 $ 3,927,550 $ 3,728,000 $ 8,882,775 $ 4,088,700 $ 1,539,950 $ 22,750 $ 6,795,850 $ 96,547,700 $ Capital ‐ $ ‐ $ 4,365,250 $ 17,860,425 $ 1,900,500 $ ‐ $ 1,236,250 $ 227,250 $ ‐ $ ‐ $ 1,984,850 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 27,574,525 $ Total Expenditures 56,373,425 $ 276,750 $ 4,365,250 $ 37,958,500 $ 12,858,925 $ 5,525,400 $ 3,435,675 $ 1,652,775 $ 273,350 $ 18,577,950 $ 6,746,125 $ 7,299,425 $ 10,318,900 $ 5,698,850 $ 1,604,500 $ 22,750 $ 7,416,100 $ 180,404,650 $ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES ALL FUNDS $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000 General Special Revenue Funds Capital Improvement Projects Water Utility Sanitary Sewer Utility Refuse Utility Airport Golf Courses Recreation Property Management (BDO) Storm Sewer Utility Medical Services Fleet and Facilities Information Technology Risk Management Trust Funds Grants & Donations Funds Expenditures by Type Personnel Operations Capital 76 ---PAGE BREAK--- Community City City & Economic Management Non- Property Public Mayor Council Attorney Development Fire Services Departmental Police Management Services TOTAL Funds General Fund $ 645,825 $ 1,109,850 $ 1,239,475 $ 4,581,050 $ 7,931,925 $ 4,502,950 $ 6,824,325 $ 20,042,350 $ - 9,495,675 $ 56,373,425 Downtown Ogden Special Assessment - - - 145,750 - - - - - - 145,750 Tourism & Marketing - - - - - - 131,000 - - - 131,000 Capital Improvement Projects - - - - - 100,000 743,825 - - 3,521,425 4,365,250 Water Utility - - - - - - - - - 37,958,500 37,958,500 Sanitary Sewer Utility - - - - - - - - - 12,858,925 12,858,925 Refuse Utility - - - - - - - - - 5,525,400 5,525,400 Airport - - - 3,435,675 - - - - - - 3,435,675 Golf Courses - - - - - - - - - 1,652,775 1,652,775 Recreation - - - - - - - - - 273,350 273,350 Property Management (BDO) - - - 5,762,950 - - - - 12,815,000 - 18,577,950 Storm Sewer Utility - - - - - - - - - 6,746,125 6,746,125 Medical Services - - - - 7,299,425 - - - - - 7,299,425 Fleet and Facilities - - - - - 10,318,900 - - - - 10,318,900 Information Technology - - - - - 5,698,850 - - - - 5,698,850 Risk Management - - - - - 1,604,500 - - - - 1,604,500 Gomer Nicholas Non-Exp Trust - - - - - 1,500 - - - - 1,500 Cemetery Perpetual Care Exp Trust - - - - - - - - - 21,250 21,250 Misc. Grants & Donations Exp Trust - - - 7,000 - - - - - 3,000 10,000 Major Grants Expendable Trust - - - 7,406,100 - - - - - - 7,406,100 TOTAL $ 645,825 $ 1,109,850 $ 1,239,475 $ 21,338,525 $ 15,231,350 $ 22,226,700 $ 7,699,150 $ 20,042,350 $ 12,815,000 78,056,425 $ 180,404,650 OGDEN CITY 2016-2017 BUDGET DEPARTMENT/FUND SUMMARY 77 ---PAGE BREAK--- GENERAL FUND BUILDING SERVICES 1,883,675 BUSINESS DEVELOPMENT 1,084,150 CED ADMINISTRATION 798,600 COMMUNITY DEVELOPMENT 171,600 PLANNING 643,025 4,581,050 OVERALL RESPONSIBILITY AIRPORT 3,435,675 BOYER ACTIVITIES 5,762,950 CAPITAL IMPROVEMENT PROJECTS - DOWNTOWN OGDEN SPECIAL ASSESSMENT 145,750 GENERAL FUND 4,581,050 MAJOR GRANTS EXPENDABLE TRUST 7,406,100 MISC. GRANTS & DONATIONS EXPENDABLE TRUST 7,000 21,338,525 OGDEN CITY 2016-2017 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES BUSINESS DEVELOPMENT CED ADMINISTRATION COMMUNITY DEVELOPMENT PLANNING - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 AIRPORT BOYER ACTIVITIES CAPITAL IMPROVEMENT PROJECTS DOWNTOWN OGDEN SPECIAL ASSESSMENT GENERAL FUND MAJOR GRANTS EXPENDABLE TRUST MISC. GRANTS & DONATIONS EXPENDABLE TRUST 78 ---PAGE BREAK--- GENERAL FUND EMERGENCY MANAGEMENT 6,600 OPERATIONS 6,922,775 OFD ADMINISTRATION 566,900 PREVENTION 435,650 7,931,925 OVERALL RESPONSIBILITY GENERAL FUND 7,931,925 CAPITAL IMPROVEMENT PROJECTS - MEDICAL SERVICES 7,299,425 15,231,350 OGDEN CITY 2016-2017 BUDGET FIRE EMERGENCY MANAGEMENT OPERATIONS OFD ADMINISTRATION PREVENTION - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 GENERAL FUND CAPITAL IMPROVEMENT PROJECTS MEDICAL SERVICES 79 ---PAGE BREAK--- GENERAL FUND COMPTROLLER 545,925 FISCAL OPERATIONS 608,300 HUMAN RESOURCES 560,975 MS ADMINISTRATION 2,214,225 PURCHASING 138,475 RECORDERS 435,050 4,502,950 OVERALL RESPONSIBILITY FLEET AND FACILITIES 10,318,900 GENERAL FUND 4,502,950 GOMER NICHOLAS NON-EXPENDABLE TRUST 1,500 CAPITAL IMPROVEMENT PROJECTS 100,000 INFORMATION TECHNOLOGY 5,698,850 RISK MANAGEMENT 1,604,500 22,226,700 OGDEN CITY 2016-2017 BUDGET MANAGEMENT SERVICES COMPTROLLER FISCAL OPERATIONS HUMAN RESOURCES MS ADMINISTRATION PURCHASING RECORDERS - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 FLEET AND FACILITIES GENERAL FUND GOMER NICHOLAS NON-EXPENDABLE TRUST CAPITAL IMPROVEMENT PROJECTS INFORMATION TECHNOLOGY RISK MANAGEMENT 80 ---PAGE BREAK--- GENERAL FUND BUILDINGS 1,258,600 DEBT SERVICE 147,325 INTERFUND TRANSFERS 1,648,850 MISCELLANEOUS 3,769,550 6,824,325 OVERALL RESPONSIBILITY GENERAL FUND 6,824,325 CAPITAL IMPROVEMENT PROJECTS 743,825 MISC. GRANTS & DONATIONS EXPENDABLE TRUST - TOURISM & MARKETING 131,000 7,699,150 OGDEN CITY 2016-2017 BUDGET NON-DEPARTMENTAL BUILDINGS DEBT SERVICE INTERFUND TRANSFERS MISCELLANEOUS - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 GENERAL FUND CAPITAL IMPROVEMENT PROJECTS MISC. GRANTS & DONATIONS EXPENDABLE TRUST TOURISM & MARKETING 81 ---PAGE BREAK--- GENERAL FUND INVESTIGATIONS 6,162,400 OPD ADMINISTRATION 2,144,650 SUPPORT SERVICES 1,636,300 UNIFORM 10,099,000 20,042,350 OVERALL RESPONSIBILITY GENERAL FUND 20,042,350 MISC. GRANTS & DONATIONS EXPENDABLE TRUST - 20,042,350 OGDEN CITY 2016-2017 BUDGET POLICE INVESTIGATIONS OPD ADMINISTRATION SUPPORT SERVICES UNIFORM - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 GENERAL FUND MISC. GRANTS & DONATIONS EXPENDABLE TRUST 82 ---PAGE BREAK--- GENERAL FUND ARTS, CULTURE, EVENTS 249,475 ENGINEERING 965,500 PARKS 3,200,950 PUBLIC SERVICES ADMINISTRATION 537,700 RECREATION 1,478,775 STREETS 3,063,275 9,495,675 OVERALL RESPONSIBILITY CAPITAL IMPROVEMENT PROJECTS 3,521,425 CEMETERY PERPETUAL CARE EXPENDABLE TRUST 21,250 GENERAL FUND 9,495,675 GOLF COURSES 1,652,775 MISC. GRANTS & DONATIONS EXPENDABLE TRUST 3,000 RECREATION 273,350 REFUSE UTILITY 5,525,400 SANITARY SEWER UTILITY 12,858,925 STORM SEWER UTILITY 6,746,125 WATER UTILITY 37,958,500 78,056,425 OGDEN CITY 2016-2017 BUDGET PUBLIC SERVICES ARTS, CULTURE, EVENTS ENGINEERING PARKS PUBLIC SERVICES ADMINISTRATION RECREATION STREETS - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 83 ---PAGE BREAK--- 6-30-15 6-30-16 BUDGETED BUDGETED USE OF USE OF RETURN TO 6-30-17 % CHANGE FUND PROJECTED REVENUE/ APPROPRIATIONS/ FUND BALANCE FUND BALANCE FUND PROJECTED IN FUND BALANCE FUND BALANCE TRANSFERS IN TRANSFERS OUT DEBT SERVICE OPERATING CAPITAL BALANCE FUND BALANCE BALANCE GOVERNMENTAL FUNDS General Fund $ 11,993,946 $ 10,554,275 $ 56,373,425 $ 56,226,100 $ 147,325 1 $ - $ - $ - $ 10,054,275 -4.74% 5 Misc Grants and Donations Fund - - 10,000 10,000 - - - - - Major Grants and Donations Fund - - 6,906,100 7,406,100 - 500,000 - - (500,000) Downtown Ogd Spc Assessment Fund 57,066 57,066 145,750 100,250 - - - 45,500 102,566 79.73% Tourism and Marketing Fund 189,360 157,860 131,000 119,000 - - - 12,000 169,860 7.60% Capital Improvement Fund 9,695,484 9,695,484 4,365,250 4,365,250 - - - - 9,695,484 0.00% TOTAL $ 21,935,856 $ 20,464,685 $ 67931525 $ 68226700 $ 147,325 $ 500,000 $ - $ 57,500 $ 20,022,185 -2.16% PROPRIETARY FUNDS Water Utility Fund $ 45,869,211 $ 33,095,735 $ 37,098,075 $ 36,044,700 $ 1,913,800 2 $ - 860,425 $ - $ 32,235,310 -2.60% 7 Sanitary Sewer Utility Fund 29,344,650 25,782,588 11,008,925 12,157,875 260,200 2 - 1,850,000 440,850 24,373,438 -5.47% 8 Refuse Utility Fund 5,213,413 5,828,413 5,525,400 4,948,675 - - - 576,725 6,405,138 9.90% Airport Fund 14,505,955 14,205,580 2,103,100 3,320,250 115,425 3 1,332,575 - - 12,873,005 -9.38% 9 Golf Courses Fund 1,098,057 783,465 1,330,250 1,519,125 133,650 3 - 322,525 - 460,940 -41.17% 10 Recreation Fund 458,159 425,909 231,525 273,350 - 41,825 - - 384,084 -9.82% 11 Property Management Fund 93,833,195 91,094,295 10,415,000 13,552,950 - 6,512,950 1,650,000 5,025,000 87,956,345 -3.44% 12 Storm Sewer Utility Fund 19,024,939 12,688,391 4,791,575 5,597,875 349,000 2 - 1,954,550 799,250 11,533,091 -9.11% 13 Medical Services Fund 1,307,081 2,356,579 7,299,425 5,977,025 - - - 1,322,400 3,678,979 56.12% Fleet and Facilities Fund 6,577,131 4,216,868 8,257,575 9,396,700 922,200 4 - 2,061,325 - 2,155,543 -48.88% 14 Information Technology Fund 266,412 (258,438) 5,523,850 5,328,975 225,025 4 175,000 - 144,850 (288,588) -11.67% 15 Risk Management Fund (340,362) (215,212) 1,604,500 1,478,200 - - - 126,300 (88,912) 58.69% TOTAL $ 217,157,841 $ 190,004,173 $ 95,189,200 $ 99,595,700 $ 3,919,300 $ 8,062,350 $ 8,698,825 $ 8,435,375 $ 181,678,373 -4.38% FIDUCIARY FUNDS Cemetery Fund $ 1,332,727 $ 1,153,977 $ 21,250 $ 21,250 $ - $ - $ - $ - $ 1,153,977 0.00% Gomer Nicholas Endowment Fund 4,254 4,254 1,500 1,500 - - - - 4,254 0.00% TOTAL $ 1,336,981 $ 1,158,231 $ 22,750 $ 22,750 $ - $ - $ - $ - $ 1,158,231 0.00% GRAND TOTAL $ 240,430,678 $ 211,627,089 $ 163,143,475 $ 167,845,150 $ 4,066,625 $ 8,562,350 $ 8,698,825 $ 8,492,875 $ 202,858,789 -4.14% * Fund balance amounts for the general fund include misc grants and major grant activity. 1 Sales Tax Revenue Bond used to refurbish the Justice Court Building. 2 Revenue Bonds. 3 Repayments to other funds. 4 Capital Lease agreements. 5 The decrease in the general fund balance is a result of the use of grant program income in the major grants activity. 7 The fund balance change to the Water Fund is due to Capital Improvement Projects (CIP) as recommended by the Water Rate Study and Master Plan. 8 The fund balance change to the Sanitary Sewer Fund is due to Capital Improvement Projects (CIP) as recommended by the Fiscal Sustainability Study and the CIP Master Plan. 9 The fund balance change to the Airport Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets. 10 11 The fund balance change to the Recreation Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets. 12 The fund balance change to the Property Management Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets. 13 The fund balance change to the Storm Sewer Fund is due to Capital Improvement Projects (CIP) as recommended by the Fiscal Sustainability Study and the CIP Master Plan. 14 The fund balance change to the Fleet and Facilities Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets. 15 The fund balance change to the Information Technology Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets. The fund balance change to the Golf Fund is due to the depreciation expense, which is non-cash expense and represents the annual use of fixed assets and the use of fund balance to complete capital improvements which had been planned for in prior years. OGDEN CITY 2016-2017 BUDGET FUND BALANCE/RETAINED EARNINGS-ADOPTED BUDGET PRESENTATION MEMORANDUM CHANGES IN FUND BALANCE: 84 ---PAGE BREAK--- 1.90% 2.42% 31.25% 0.92% 4.11% 9.77% 4.05% 0.17% 10.30% 0.15% 3.06% 7.13% 3.74% 21.04% 100% OGDEN CITY 2016-2017 BUDGET REVENUE SUMMARY AIRPORT 3,435,675 CAPITAL IMPROVEMENT PROJECTS 4,365,250 GENERAL FUND 56,373,425 GOLF COURSES 1,652,775 GRANTS 7,416,100 MAJOR GRANTS EXPENDABLE TRUST 7,406,100 MISC. GRANTS & DONATIONS EXPENDABLE TRUST 10,000 INTERNAL SERVICE FUNDS 17,622,250 FLEET AND FACILITIES 10,318,900 INFORMATION TECHNOLOGY 5,698,850 RISK MANAGEMENT 1,604,500 MEDICAL SERVICES 7,299,425 OTHER 299,500 CEMETERY PERPETUAL CARE EXPENDABLE TRUST 21,250 DOWNTOWN OGDEN SPECIAL ASSESSMENT 145,750 GOMER NICHOLAS NON-EXPENDABLE TRUST 1,500 TOURISM & MARKETING 131,000 180,404,650 PROPERTY MANAGEMENT BDO INFRASTRUCTURE 18,577,950 RECREATION 273,350 REFUSE UTILITY 5,525,400 STORM SEWER UTILITY 6,746,125 SANITARY SEWER UTILITY 12,858,925 WATER UTILITY 37,958,500 $180,404,650 MEDICAL SERVICES OTHER STORM SEWER UTILITY PROPERTY MANAGEMENT BDO INFRASTRUCTURE RECREATION REFUSE UTILITY SANITARY SEWER UTILITY WATER UTILITY AIRPORT CAPITAL IMPROVEMENT PROJECTS GENERAL FUND GOLF COURSES GRANTS INTERNAL SERVICE FUNDS 85 ---PAGE BREAK--- 5,120,744 3,840,900 2,252,478 2,299,875 92,804 110,000 3,498,699 4,725,000 2,439,734 2,529,775 1,033,405 1,178,775 81,500 184,700 38,753,734 41,504,400 53,273,098 56,373,425 915 750 53,000 - 123,477 145,000 177,392 145,750 710 1,000 - - 127,485 130,000 128,195 131,000 50,000 - 42,515 10,000 2,413,283 83,000 5,590,407 4,272,250 8,096,205 4,365,250 18,243,482 19,140,975 92,799 50,000 78,331 42,500 399,202 17,860,425 1,085,122 864,600 19,898,936 37,958,500 DOWNTOWN OGDEN SPECIAL ASSESSMENT INTEREST 750 INTEREST 1,000 OTHER FINANCING SOURCES 31,500 TAXES 110,000 OTHER FINANCING SOURCES 13,125 TAXES 112,500 126,375 TOURISM & MARKETING INTERGOVERNMENTAL REVENUE 103,675 OGDEN CITY 2016-2017 BUDGET REVENUE SUMMARY REPORT OTHER FINANCING SOURCES 355,375 TAXES 40,624,850 54,258,450 INTERGOVERNMENTAL REVENUE 3,485,000 LICENSES AND PERMITS 2,434,500 MISCELLANEOUS 1,109,075 CHARGES FOR SERVICES 3,699,650 FINES AND FORFEITURES 2,470,000 INTEREST 80,000 2015 ACTUAL 2016 ADOPTED 2017 BUDGET GENERAL FUND OTHER FINANCING SOURCES 1,638,525 1,752,200 WATER UTILITY 142,500 CAPITAL IMPROVEMENT PROJECTS CHARGES FOR SERVICES - INTEREST 10,000 OTHER FINANCING SOURCES 5,408,500 TAXES 864,600 25,803,250 CHARGES FOR SERVICES 19,437,650 INTEREST 50,000 MISCELLANEOUS 42,500 86 ---PAGE BREAK--- OGDEN CITY 2016-2017 BUDGET REVENUE SUMMARY REPORT 2015 ACTUAL 2016 ADOPTED 2017 BUDGET 10,595,390 10,946,775 64,208 50,000 2,950 12,150 435,304 1,850,000 11,097,852 12,858,925 5,327,236 5,521,400 28,901 1,000 - 3,000 - - 5,356,137 5,525,400 435,365 371,500 (1,316) 500 420,986 1,000,000 30,643 26,000 380,000 2,037,675 1,265,678 3,435,675 955,005 1,096,000 2,930 1,000 1,463 6,000 362,250 549,775 1,321,648 1,652,775 256,907 230,525 171 1,000 - 41,825 257,078 273,350 5,098,183 5,150,000 36,916 45,000 5,180,000 13,382,950 10,315,099 18,577,950 MISCELLANEOUS 3,000 SANITARY SEWER UTILITY MISCELLANEOUS 12,150 OTHER FINANCING SOURCES 808,075 11,529,125 REFUSE UTILITY CHARGES FOR SERVICES 10,658,900 INTEREST 50,000 5,555,525 AIRPORT CHARGES FOR SERVICES 360,000 INTEREST 500 CHARGES FOR SERVICES 5,388,800 INTEREST 1,000 OTHER FINANCING SOURCES 162,725 CHARGES FOR SERVICES 1,096,000 INTEREST 1,000 3,516,375 GOLF COURSES INTERGOVERNMENTAL REVENUE 1,300,000 MISCELLANEOUS 24,800 OTHER FINANCING SOURCES 1,831,075 CHARGES FOR SERVICES 240,100 INTEREST 1,000 OTHER FINANCING SOURCES 28,975 MISCELLANEOUS 6,000 OTHER FINANCING SOURCES 514,700 1,617,700 RECREATION INTEREST 45,000 OTHER FINANCING SOURCES 11,029,050 14,487,800 270,075 PROPERTY MANAGEMENT BDO INFRASTRUCTURE CHARGES FOR SERVICES 3,413,750 87 ---PAGE BREAK--- OGDEN CITY 2016-2017 BUDGET REVENUE SUMMARY REPORT 2015 ACTUAL 2016 ADOPTED 2017 BUDGET 4,632,081 4,780,575 40,541 10,000 2,736 1,000 653,999 1,954,550 5,329,357 6,746,125 4,786,129 5,889,750 59,567 50,000 1,592,081 1,349,675 - 10,000 6,437,777 7,299,425 7,790,671 7,965,450 (4,697) 5,000 1,825,440 267,125 50,000 2,081,325 9,661,414 10,318,900 3,955,490 3,504,200 582 2,500 368 500 - 2,191,650 3,956,440 5,698,850 1,812,645 1,601,500 7,747 2,000 - 1,000 1,820,392 1,604,500 2,111 1,500 2,111 1,500 STORM SEWER UTILITY CHARGES FOR SERVICES 4,628,650 INTEREST 10,000 MEDICAL SERVICES MISCELLANEOUS 1,000 OTHER FINANCING SOURCES 2,549,950 7,189,600 MISCELLANEOUS 10,000 7,299,425 FLEET AND FACILITIES CHARGES FOR SERVICES 5,889,750 INTEREST 50,000 INTERGOVERNMENTAL REVENUE 1,349,675 OTHER FINANCING SOURCES 2,115,675 11,249,075 INFORMATION TECHNOLOGY CHARGES FOR SERVICES 3,248,525 CHARGES FOR SERVICES 8,861,275 INTEREST 5,000 MISCELLANEOUS 267,125 3,933,025 RISK MANAGEMENT CHARGES FOR SERVICES 1,599,475 INTEREST 2,000 INTEREST 2,500 MISCELLANEOUS 500 OTHER FINANCING SOURCES 681,500 1,500 MISCELLANEOUS 1,000 1,602,475 GOMER NICHOLAS NON-EXPENDABLE TRUST INTEREST 1,500 88 ---PAGE BREAK--- OGDEN CITY 2016-2017 BUDGET REVENUE SUMMARY REPORT 2015 ACTUAL 2016 ADOPTED 2017 BUDGET 8,626 9,250 5,594 12,000 - - 14,220 21,250 1,611 3,000 689,530 - 59,252 7,000 46,449 - 796,842 10,000 2,774,786 2,535,375 18,629 - 5,167,432 2,781,175 106 110,700 150,000 1,978,850 8,110,953 7,406,100 GRAND TOTAL: 147,316,824 180,404,650 CEMETERY PERPETUAL CARE EXPENDABLE TRUST CHARGES FOR SERVICES 9,250 OTHER FINANCING SOURCES 178,750 INTEREST 12,000 INTERGOVERNMENTAL REVENUE - MISCELLANEOUS 7,000 OTHER FINANCING SOURCES - 200,000 MISC. GRANTS & DONATIONS EXPENDABLE TRUST CHARGES FOR SERVICES 3,000 9,033,200 159,577,675 INTERGOVERNMENTAL REVENUE 4,893,975 MISCELLANEOUS 110,700 OTHER FINANCING SOURCES 1,840,850 10,000 MAJOR GRANTS EXPENDABLE TRUST CHARGES FOR SERVICES 2,187,675 INTEREST - 89 ---PAGE BREAK--- 1.90% 2.42% 31.25% 0.92% 4.11% 9.77% 4.05% 0.17% 10.30% 0.15% 3.06% 7.13% 3.74% 21.04% 100% OGDEN CITY 2016-2017 BUDGET APPROPRIATIONS BY FUND AIRPORT 3,435,675 CAPITAL IMPROVEMENT PROJECTS 4,365,250 GENERAL FUND 56,373,425 GOLF COURSES 1,652,775 GRANTS 7,416,100 MAJOR GRANTS EXPENDABLE TRUST 7,406,100 MISC. GRANTS & DONATIONS EXPENDABLE TRUST 10,000 INTERNAL SERVICE FUNDS 17,622,250 FLEET AND FACILITIES 10,318,900 INFORMATION TECHNOLOGY 5,698,850 RISK MANAGEMENT 1,604,500 MEDICAL SERVICES 7,299,425 OTHER 299,500 CEMETERY PERPETUAL CARE EXPENDABLE TRUST 21,250 DOWNTOWN OGDEN SPECIAL ASSESSMENT 145,750 GOMER NICHOLAS NON-EXPENDABLE TRUST 1,500 TOURISM & MARKETING 131,000 180,404,650 PROPERTY MANAGEMENT BDO INFRASTRUCTURE 18,577,950 RECREATION 273,350 REFUSE UTILITY 5,525,400 STORM SEWER UTILITY 6,746,125 SANITARY SEWER UTILITY 12,858,925 WATER UTILITY 37,958,500 $180,404,650 MEDICAL SERVICES OTHER STORM SEWER UTILITY PROPERTY MANAGEMENT BDO INFRASTRUCTURE RECREATION REFUSE UTILITY SANITARY SEWER UTILITY WATER UTILITY AIRPORT CAPITAL IMPROVEMENT PROJECTS GENERAL FUND GOLF COURSES GRANTS INTERNAL SERVICE FUNDS 90 ---PAGE BREAK--- 1,149,121 1,239,475 3,883,718 4,581,050 920,600 1,109,850 6,770,965 7,931,925 3,985,138 4,502,950 527,264 645,825 7,703,860 6,824,325 18,074,332 20,042,350 9,328,971 9,495,675 52,343,969 56,373,425 189,833 145,750 189,833 145,750 82,730 131,000 82,730 131,000 67,149 - 86,894 - 19,804 100,000 522,468 743,825 5,344,404 3,521,425 6,040,719 4,365,250 16,467,222 37,958,500 16,467,222 37,958,500 9,947,325 12,858,925 9,947,325 12,858,925 DOWNTOWN OGDEN SPECIAL ASSESSMENT COMMUNITY AND ECONOMIC DEVELOPMENT 126,375 NON-DEPARTMENTAL 142,500 126,375 TOURISM & MARKETING MANAGEMENT SERVICES - PUBLIC SERVICES 1,321,200 1,752,200 WATER UTILITY 142,500 CAPITAL IMPROVEMENT PROJECTS COMMUNITY AND ECONOMIC DEVELOPMENT - FIRE - OGDEN CITY 2016-2017 BUDGET APPROPRIATIONS BY FUND REPORT NON-DEPARTMENTAL 8,025,000 PUBLIC SERVICES 9,114,025 54,258,450 FIRE 7,000,950 MANAGEMENT SERVICES 4,299,825 MAYOR 609,650 ATTORNEY 1,184,550 COMMUNITY AND ECONOMIC DEVELOPMENT 4,159,175 COUNCIL 1,038,750 2015 ACTUAL 2016 ADOPTED 2017 BUDGET GENERAL FUND POLICE 11,529,125 PUBLIC SERVICES 11,529,125 25,803,250 SANITARY SEWER UTILITY PUBLIC SERVICES 25,803,250 18,826,525 NON-DEPARTMENTAL 431,000 91 ---PAGE BREAK--- OGDEN CITY 2016-2017 BUDGET APPROPRIATIONS BY FUND REPORT 2015 ACTUAL 2016 ADOPTED 2017 BUDGET 4,278,339 5,525,400 4,278,339 5,525,400 2,605,648 3,435,675 2,605,648 3,435,675 1,155,620 1,652,775 1,155,620 1,652,775 169,874 273,350 169,874 273,350 8,907,489 12,815,000 2,562,550 5,762,950 11,470,039 18,577,950 3,330,211 6,746,125 3,330,211 6,746,125 8,682,835 7,299,425 8,682,835 7,299,425 9,919,740 10,318,900 9,919,740 10,318,900 STORM SEWER UTILITY PUBLIC SERVICES 7,189,600 PUBLIC SERVICES 5,555,525 REFUSE UTILITY PUBLIC SERVICES 270,075 1,617,700 RECREATION PUBLIC SERVICES 1,617,700 3,516,375 GOLF COURSES 5,555,525 AIRPORT COMMUNITY AND ECONOMIC DEVELOPMENT 3,516,375 COMMUNITY AND ECONOMIC DEVELOPMENT 2,735,900 14,487,800 MEDICAL SERVICES 270,075 PROPERTY MANAGEMENT BDO INFRASTRUCTURE BDO INFRASTRUCTURE 11,751,900 7,189,600 11,249,075 MANAGEMENT SERVICES 11,249,075 7,299,425 FLEET AND FACILITIES FIRE 7,299,425 92 ---PAGE BREAK--- OGDEN CITY 2016-2017 BUDGET APPROPRIATIONS BY FUND REPORT 2015 ACTUAL 2016 ADOPTED 2017 BUDGET 3,714,126 5,698,850 3,714,126 5,698,850 2,506,577 1,604,500 2,506,577 1,604,500 - 1,500 - 1,500 (1,558) 21,250 (1,558) 21,250 68,842 7,000 390,043 - 198,256 - 168,389 - 36,126 3,000 861,656 10,000 8,027,552 7,406,100 8,027,552 7,406,100 GRAND TOTAL: 141,792,457 180,404,650 INFORMATION TECHNOLOGY MANAGEMENT SERVICES 3,933,025 200,000 1,602,475 GOMER NICHOLAS NON-EXPENDABLE TRUST MANAGEMENT SERVICES 1,500 3,933,025 RISK MANAGEMENT MANAGEMENT SERVICES 1,602,475 9,033,200 159,577,675 10,000 MAJOR GRANTS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT 9,033,200 NON-DEPARTMENTAL - POLICE - PUBLIC SERVICES 3,000 200,000 MISC. GRANTS & DONATIONS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT 7,000 FIRE - 1,500 CEMETERY PERPETUAL CARE EXPENDABLE TRUST PUBLIC SERVICES 93 ---PAGE BREAK--- TOTAL CIP AIRPORT GOLF WATER SANITARY SEWER STORM SEWER INTERGOVERNMENTAL 1,083,000 $ 83,000 $ 1,000,000 $ MISCELLANEOUS/INTEREST 90,800 $ 10,000 $ 50,500 $ 30,300 $ TRANSFER FROM THE BDO FUND 3,464,250 $ 3,100,750 $ 136,250 $ 227,250 $ BOND PROCEEDS 17,000,000 $ 17,000,000 $ CONTRIBUTION GENERAL FUND/TRANSPORTATION FUNDS 1,170,000 $ 1,070,000 $ 100,000 $ TRANSFER FROM OTHER FUNDS 101,500 $ 101,500 $ PRIOR FUND BALANCE 4,664,975 $ 860,425 $ 1,850,000 $ 1,954,550 $ GRAND TOTAL: 27,574,525 $ 4,365,250 $ 1,236,250 $ 227,250 $ 17,860,425 $ 1,900,500 $ 1,984,850 $ FUND OGDEN CITY 2016-2017 BUDGET CIP FUNDING SOURCES INTERGOVERNMENTAL MISCELLANEOUS/INTEREST TRANSFER FROM THE BDO FUND BOND PROCEEDS CONTRIBUTION GENERAL FUND/TRANSPORTATION FUNDS TRANSFER FROM OTHER FUNDS PRIOR FUND BALANCE 94 ---PAGE BREAK--- PROJECTS BY DEPARTMENT TOTAL CIP AIRPORT GOLF WATER SANITARY SEWER STORM SEWER MANAGEMENT SERVICES 100,000 $ 100,000 $ NON-DEPARTMENTAL 743,825 $ 743,825 $ COMMUNITY AND ECONOMIC DEVELOPMENT 1,236,250 $ - $ 1,236,250 $ PUBLIC SERVICES 25,494,450 $ 3,521,425 $ 227,250 $ 17,860,425 $ 1,900,500 $ 1,984,850 $ GRAND TOTAL: 27,574,525 $ 4,365,250 $ 1,236,250 $ 227,250 $ 17,860,425 $ 1,900,500 $ 1,984,850 $ FUND OGDEN CITY 2016-2017 BUDGET CAPITAL BUDGET The City has a 5 year CIP Plan process, from which the following amounts were funded. MANAGEMENT SERVICES, $100,000 NON-DEPARTMENTAL, $743,825 COMMUNITY AND ECONOMIC DEVELOPMENT, $1,236,250 PUBLIC SERVICES, $25,494,450 95 ---PAGE BREAK--- 20,984,875 11.63% 7,036,650 3.90% 58,126,475 32.22% 31,539,925 17.48% 8,228,300 4.56% 8,126,700 4.50% 36,610,975 20.29% 9,750,750 5.40% 180,404,650 100% TRANSPORTATION PROGRAM SUMMARY OGDEN CITY 2016 - 2017 BUDGET DEBT SERVICE ENVIRONMENTAL PROTECTION GENERAL ADMINISTRATION & SUPPORT INTERGOVERNMENTAL EXPENDITURES LEISURE OPPORTUNITIES PUBLIC SAFETY COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT DEBT SERVICE ENVIRONMENTAL PROTECTION GENERAL ADMINISTRATION & SUPPORT INTERGOVERNMENTAL EXPENDITURES LEISURE OPPORTUNITIES PUBLIC SAFETY TRANSPORTATION 96 ---PAGE BREAK--- 645,825 1,109,850 545,925 608,300 560,975 2,214,225 138,475 435,050 1,239,475 938,500 3,769,550 598,025 798,600 537,700 131,000 100,000 558,825 185,000 9,362,850 5,457,275 2016 ADOPTED 2017 BUDGET GENERAL ADMINISTRATION & SUPPORT 2015 ACTUAL COUNCIL 1,038,750 MANAGEMENT SERVICES COMPTROLLER 563,075 920,600 607,884 GENERAL FUND MAYOR MAYOR 609,650 COUNCIL 527,264 MS ADMINISTRATION 2,173,075 PURCHASING 133,050 1,942,976 134,202 FISCAL OPERATIONS 476,050 HUMAN RESOURCES 538,800 375,486 536,514 NON-DEPARTMENTAL BUILDINGS 936,125 MISCELLANEOUS 3,604,525 926,200 3,045,495 RECORDER 415,775 ATTORNEY CITY ATTORNEY 1,184,550 388,076 1,149,121 PUBLIC SERVICES PUBLIC SERVICES ADMINISTRATION 443,025 TOURISM & MARKETING NON-DEPARTMENTAL 334,321 COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT 487,375 CED ADMINISTRATION 776,775 525,951 608,760 NON-DEPARTMENTAL BUILDINGS 384,000 MISCELLANEOUS - 229,644 29,814 MISCELLANEOUS 142,500 CAPITAL IMPROVEMENT PROJECTS MANAGEMENT SERVICES MS ADMINISTRATION - 82,730 19,804 MANAGEMENT SERVICES IT - INFORMATION TECHNOLOGY 3,933,025 3,714,126 FLEET AND FACILITIES MANAGEMENT SERVICES FLEET & FACILITIES 10,023,600 INFORMATION TECHNOLOGY 9,853,724 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY 97 ---PAGE BREAK--- 1,604,500 - - - - 31,539,925 2016 ADOPTED 2,506,577 RISK MANAGEMENT MANAGEMENT SERVICES NON-DEPARTMENTAL MISCELLANEOUS - POLICE OPD ADMINISTRATION - RISK MANAGEMENT 1,602,475 MISC. GRANTS & DONATIONS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT - CED ADMINISTRATION - 12,931 39,787 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY 2017 BUDGET GENERAL ADMINISTRATION & SUPPORT (continued…) 198,256 7,346 28,717,589 29,466,200 2015 ACTUAL 98 ---PAGE BREAK--- 6,162,400 2,144,650 1,636,300 10,099,000 6,600 566,900 6,922,775 435,650 1,337,275 - 2,506,350 4,793,075 - - - - 36,610,975 OPERATIONS 6,040,675 PREVENTION 394,225 6,004,230 404,814 UNIFORM 9,653,925 FIRE OFD ADMINISTRATION 539,450 9,540,651 361,921 CAPITAL IMPROVEMENT PROJECTS FIRE OFD ADMINISTRATION - MEDICAL SERVICES 86,894 COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES 1,391,725 1,291,027 32,821,037 34,518,625 5,071,325 2,468,064 3,578,669 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY 2016 ADOPTED 2017 BUDGET EMERGENCY MANAGEMENT - 26,600 OPD ADMINISTRATION 1,834,500 SUPPORT SERVICES 1,713,625 1,509,294 1,512,889 POLICE INVESTIGATIONS 5,624,475 5,511,498 2015 ACTUAL PUBLIC SAFETY MISC. GRANTS & DONATIONS EXPENDABLE TRUST POLICE OPD ADMINISTRATION - 18,030 FIRE INVESTIGATIONS 143,013 - FIRE PARAMEDICS 2,228,100 MEDICAL SERVICES MEDICAL SERVICES 351,724 - FIRE PREVENTION 38,319 - 99 ---PAGE BREAK--- 965,500 3,063,275 343,425 2,058,300 3,320,250 9,750,750 75,100 470,050 33,616,600 12,274,400 5,525,400 6,164,925 58,126,475 STREETS 3,110,650 CAPITAL IMPROVEMENT PROJECTS PUBLIC SERVICES TRANSPORTATION GENERAL FUND PUBLIC SERVICES ENGINEERING SERVICES 681,150 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY 2016 ADOPTED 2017 BUDGET 73,475 STREETS 994,225 AIRPORT COMMUNITY AND ECONOMIC DEVELOPMENT AIRPORT 3,400,950 11,491,639 8,186,975 ENVIRONMENTAL PROTECTION GENERAL FUND NON-DEPARTMENTAL 4,250,891 WATER UTILTY 21,473,675 SANITARY SEWER UTILITY PUBLIC SERVICES SANITARY SEWER UTILITY 10,955,700 13,871,435 9,596,077 31,368,445 44,588,825 2015 ACTUAL PARKS - 1,147,338 STORM SEWER UTILITY PUBLIC SERVICES STORM SEWER UTILITY 3,204,394 6,694,025 REFUSE UTILITY PUBLIC SERVICES REFUSE UTILITY 4,926,125 PUBLIC SERVICES PARKS 465,725 WATER UTILITY PUBLIC SERVICES 372,173 3,196,830 4,541,823 2,605,648 BUILDINGS 73,575 - 100 ---PAGE BREAK--- 245,000 486,125 249,475 2,730,900 1,478,775 834,500 285,200 - 1,519,125 273,350 21,250 - 3,000 8,126,700 LEISURE OPPORTUNITIES GENERAL FUND NON-DEPARTMENTAL BUILDINGS 240,525 PARKS 2,630,400 RECREATION 1,519,475 1,498,893 COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT 393,900 PUBLIC SERVICES ARTS, CULTURE, EVENTS 263,600 GOLF COURSES PUBLIC SERVICES GOLF COURSES 1,484,050 1,153,347 CAPITAL IMPROVEMENT PROJECTS PUBLIC SERVICES PARKS 306,975 UNION STATION - 354,889 176,961 RECREATION 270,731 20,000 PARKS 200,000 MISC. GRANTS & DONATIONS EXPENDABLE TRUST PUBLIC SERVICES PARKS - CEMETERY PERPETUAL CARE EXPENDABLE TRUST PUBLIC SERVICES RECREATION PUBLIC SERVICES RECREATION 270,075 RECREATION 3,000 7,046,661 7,332,000 PROGRAM SUMMARY 2016 ADOPTED 2017 BUDGET 240,875 367,107 364,406 2,415,010 169,874 (1,558) 7,975 28,151 2015 ACTUAL OGDEN CITY 2016-2017 BUDGET 101 ---PAGE BREAK--- 546,400 171,600 643,025 145,750 7,040,000 - 5,025,000 7,000 720,525 6,685,575 20,984,875 - - - - GENERAL FUND COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES 313,300 COMMUNITY DEVELOPMENT 167,700 143,820 COMMUNITY DEVELOPMENT PROGRAM SUMMARY 2016 ADOPTED 2017 BUDGET PROPERTY MANAGEMENT BDO INFRASTRUCTURE PLANNING 615,275 DOWNTOWN OGDEN SPECIAL ASSESSMENT COMMUNITY AND ECONOMIC DEVELOPMENT SPECIAL ASSESSMENTS 126,375 615,869 189,833 CED ADMINISTRATION - MISC. GRANTS & DONATIONS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING 7,000 - - BDO INFRASTRUCTURE OPERATIONS 6,988,150 PROPERTY MANAGEMENT BDO INFRASTRUCTURE COMMUNITY AND ECONOMIC DEVELOPMENT 8,907,489 BDO INFRASTRUCTURE OPERATIONS - 4,263,750 BUSINESS DEVELOPMENT - 93,533 - 18,161,243 21,514,750 BUSINESS DEVELOPMENT CAPITAL IMPROVEMENT PROJECTS NON-DEPARTMENTAL MISCELLANEOUS - 10,260 COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT - MISC. GRANTS & DONATIONS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT 67,149 278,185 2015 ACTUAL OGDEN CITY 2016-2017 BUDGET MAJOR GRANTS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT 2,064,825 COMMUNITY DEVELOPMENT 6,968,375 4,134,955 3,891,092 16,124 102 ---PAGE BREAK--- 147,325 4,301,900 569,525 - 115,425 133,650 571,200 956,050 241,575 - 7,036,650 2017 BUDGET 5,373,903 9,762,775 66,016 1,505 FLEET & FACILITIES 1,225,475 MAJOR GRANTS EXPENDABLE TRUST COMMUNITY AND ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT - INFORMATION TECHNOLOGY MANAGEMENT SERVICES IT - INFORMATION TECHNOLOGY - - 2016 ADOPTED FLEET AND FACILITIES MANAGEMENT SERVICES - 2015 ACTUAL AIRPORT COMMUNITY AND ECONOMIC DEVELOPMENT AIRPORT 115,425 GENERAL FUND NON-DEPARTMENTAL DEBT SERVICE 2,260,250 WATER UTILITY - GOLF COURSES SANITARY SEWER UTILITY 573,425 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY STORM SEWER UTILITY PUBLIC SERVICES STORM SEWER UTILITY 116,203 495,575 PUBLIC SERVICES GOLF COURSES 133,650 REFUSE UTILITY PUBLIC SERVICES REFUSE UTILITY 629,400 PUBLIC SERVICES WATER UTILTY 4,329,575 SANITARY SEWER UTILITY PUBLIC SERVICES 27,447 DEBT SERVICE 2,276,316 2,542,237 344,179 103 ---PAGE BREAK--- 1,648,850 - - 40,000 15,000 - 5,762,950 750,000 10,000 - 1,500 8,228,300 180,404,650 CAPITAL IMPROVEMENT PROJECTS NON-DEPARTMENTAL INTERFUND TRANSFERS 47,000 WATER UTILITY 252,750 INTERGOVERNMENTAL EXPENDITURES GENERAL FUND NON-DEPARTMENTAL INTERFUND TRANSFERS 910,000 1,141,500 COMMUNITY AND ECONOMIC DEVELOPMENT CED ADMINISTRATION 13,125 53,000 OGDEN CITY 2016-2017 BUDGET PROGRAM SUMMARY 2016 ADOPTED 2017 BUDGET PUBLIC SERVICES WATER UTILTY - SANITARY SEWER UTILITY PUBLIC SERVICES 53,550 GOLF COURSES PUBLIC SERVICES GOLF COURSES 2,273 - FIRE - SANITARY SEWER UTILITY - PROPERTY MANAGEMENT BDO INFRASTRUCTURE COMMUNITY AND ECONOMIC DEVELOPMENT CED ADMINISTRATION 2,735,900 7,070 2,562,550 STORM SEWER UTILITY PUBLIC SERVICES STORM SEWER UTILITY 9,614 - 6,718,407 4,207,525 GRAND TOTAL: 141,792,457 159,577,675 MEDICAL SERVICES - GOMER NICHOLAS NON-EXPENDABLE TRUST MANAGEMENT SERVICES FISCAL OPERATIONS 1,500 2,636,100 - BDO INFRASTRUCTURE OPERATIONS 500,000 MEDICAL SERVICES 2015 ACTUAL 104 ---PAGE BREAK--- GENERAL FUND 105 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The General Fund is used to account for unrestricted resources traditionally associated with governments which are not required to be accounted for in another fund. GENERAL FUND General Fund Mayor City Attorney City Council Management Services Non-Departmental CED Police Fire Public Services 106 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES GENERAL FUND 2017 BUDGET 2016 ADOPTED 2015 ACTUAL GENERAL FUND REVENUES CHARGES FOR SERVICES 3,699,650 5,120,744 3,840,900 FINES AND FORFEITURES 2,470,000 2,252,478 2,299,875 INTEREST 80,000 92,804 110,000 INTERGOVERNMENTAL REVENUE 3,485,000 3,498,699 4,725,000 LICENSES AND PERMITS 2,434,500 2,439,734 2,529,775 MISCELLANEOUS 1,109,075 1,033,405 1,178,775 OTHER FINANCING SOURCES 355,375 81,500 184,700 TAXES 40,624,850 38,753,734 41,504,400 56,373,425 54,258,450 53,273,099 EXPENDITURES ARTS, CULTURE, EVENTS 263,600 364,406 249,475 ATTORNEY 1,184,550 1,149,121 1,239,475 BUILDING SERVICES 1,705,025 1,569,212 1,883,675 BUILDINGS 1,250,225 1,240,550 1,258,600 BUSINESS DEVELOPMENT 881,275 893,058 1,084,150 CED ADMINISTRATION 789,900 661,760 798,600 COMMUNITY DEVELOPMENT 167,700 143,820 171,600 COMPTROLLER 563,075 607,885 545,925 COUNCIL 1,038,750 920,599 1,109,850 DEBT SERVICE 2,260,250 2,276,315 147,325 EMERGENCY MANAGEMENT 26,600 - 6,600 ENGINEERING SERVICES 681,150 1,147,338 965,500 FISCAL OPERATIONS 476,050 375,487 608,300 HUMAN RESOURCES 538,800 536,513 560,975 INTERFUND TRANSFERS 910,000 1,141,500 1,648,850 MAYOR 609,650 527,264 645,825 MS ADMINISTRATION 2,173,075 1,942,977 2,214,225 NON-DEPT MISCELLANEOUS 3,604,525 3,045,495 3,769,550 OFD ADMINISTRATION 539,450 361,922 566,900 OFD OPERATIONS 6,040,675 6,004,230 6,922,775 OFD PREVENTION 394,225 404,814 435,650 OPD ADMINISTRATION 1,834,500 1,509,294 2,144,650 OPD INVESTIGATIONS 5,624,475 5,511,499 6,162,400 OPD SUPPORT SERVICES 1,713,625 1,512,889 1,636,300 OPD UNIFORM 9,653,925 9,540,652 10,099,000 PARKS 3,096,125 2,787,183 3,200,950 PLANNING 615,275 615,869 643,025 PUBLIC SERVICES ADMINISTRATION 443,025 334,322 537,700 PURCHASING 133,050 134,202 138,475 RECORDER 415,775 388,076 435,050 RECREATION 1,519,475 1,498,893 1,478,775 STREETS 3,110,650 3,196,830 3,063,275 56,373,425 54,258,450 52,343,975 107 ---PAGE BREAK--- 3,068,050 3,095,000 - - - - 16,100 16,000 181,625 179,125 433,875 550,775 3,699,650 3,840,900 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET Events of the City include several festivals in the downtown area. Most of this revenue is attributed to Christmas Village. LEASE REVENUE 1,776 - Lease revenue is received by the City for partial lease of a fire station to the Forest Service. MISCELLANEOUS 1,244,965 10,013 CHARGES FOR SERVICES ADMINISTRATIVE 3,195,585 1,907,006 Administrative revenue is generated through the use of the City's legal department by other agencies not within the single audit concept of the City. Also, the general administrative costs charged to the City's enterprise funds. EVENTS 484 - Recreation revenue is received for recreation programs operated through the General Fund and park reservations. 5,121,145 2,321,040 Miscellaneous revenue is comprised of miscellaneous Recorder charges and City services contracted to the City's enterprise funds. OPERATIONS 118,445 59,412 Operating Revenues constitute revenue from various operations of the City. The main activity is the rental of the Dispatch Center. PARKS AND RECREATION 559,890 344,609 108 ---PAGE BREAK--- 1,800,000 1,720,725 420,000 354,150 250,000 225,000 2,470,000 2,299,875 80,000 110,000 80,000 110,000 398,721 223,476 Miscellaneous penalties revenue is received from miscellaneous-type penalties such as civil citations and property clean-up penalties. PARKING VIOLATIONS 230,147 72,298 92,804 169,441 Interest Earnings are on General Fund money, Tax increment money and Cemetery money allocated to the General Fund from the City's investment accounts. Parking is revenue generated from parking violation citations issued throughout the City. 2,252,478 1,348,642 INTEREST GENERAL 92,804 169,441 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET Court Fines revenue is received for citations issued as violations of City Ordinances which are processed through the courts and passed on to the City. MISCELLANEOUS PENALTIES FINES AND FORFEITURES COURTS 1,623,610 1,052,868 109 ---PAGE BREAK--- 50,000 55,000 - - - - 335,000 350,000 3,100,000 4,320,000 - - 3,485,000 4,725,000 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET State Grants are funds received from the State of Utah generally for a specific project or purpose. 3,498,699 1,832,481 Miscellaneous records other sources of intergovernmental revenue that do not fit into other categories. STATE FUNDS 2,891,021 1,555,754 State Funds represents State funding to help cover the cost of liquor law enforcement and the maintenance portion of State road funds allocated from State gasoline tax. Beginning in FY2017, there is an additional $1,400,000 projected based on the voter- approved Active Transportation Sales Tax. STATE GRANTS 17,330 - Contract from Weber County for various City programs. FEDERAL GRANTS 109,675 36,151 Federal Grants to a large degree represents grants for police support. MISCELLANEOUS 406,673 176,460 INTERGOVERNMENTAL REVENUE COUNTY FUNDS 74,000 54,076 OTHER GRANTS - 10,040 Other Grants records grant funding given by other entities to support City programs. This revenue source is mainly to account for grants received to support Marshal White Center programs. 110 ---PAGE BREAK--- 82,000 81,175 1,102,500 1,181,000 1,250,000 1,267,600 2,434,500 2,529,775 1,109,075 1,178,775 - - 1,109,075 1,178,775 BUSINESS LICENSES 1,197,155 900,521 Business Licenses are fees charged to businesses for the authority to transact business in the City of Ogden. 2,439,734 1,848,409 SALE OF ASSETS 4,177 268,275 MISCELLANEOUS OTHER 1,029,228 652,301 Other revenue sources are of a general nature and not applicable to any other category. Sale of Assets revenue is generated through the occasional sale of City fixed assets which are not specifically allocated to a General Fund Department. 1,033,405 920,576 Animal Licenses are fees charged to animal owners in the City on an annual basis to register their animals. BUILDING PERMITS 1,162,146 911,469 Building Permits represents revenue derived from various construction permits charged to those who build within the City limits. OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET LICENSES AND PERMITS ANIMAL LICENSES 80,433 36,419 111 ---PAGE BREAK--- - - 7,000 - 348,375 184,700 355,375 184,700 675,000 650,000 7,700,000 7,650,000 10,747,750 10,831,500 FUND BALANCE/CARRYOVERS - - Carryover is the use of fund balance to fund a previously approved project or expense. DONATIONS 29,500 250 Donations are primarily collected due to support of a specific event or project. Donation revenue primarily consists of support to the Twilight event held at the Ogden Amphitheater. TAXES CITY IN LIEU OF TAXES 649,227 318,016 Fees in Lieu of Taxes charged on such items as vehicles, trailers, and boats are recorded as revenue in this section. In FY2016 and prior, because of the nature of the assessment, $100,000 of the Fees in Lieu of Taxes are earmarked for payments on the General Obligation Bonds. FRANCHISE TAXES 6,916,255 3,573,924 Franchise Taxes are collected from the utility companies, telephone companies and cable television companies based on revenue of the various entities. The revenue is fairly constant from year to year and projections are based on that premise. PROPERTY TAXES 10,224,173 8,613,578 Property Taxes are estimated based on calculations from the County Auditor using the Certified Tax Rate formula enacted by the State Legislature. In FY2016 and previous years, the payment of $2,112,750 on voter approved bonds has been paid from Property Taxes but is not considered in the computation of the Certified Tax Rate in determining if there is an increase in the rate. Because of the Certified Tax Rate, property tax revenue is relatively flat from year to year and is expected to remain that way. In FY2017, the revenue includes new growth from expiring RDA Districts as well as an approved property tax increase of 31%. TRANSFERS 52,000 348,375 Transfers are from other City funds and are generally for a specific use. 81,500 348,625 OTHER FINANCING SOURCES OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 112 ---PAGE BREAK--- 16,783,225 17,660,000 4,718,875 4,712,900 40,624,850 41,504,400 54,258,450 56,373,425 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET TAXES (continued...) 16,401,458 8,205,250 Sales Taxes are based on projections taking into account the State's distribution formula. The City's portion of sales tax is one percent. Of that amount, 50% is allocated to the City as the point of collection. The remaining 50% goes to a State pool to be distributed back on a population basis. GENERAL FUND TOTAL 53,273,499 32,252,507 Allocation to Municipal Operations are charges to City- operated utilities based on anticipated utility revenue in the same manner as the utility companies mentioned under Franchise Taxes above. The rate is based on revenue so anticipated changes are the result of rate increases and usage. 38,753,734 23,463,293 SPECIAL ASSESSMENTS 4,562,621 2,752,525 SALES TAXES 113 ---PAGE BREAK--- OGDEN CITY CORPORATION TAX REVENUES BY SOURCE LAST TEN FISCAL YEARS City Fiscal Property Prior Year Sales Franchise Utility Fee in Lieu Year Taxes Taxes Taxes Taxes Taxes of Tax Total 2006 16,820,852 556,156 13,452,590 7,054,842 3,289,875 1,062,475 42,236,790 2007 16,892,631 550,557 15,100,532 6,687,005 3,212,744 920,361 43,363,830 2008 17,795,330 509,009 14,812,621 7,583,031 3,599,048 889,514 45,188,553 2009 19,863,615 373,517 13,348,067 7,611,391 4,180,423 865,686 46,242,700 2010 21,285,399 420,595 12,293,276 7,549,969 4,265,064 805,614 46,619,917 2011 22,051,816 562,503 12,288,206 7,676,010 4,639,685 744,510 47,962,730 2012 22,173,829 533,547 13,392,913 7,578,905 4,845,552 706,655 49,231,401 2013 23,447,857 697,704 14,040,376 8,057,296 4,912,838 699,113 51,855,183 2014 24,013,444 463,847 14,581,388 8,272,313 4,391,507 674,015 52,396,513 2015 24,115,338 438,997 16,401,458 6,916,255 4,691,400 649,227 53,212,674 Source: Ogden City Comptroller Division - 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Dollars Year Tax Revenues by Source Fee in Lieu of Tax City Utility Taxes Franchise Taxes Sales Taxes Prior Year Taxes Property Taxes 114 ---PAGE BREAK--- ASSUMPTIONS EXPENDITURES PROPOSED TAXES PROPOSED HISTORIC OTHER REVENUES PROPOSED HISTORIC 1 Salaries AAGR 4.00% Growth in Property Tax 3.00% ‐5.00% Licenses and Permits 4.00% 7.60% Benefits AAGR (Based on Historic) 7.00% Prior Years Taxes ‐ Delinquent 0.00% ‐6.00% Intergovernmental 0.00% 0.40% General Expenditure AAGR 0.00% Property Taxes ‐ G.O. Bond 0.00% 0.00% Charges for Services 3.00% 4.10% General Sales & Use Tax Growth 5.00% 5.30% Fines and Forfeitures 0.00% ‐6.20% Active Transportation Funds 5.00% 0.00% Interest 3.00% 17.80% Municipal Energy Sales Tax 3.00% 66.30% Miscellaneous 3.00% 4.70% Franchise Tax 3.00% ‐1.90% Other Financing Sources 0.00% ‐49.40% State Telecom License Fee 0.00% ‐5.80% Weed Abatement 2.00% N/A Fees in Lieu of Taxes 0.00% ‐3.40% Hazmat Revenue 2.00% N/A Allocation to Municipal Oper 4.00% 4.00% Overall Energy and Franchise Growth 3.20% New Growth Property Tax Revenue $130,734 LONG‐RANGE FINANCIAL PLAN BUDGETED BUDGETED YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2014 2015 2016 2017 2018 2019 2020 2021 2022 REVENUES 2 Taxes and Special Assessments $ 38,091,714 $ 38,753,734 $ 40,224,850 $ 41,504,400 $ 43,209,595 $ 44,914,790 $ 46,619,985 $ 48,325,180 $ 50,030,375 Licenses and Permits 2,301,809 2,439,734 2,485,100 2,529,775 2,630,966 2,736,205 2,845,653 2,959,479 3,077,858 Intergovernmental 3,403,832 3,498,699 3,645,554 4,725,000 4,725,000 4,725,000 4,725,000 4,725,000 4,725,000 Charges for Services 4,950,569 5,121,145 3,983,750 3,840,900 3,956,127 4,074,811 4,197,055 4,322,967 4,452,656 Fines and Forfeitures 2,424,407 2,252,478 2,495,725 2,299,875 2,299,875 2,299,875 2,299,875 2,299,875 2,299,875 Interest 72,412 92,804 80,000 110,000 113,300 116,699 120,200 123,806 127,520 Miscellaneous 1,097,555 1,033,405 1,362,075 1,178,775 1,214,138 1,250,562 1,288,079 1,326,722 1,366,523 Other Financing Sources 125,000 81,500 2,591,712 184,700 184,700 184,700 184,700 184,700 184,700 Weed Abatement ‐ ‐ ‐ ‐ 40,000 40,800 41,616 42,448 43,297 Hazmat Revenue ‐ ‐ ‐ ‐ 12,000 12,240 12,485 12,734 12,989 TOTAL GENERAL FUND REVENUES 52,467,298 53,273,499 56,868,766 56,373,425 58,385,701 60,355,682 62,334,648 64,322,911 66,320,794 EXPENDITURES Mayor $ 504,700 $ 527,264 $ 603,425 $ 645,825 $ 668,646 $ 691,467 $ 714,288 $ 737,109 $ 759,930 City Council 916,226 920,599 1,216,600 1,109,850 1,146,030 1,182,210 1,218,390 1,254,570 1,290,750 City Attorney 1,102,462 1,149,121 1,204,225 1,239,475 1,303,408 1,355,544 1,409,766 1,466,157 1,524,803 Management Services 4,156,688 3,985,140 4,428,373 4,502,950 4,647,234 4,791,518 4,935,802 5,080,086 5,224,370 Police 17,685,053 18,074,334 19,574,887 20,042,350 20,775,312 21,606,324 22,470,577 23,369,401 24,304,177 Fire 6,790,123 6,770,965 7,057,750 7,931,925 8,249,202 8,579,170 8,922,337 9,279,230 9,650,400 Community & Economic Development 3,970,933 3,883,719 4,603,656 4,581,050 4,730,445 4,879,840 5,029,235 5,178,630 5,328,025 Public Services 9,890,444 9,328,973 9,814,650 9,495,675 9,720,985 9,946,295 10,171,605 10,396,915 10,622,225 TOTAL GENERAL FUND O&M EXPENDITURES 45,016,629 44,640,115 48,503,566 49,549,100 51,241,262 53,032,369 54,872,000 56,762,098 58,704,679 Non‐Departmental Expenditures $ 5,226,878 $ 5,427,544 $ 6,004,950 $ 6,677,000 $ 6,677,000 $ 6,743,770 $ 6,811,208 $ 6,879,320 $ 6,948,113 Debt Service Expense 2,280,844 2,276,315 2,360,250 147,325 467,439 467,850 466,651 466,242 385,544 TOTAL GENERAL FUND EXPENDITURES 52,524,351 52,343,974 56,868,766 56,373,425 58,385,701 60,243,989 62,149,859 64,107,659 66,038,336 O&M SURPLUS (DEFICIT) $ (57,053) $ 929,525 $ ‐ $ ‐ $ ‐ $ 111,693 $ 184,789 $ 215,252 $ 282,458 Prior Year ‐ ‐ 111,693 296,482 511,734 CUMULATIVE FUND BALANCE PROJECTED ‐ 111,693 296,482 511,734 794,191 Ogden City General Fund Comprehensive Financial Sustainability Plan Pro Forma was completed by Lewis Young Robertson & Burningham, Inc. (LYRB). 1 Average Annual Growth Rate (AAGR) 2 Pro Forma is based on FY 2017 adopted budget numbers and will be updated annually. GENERAL FUND COMPREHENSIVE FINANCIAL SUSTAINABILITY PLAN 2016‐2017 BUDGET OGDEN CITY 115 ---PAGE BREAK--- Mayor Staff Non-general operations indicated by underlined text. FUNCTIONS The Mayor is the Chief Executive Officer of the City with the responsibility for the efficient delivery of City Services, preparation of the proposed annual budget, and recommending policy alternatives to the City Council. MAYOR Organizational Structure 116 ---PAGE BREAK--- ‐ ‐ 609,650 645,825 609,650 645,825 MAYOR CARRYOVER GENERAL REVENUES 645,825 527,264 278,334 609,650 645,825 FUNDING SOURCES DIVISION SUMMARY MAYOR MAYOR 527,264 278,334 609,650 527,264 278,334 609,650 645,825 CHARGES FOR SERVICES 17,746 13,127 41,750 41,750 OTHER OPERATING EXPENSE 1,872 681 16,575 16,575 PERSONNEL SERVICES 500,864 256,327 539,350 570,525 SUPPLIES 6,782 8,199 11,975 16,975 SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET MAYOR OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE 117 ---PAGE BREAK--- 570,525 16,975 41,750 16,575 645,825 645,825 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET MAYOR MAYOR OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 527,264 278,334 609,650 CHARGES FOR SERVICES 17,746 13,127 41,750 OTHER OPERATING EXPENSE 1,872 681 16,575 PERSONNEL SERVICES 500,864 256,327 539,350 SUPPLIES 6,782 8,199 11,975 MAYOR TOTAL: 527,264 278,334 609,650 118 ---PAGE BREAK--- City Council Members Staff Non-general operations indicated by underlined text. FUNCTIONS As the legislative arm of the local government, the City Council has the responsibility to establish the laws of the City through plans and ordinances, to determine what services should be provided and at what service level, to establish tax rates and fees, to conduct financial and management audits, to provide oversight of City functions, and to respond to the needs of the citizens of Ogden. CITY COUNCIL Organizational Structure 119 ---PAGE BREAK--- ‐ ‐ 1,038,750 1,102,850 ‐ 7,000 1,038,750 1,109,850 FUNDING SOURCES COUNCIL CARRYOVER GENERAL REVENUES MISCELLANEOUS COUNCIL 920,600 509,073 1,038,750 1,109,850 920,600 509,073 1,038,750 1,109,850 920,600 509,073 1,038,750 1,109,850 DIVISION SUMMARY COUNCIL OTHER OPERATING EXPENSE 51,824 23,062 53,300 53,300 SUPPLIES 4,166 1,498 5,550 5,550 CHARGES FOR SERVICES 87,563 41,218 196,475 146,500 COUNCIL PERSONNEL SERVICES 777,047 443,295 783,425 904,500 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE 120 ---PAGE BREAK--- 904,500 5,550 146,500 53,300 1,109,850 1,109,850 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET COUNCIL COUNCIL OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 920,600 509,073 1,038,750 CHARGES FOR SERVICES 87,563 41,218 196,475 OTHER OPERATING EXPENSE 51,825 23,062 53,300 PERSONNEL SERVICES 777,046 443,295 783,425 SUPPLIES 4,166 1,498 5,550 COUNCIL TOTAL: 920,600 509,073 1,038,750 121 ---PAGE BREAK--- Management Services Department Administration Non-general operations indicated by underlined text. FUNCTIONS The Department of Management Services serves as the focus for central support services in the areas of financial management, budgeting, purchasing, personnel, risk management, information technology and official recording of City documents, events and records. Additionally, the Justice Court staff reports to this Department for all administrative and day-to-day operations. MANAGEMENT SERVICES DEPARTMENT Organizational Structure Fiscal Operations Comptroller Human Resources Justice Court Recorder Fleet and Facilities Risk Management Information Technology 122 ---PAGE BREAK--- ‐ ‐ 15,100 15,100 1,452,100 1,418,400 2,832,625 3,069,450 ‐ ‐ 4,299,825 4,502,950 CARRYOVER CHARGES FOR SERVICES FINES AND FORFEITURES GENERAL REVENUES MISCELLANEOUS REVENUE 3,985,138 2,190,574 4,299,825 4,502,950 3,985,138 2,190,574 4,299,825 4,502,950 FUNDING SOURCES MANAGEMENT SERVICES PURCHASING 134,202 73,126 133,050 138,475 RECORDER 388,076 206,905 415,775 435,050 COMPTROLLER 607,884 269,701 563,075 545,925 FISCAL OPERATIONS 375,486 280,992 476,050 608,300 OTHER OPERATING EXPENSE 74,031 35,063 114,100 114,100 SUPPLIES 66,543 29,512 93,825 93,825 CHARGES FOR SERVICES 638,312 368,440 603,925 687,925 2,214,225 HUMAN RESOURCES 536,514 303,796 538,800 560,975 DIVISION SUMMARY MANAGEMENT SERVICES MS ADMINISTRATION 1,942,976 1,056,054 2,173,075 EQUIPMENT 16,069 870 ‐ ‐ MANAGEMENT SERVICES PERSONNEL SERVICES 3,190,183 1,756,689 3,487,975 3,607,100 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE EQUIPMENT 123 ---PAGE BREAK--- 482,475 4,775 52,375 6,300 545,925 436,825 22,225 148,700 550 608,300 453,000 10,025 56,275 41,675 560,975 1,741,450 46,925 392,025 33,825 - 2,214,225 129,750 1,625 6,725 375 138,475 PERSONNEL SERVICES 564,389 251,509 499,625 SUPPLIES 11,886 5,351 4,775 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET MANAGEMENT SERVICES COMPTROLLER OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND FISCAL OPERATIONS PERSONNEL SERVICES 245,924 182,281 388,575 SUPPLIES 8,189 5,259 22,225 607,884 269,701 563,075 CHARGES FOR SERVICES 28,860 11,546 52,375 OTHER OPERATING EXPENSE 2,749 1,295 6,300 HUMAN RESOURCES PERSONNEL SERVICES 443,074 242,845 430,825 SUPPLIES 12,390 3,948 10,025 375,486 280,992 476,050 CHARGES FOR SERVICES 121,373 93,316 64,700 OTHER OPERATING EXPENSE - 136 550 MS ADMINISTRATION PERSONNEL SERVICES 1,484,834 827,438 1,700,300 SUPPLIES 29,046 11,827 46,925 536,514 303,796 538,800 CHARGES FOR SERVICES 49,582 33,674 56,275 OTHER OPERATING EXPENSE 31,468 23,329 41,675 1,942,976 1,056,054 2,173,075 PURCHASING PERSONNEL SERVICES 127,603 70,264 124,325 EQUIPMENT 16,069 870 - CHARGES FOR SERVICES 388,649 211,478 392,025 OTHER OPERATING EXPENSE 24,378 4,441 33,825 134,202 73,126 133,050 OTHER OPERATING EXPENSE 300 - 375 SUPPLIES 1,055 226 1,625 CHARGES FOR SERVICES 5,244 2,636 6,725 124 ---PAGE BREAK--- 363,600 8,250 31,825 31,375 435,050 4,502,950 31,825 RECORDER PERSONNEL SERVICES 324,358 182,352 344,325 MANAGEMENT SERVICES TOTAL: 3,985,138 2,190,574 4,299,825 388,076 206,905 415,775 OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE 15,136 5,862 31,375 SUPPLIES 3,978 2,900 8,250 CHARGES FOR SERVICES 44,604 15,791 125 ---PAGE BREAK--- City Attorney Staff Non-general operations indicated by underlined text. FUNCTIONS The Ogden City Attorney’s Office serves as the legal advisor for Ogden City Corporation, administrative departments, the City Council, commissions, committees, and for all City offices and employees in matters relating to their official powers and duties. CITY ATTORNEY Organizational Structure 126 ---PAGE BREAK--- ‐ ‐ 15,000 30,000 1,169,550 1,209,475 ‐ ‐ 1,184,550 1,239,475 FUNDING SOURCES ATTORNEY CARRYOVER CHARGES FOR SERVICES GENERAL REVENUES MISCELLANEOUS ATTORNEY PERSONNEL SERVICES 1,081,709 611,130 1,095,325 1,150,250 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET ATTORNEY 1,149,121 648,344 1,184,550 1,239,475 1,149,122 648,344 1,184,550 1,239,475 DIVISION SUMMARY ATTORNEY OTHER OPERATING EXPENSE 16,768 8,880 11,525 11,525 SUPPLIES 9,137 4,599 14,325 14,325 CHARGES FOR SERVICES 41,508 23,735 63,375 63,375 1,149,121 648,344 1,184,550 1,239,475 PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE 127 ---PAGE BREAK--- 1,150,250 14,325 63,375 11,525 1,239,475 1,239,475 ATTORNEY TOTAL: 1,149,122 648,344 1,184,550 OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE 16,768 8,880 11,525 SUPPLIES 9,137 4,599 14,325 CHARGES FOR SERVICES 41,508 23,735 63,375 ATTORNEY ATTORNEY PERSONNEL SERVICES 1,081,709 611,130 1,095,325 1,149,122 648,344 1,184,550 128 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Non-Departmental Fund includes common costs, which are either not directly related to any one department or are common budgets shared by all entities in the General Fund. NON-DEPARTMENTAL Non-Departmental Fund Buildings Miscellaneous Debt Service Interfund Transfers 129 ---PAGE BREAK--- 357,725 357,625 5,232,625 6,159,375 2,112,750 ‐ 217,900 147,325 104,000 160,000 8,025,000 6,824,325 SUPPLIES 4,818 3,198 ‐ ‐ FUND BALANCE/CARRYOVER ‐ ‐ ‐ 91,500 FINES AND FORFEITURES OTHER FINANCING SOURCES CHARGES FOR SERVICES GENERAL REVENUES PROPERTY TAXES FOR GO BOND DEBT 7,703,860 5,456,069 8,025,000 6,824,325 FUNDING SOURCES NON‐DEPARTMENTAL MISCELLANEOUS 3,045,495 1,761,785 3,604,525 3,769,550 DEBT SERVICE 2,276,315 2,188,171 2,260,250 147,325 BUILDINGS 1,240,550 727,363 1,250,225 1,258,600 INTERFUND TRANSFERS 1,141,500 778,750 910,000 1,648,850 7,703,860 5,456,069 8,025,000 6,824,325 DIVISION SUMMARY NON‐DEPARTMENTAL EQUIPMENT 70,000 40,875 70,000 70,000 INTERAGENCY TRANSFERS ‐ 248,000 ‐ ‐ OPERATING TRANSFERS 1,141,500 530,750 910,000 1,648,850 DATA PROCESSING 1,637,075 977,525 1,675,775 1,741,775 DEBT SERVICE 2,276,315 2,188,171 2,260,250 147,325 CHARGES FOR SERVICES 1,278,721 667,975 1,222,050 1,459,575 OTHER OPERATING EXPENSE 1,295,431 799,575 1,786,925 1,465,300 NON‐DEPARTMENTAL PERSONNEL SERVICES ‐ ‐ 100,000 200,000 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE EQUIPMENT OPERATING TRANSFERS FUND BALANCE/CARRYOVER INTERAGENCY TRANSFERS 130 ---PAGE BREAK--- 54,000 1,204,600 1,258,600 147,325 147,325 1,648,850 - 1,648,850 200,000 - 1,405,575 260,700 1,741,775 70,000 91,500 3,769,550 6,824,325 OTHER OPERATING EXPENSE 1,184,670 706,773 1,196,225 1,240,550 727,363 1,250,225 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET NON-DEPARTMENTAL BUILDINGS OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 3,045,495 1,761,785 3,604,525 OTHER OPERATING EXPENSE 110,761 92,803 590,700 DATA PROCESSING 1,637,075 977,525 1,675,775 MISCELLANEOUS PERSONNEL SERVICES - - 100,000 CHARGES FOR SERVICES 1,222,841 647,384 1,168,050 FUND BALANCE/CARRYOVER - - - EQUIPMENT 70,000 40,875 70,000 NON-DEPARTMENTAL TOTAL: 7,703,860 5,456,069 8,025,000 SUPPLIES 4,818 3,198 - CHARGES FOR SERVICES 55,880 20,590 54,000 INTERFUND TRANSFERS INTERAGENCY TRANSFERS - 248,000 - 1,141,500 778,750 910,000 DEBT SERVICE DEBT SERVICE 2,276,315 2,188,171 OPERATING TRANSFERS 1,141,500 530,750 910,000 2,260,250 2,276,315 2,188,171 2,260,250 131 ---PAGE BREAK--- Police Department Uniform Non-general operations indicated by underlined text. FUNCTIONS The Police Department is to enforce the law of the United States and the State of Utah, as well as enforcing the ordinances of Ogden City. Additionally, Animal Services reports to this Department. POLICE DEPARTMENT Organizational Structure Administration Support Services Animal Services Investigations 132 ---PAGE BREAK--- Despite being greatly affected by our double digit manpower shortages over the past two years, the Uniform Division division has seen an improvement in the quality of initial case investigations and report writing and documentation. These officers have played a role in the reduction in Ogden City’s Part 1 crime index from calendar year 2015. The Training Bureau has successfully screened hundreds of applicants for Police Officer Positons. The new hire and lateral hiring processes during the last year has resulted in 16 officers being hired since July 1, 2015. A Weber/Morgan Narcotics Strike Force Agent with support from the FBI and Gang Task Force successfully completed Utah’s first Gang related RICO Title III investigation. The more than a year-long in-depth investigation into the Tonga Crip Society or “TCS” resulted in numerous felony charges, investigative leads into other shootings and homicides and the total dismantling of the criminal organization. Since charges were filed in this case there have been no “TCS” related crimes in Weber County. The Ogden Metro Gang Unit/Crime Reduction Unit (CRU)/Real Time Crime Center in addition to providing significant support of the “TCS” RICO investigation the Gang Unit and Crime Reduction Unit partnered in a three-month long gang enforcement project titled “Hammer of Justice”. Gang Detectives and CRU officers worked side by side all summer long. In late April and early May we were seeing a significant rise in gang shootings and stabbings. Lieutenants devised a plan to use suppressive enforcement targeted by intelligence from the Real Time Crime Center. The project resulted in 56 total arrests of which 30 were gang member arrests, 14 search warrants executed, 8 guns being seized and 5 parole fugitive arrests. A gang related Criminal Homicide occurred at 561 31st in which a Nortenos gang member was shot and killed by an Ogden Trece gang member. The incident was investigated by a Detective with the assistance of the CRU, Gang Unit and NUCAT. The suspect, murder weapon, and associate of the suspect were located and the suspect subsequently confessed. Function 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2 Police (Calendar Year) Part I: Crimes of Violence 383 415 507 388 393 330 392 353 313 362 1 Homicides 5 2 3 4 4 1 2 2 3 5 1 Forcible Rape 40 37 37 43 33 25 20 25 31 35 1 Robbery 121 123 137 128 107 111 96 96 107 127 1 Aggravated Assault 217 253 330 213 249 193 274 230 172 195 1 Part I: Crimes of Non-Violence 4,931 5,029 4,954 4,229 4,052 4,674 4,429 4,001 4,135 4,093 1 Burglary/Residential 797 820 927 703 774 867 858 734 564 536 1 Theft 3,723 3,773 3,495 3,176 2,962 3,494 3,279 3,051 3,295 3,304 1 Motor Vehicle Theft 411 436 532 350 316 313 292 216 276 253 1 Total all UCR Offenses 5,314 5,444 5,461 4,617 4,445 5,004 4,821 4,354 4,448 4,455 1 Total Averages of UCR Crimes per 1,000 Population Violent Crimes per 1,000 4.7 5.1 6.5 4.7 4.7 4.0 4.6 4.1 3.7 4.3 1 Non-Violent Crimes per 1,000 60.8 62.2 63.4 50.7 48.8 56.4 52.5 47.0 49.1 48.6 1 All UCR Crime per 1,000 65.5 67.3 69.9 55.4 53.5 60.4 57.1 51.1 52.8 52.9 1 1 Data from previous years revised to reflect UCR totals as reported by FBI. 2 Police information is presented for the calendar year. Source: Ogden City Police Department, Uniform Crime Report OGDEN CITY 2016-2017 BUDGET POLICE The mission of the Ogden Police Department is to provide a quality environment to all individuals through a community police partnership. PERFORMANCE MEASURES FY 2016 ACHIEVEMENTS OBJECTIVE FY 2017 GOALS The primary goals for FY 2017 are to reduce crime, reduce call response times, and to continue the momentum gained in improving case investigations and reports. The Ogden Police Department is also working with city partners to improve security of all public facilities in Ogden City. 133 ---PAGE BREAK--- 95,000 ‐ 190,000 187,675 620,000 536,650 17,229,525 18,611,850 535,000 550,000 ‐ ‐ 157,000 156,175 18,826,525 20,042,350 INTERGOVERNMENTAL MISCELLANEOUS REVENUE USER FEES/PERMITS FUNDING SOURCES POLICE OTHER FINANCING SOURCES CHARGES FOR SERVICES FINES AND FORFEITURES GENERAL REVENUES 18,074,332 9,729,949 18,826,525 20,042,350 INVESTIGATIONS 5,511,498 3,149,936 5,624,475 6,162,400 SUPPORT SERVICES 1,512,889 855,610 1,713,625 1,636,300 OPD ADMINISTRATION 1,509,294 594,673 1,834,500 2,144,650 UNIFORM 9,540,651 5,129,730 9,653,925 10,099,000 18,074,332 9,729,949 18,826,525 20,042,350 DIVISION SUMMARY POLICE OTHER OPERATING EXPENSE 886,676 494,901 920,650 924,925 SUPPLIES 742,430 365,025 426,600 341,600 CHARGES FOR SERVICES 1,097,743 373,540 1,097,175 1,097,175 POLICE PERSONNEL SERVICES 15,347,483 8,496,483 16,382,100 17,678,650 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE 134 ---PAGE BREAK--- 5,757,225 76,625 160,000 168,550 6,162,400 1,636,175 46,100 454,375 8,000 2,144,650 1,040,075 47,950 392,400 155,875 1,636,300 9,245,175 170,925 90,400 592,500 10,099,000 20,042,350 PERSONNEL SERVICES 5,119,788 2,975,904 5,229,575 SUPPLIES 117,118 13,768 66,625 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET POLICE INVESTIGATIONS OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND SUPPLIES 314,704 157,379 141,100 CHARGES FOR SERVICES 459,178 42,925 454,375 OPD ADMINISTRATION PERSONNEL SERVICES 718,043 380,606 1,232,025 5,511,498 3,149,936 5,624,475 CHARGES FOR SERVICES 147,844 96,096 160,000 OTHER OPERATING EXPENSE 126,748 64,168 168,275 SUPPLIES 74,796 64,333 47,950 CHARGES FOR SERVICES 358,127 172,148 392,400 1,509,294 594,673 1,834,500 SUPPORT SERVICES PERSONNEL SERVICES 985,650 550,921 1,117,400 OTHER OPERATING EXPENSE 17,369 13,763 7,000 SUPPLIES 235,812 129,545 170,925 CHARGES FOR SERVICES 132,594 62,372 90,400 1,512,889 855,610 1,713,625 UNIFORM PERSONNEL SERVICES 8,524,002 4,589,051 8,803,100 OTHER OPERATING EXPENSE 94,316 68,208 155,875 POLICE TOTAL: 18,074,332 9,729,949 18,826,525 OTHER OPERATING EXPENSE 648,243 348,762 589,500 9,540,651 5,129,730 9,653,925 135 ---PAGE BREAK--- Fire Department Operations Non-general operations indicated by underlined text. FUNCTIONS The Fire Department is responsible for responding to many types of public safety requests from the community. Services include fire prevention and emergency preparedness, education, investigations, fire suppression, hazardous material mitigation, and emergency medical services. FIRE DEPARTMENT Organizational Structure Medical Services Emergency Management Administration Prevention 136 ---PAGE BREAK--- 16,874 Medical Calls and 2,063 Fire Calls. Completion of a new Fire Station Transferred to a new CAD/RMS System. Over 1,243 personnel hours were spent towards public education. Responded to 108 structure fires. Awarded a Federal Assistance to Firefighters Grant that helped to fund the purchase of new radios for our fleet. Function 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 1 Fire (Fiscal Year) Incident Reponses 13,428 14,387 14,450 14,147 14,558 15,700 16,905 18,068 16,886 18,937 Inspections/Preplanning Property Visits (excludes Public Nuisance inspections) 2,972 2,871 2,345 1,762 1,851 2,044 1,355 726 1,000 946 Fire Investigations 49 46 53 51 46 46 36 31 30 48 Fire Investigation Hours 670 245 416 389 224 292 234 155 120 192 Public Education Hours 382 255 190 257 132 187 [PHONE REDACTED] 1243 1 Fire Information is presented for the fiscal year. Source: Ogden City Fire Department OGDEN CITY 2016-2017 BUDGET FIRE The mission of the Ogden City Fire Department is to provide a wide range of services to the community designed to protect and preserve life, property, and the environment through planning, prevention, education, and response. We are committed to excellence in the delivery of these services. PERFORMANCE MEASURES FY 2016 ACHIEVEMENTS OBJECTIVES 137 ---PAGE BREAK--- 3,500 4,500 6,922,450 7,872,425 ‐ ‐ 20,000 ‐ 55,000 55,000 7,000,950 7,931,925 INTERGOVERNMENTAL OTHER FINANCING SOURCES USER FEES/PERMITS FUNDING SOURCES FIRE CHARGES FOR SERVICES GENERAL REVENUES OPERATIONS 6,004,230 3,422,667 6,040,675 6,922,775 6,770,965 3,818,731 7,000,950 7,931,925 566,900 PREVENTION 404,814 212,996 394,225 435,650 DIVISION SUMMARY FIRE OFD ADMINISTRATION 361,921 181,091 539,450 EMERGENCY MANAGEMENT ‐ 1,977 26,600 6,600 OFFICE EQUIPMENT 1,233 450 1,500 1,500 6,770,965 3,818,731 7,000,950 7,931,925 EQUIPMENT ‐ 1,320 20,000 ‐ BUILDING IMPROVEMENTS 12,611 1,811 7,500 7,500 CHARGES FOR SERVICES 63,643 29,633 79,900 79,900 OTHER OPERATING EXPENSE 369,145 208,768 304,350 306,450 PERSONNEL SERVICES 6,207,970 3,533,514 6,423,475 7,371,350 SUPPLIES 116,363 43,235 164,225 165,225 SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET FIRE OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE EQUIPMENT BUILDING IMPROVEMENTS OFFICE EQUIPMENT 138 ---PAGE BREAK--- 500 5,500 600 - 6,600 545,550 4,575 15,125 1,650 566,900 6,441,575 147,375 48,525 276,300 7,500 1,500 6,922,775 384,225 12,775 10,750 27,900 435,650 7,931,925 PERSONNEL SERVICES 319,447 169,708 518,200 SUPPLIES 5,401 2,002 4,575 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET FIRE OFD ADMINISTRATION OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND EMERGENCY MANAGEMENT SUPPLIES - 468 500 CHARGES FOR SERVICES - 114 5,500 BUILDING IMPROVEMENTS - 1,320 OPERATIONS PERSONNEL SERVICES 5,529,271 3,169,148 5,561,475 SUPPLIES 103,390 38,604 147,375 361,921 181,091 539,450 CHARGES FOR SERVICES 10,258 3,598 15,125 OTHER OPERATING EXPENSE 26,815 5,783 1,550 20,000 - 1,977 26,600 OFFICE EQUIPMENT 1,233 450 1,500 6,004,230 3,422,667 6,040,675 EQUIPMENT 12,611 1,811 7,500 CHARGES FOR SERVICES 43,163 21,312 48,525 OTHER OPERATING EXPENSE 314,562 191,342 274,300 404,814 212,996 394,225 CHARGES FOR SERVICES 10,222 4,609 10,750 OTHER OPERATING EXPENSE 27,769 11,567 27,900 PREVENTION PERSONNEL SERVICES 359,252 194,659 343,800 SUPPLIES 7,571 2,161 11,775 FIRE TOTAL: 6,770,965 3,818,731 7,000,950 OTHER OPERATING EXPENSE - 75 600 139 ---PAGE BREAK--- Community & Economic Development Department Administration Non-general operations indicated by underlined text. FUNCTIONS The Department works with our community to enhance the quality of life in Ogden by planning for Ogden’s future while preserving its heritage. CED is dedicated to effectively implementing community standards which promote desirable residential and business neighborhoods and safe, habitable buildings. Additionally, the Business Services division now reports to this Department for all administrative and day-to-day operations. COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT Organizational Structure Planning Airport Community Development Tax Increment Special Assessment Debt Building Services Business Development Code Services Arts, Culture & Events Business Services 140 ---PAGE BREAK--- 226,875 271,000 150,000 127,500 2,222,500 1,725,825 ‐ 133,125 ‐ 5,000 1,559,800 2,318,600 4,159,175 4,581,050 MISCELLANEOUS LICENSES AND PERMITS FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT CHARGES FOR SERVICES FINES AND FORFEITURES GENERAL REVENUES INTERGOVERNMENTAL 3,883,718 2,289,148 4,159,175 4,581,050 BUSINESS DEVELOPMENT 893,059 503,176 881,275 1,084,150 3,883,718 2,289,148 4,159,175 4,581,050 COMMUNITY DEVELOPMENT 143,820 65,811 167,700 171,600 BUILDING SERVICES 1,569,212 865,922 1,705,025 1,883,675 DATA PROCESSING 200 100 ‐ ‐ SUPPLIES 71,990 31,468 77,650 77,650 CHARGES FOR SERVICES 371,144 152,571 257,300 321,800 798,600 PLANNING 615,868 345,295 615,275 643,025 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT CED ADMINISTRATION 661,759 508,944 789,900 OPERATING TRANSFERS 53,000 7,625 13,125 ‐ 1,766,644 3,376,975 3,734,875 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE 271,850 330,740 434,125 446,725 COMMUNITY AND ECONOMIC DEVELOPMENT PERSONNEL SERVICES 3,115,534 PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING OPERATING TRANSFERS 141 ---PAGE BREAK--- 1,690,250 44,875 78,025 70,525 1,883,675 834,450 14,650 155,375 79,675 - 1,084,150 483,750 6,100 61,275 247,475 - 798,600 139,450 - 32,150 171,600 586,975 12,025 27,125 16,900 643,025 4,581,050 OTHER OPERATING EXPENSE 49,360 24,069 69,525 SUPPLIES 42,850 13,541 44,875 CHARGES FOR SERVICES 72,578 42,310 77,025 COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES PERSONNEL SERVICES 1,404,424 786,002 1,513,600 OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE 63,851 47,351 70,125 DATA PROCESSING 200 100 - SUPPLIES 11,652 9,483 14,650 CHARGES FOR SERVICES 199,138 63,766 91,875 1,569,212 865,922 1,705,025 BUSINESS DEVELOPMENT PERSONNEL SERVICES 618,218 382,476 704,625 OTHER OPERATING EXPENSE 127,083 245,731 247,425 SUPPLIES 3,755 2,154 6,100 CHARGES FOR SERVICES 75,994 31,930 61,275 893,059 503,176 881,275 CED ADMINISTRATION PERSONNEL SERVICES 401,927 221,504 461,975 143,820 65,811 167,700 CHARGES FOR SERVICES 249 289 - OTHER OPERATING EXPENSE 14,303 4,787 32,150 COMMUNITY DEVELOPMENT PERSONNEL SERVICES 129,268 60,735 135,550 OPERATING TRANSFERS 53,000 7,625 13,125 661,759 508,944 789,900 CHARGES FOR SERVICES 23,185 14,277 27,125 OTHER OPERATING EXPENSE 17,253 8,802 14,900 PLANNING PERSONNEL SERVICES 561,696 315,927 561,225 SUPPLIES 13,734 6,289 12,025 COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL: 3,883,718 2,289,148 4,159,175 615,868 345,295 615,275 142 ---PAGE BREAK--- Public Services Department Administration Non-general operations indicated by underlined text. FUNCTIONS Public Services provides a diversity of services, utilities, events, and recreational opportunities through its Divisions. The Public Services Department helps to provide for citizens’ safety through many of the services it provides. PUBLIC SERVICES DEPARTMENT Organizational Structure Golf Courses Parks Water Utility Recreation Cemetery Sewer Utility Sanitation Operations Streets Engineering Services Public Ways & Parks 143 ---PAGE BREAK--- Completed the city‐wide park pavilion/restrooms upgrade project. Supported 83 special events including the Ogden Marathon and the Pioneer Days Rodeo. Finished a complete remodel of Liberty Park in conjunction with the New Bridge School opening. Supported Comcast Cares Day. Successfully took over the management of the Marshall White Center which included refinishing the basketball courts and pool. Created a high school baseball league with 31 teams participating. Improved and constructed seating at 4th Street Park. Established a youth flag football league. Constructed dugouts at Serge Simmons field. Hosted the High School All‐Star baseball showcase. El Monte Golf Course completed several improvements throughout the year including a new restroom, constructing a new tee‐box on hole purchased 45 new golf carts, and completed exterior painting of El Monte Golf Course Clubhouse in conjunction with Weber County Heritage Foundation. The Water Utility division completed 303 leak repairs, 236 backflow assessments, 952 meter change outs, flushed 430 fire hydrants, installed half of the City's new fixed based metering system, assisted with a 24" water line installation at Trackline and Monroe Blvd, upgraded security and SCADA systems, received the Rural Water Award for 2015 Large System of the Year, received Council recognition for a perfect score on the sanitary survey, NWMOA award for Treatment Plant of the Year and Operator of the Year. Completed 24,308.20 volunteer hours with 6,204 volunteers. Function 2006 2007 2008 2009 2010 2011 2012 2013 2014 Street Streets (miles) 273 305 305 311 311 311 311 312 312 Curb and gutter (miles) 1 1 481 485 512 512 519 520 521 Sidewalk (miles) 1 1 316 333 359 359 366 366 368 Streetlights 2,965 3,619 3,619 2,830 3,300 3,550 966 966 966 Traffic signals 1 1 75 86 88 90 90 91 91 Parks and recreation Community centers 1 1 2 2 1 1 1 1 1 Parks 40 39 41 41 43 43 44 44 45 Park acreage 238.67 238.52 242.87 242.87 250.22 250.22 253.22 253.22 254.15 Covered picnic areas 1 1 29 29 30 30 30 30 30 Baseball/Softball diamonds 1 1 23 23 23 23 23 23 23 Soccer fields 1 1 10 10 10 12 12 12 11 Tennis courts 1 1 14 14 14 14 14 14 14 Pickleball Courts 1 1 - - - - 8 8 8 Skate Park 1 1 1 1 1 1 1 1 1 Swimming pools 1 1 2 2 1 1 1 1 1 Gymnasiums 1 1 1 1 - - - - ‐ Sewer Sanitary sewers (miles) 335 335 335 247 247 232 232 283 283 Storm sewers (miles) 116 116 116 106 136 147 145 144 144 Water Water lines (miles) 350 350 350 280 324 327 359 347 352 Fire hydrants 1 1 2,372 2,372 2,680 2,684 2,766 2,920 3,002 1 Information in prior years provided as available Source: Various City Departmental Data OGDEN CITY 2016‐2017 BUDGET PUBLIC SERVICES PERFORMANCE MEASURES FY 2016 ACHIEVEMENTS OBJECTIVES The Public Services Department is one of the largest and most publicly visible departments within the Ogden C Corporation. With a variety of divisions making up the department, we cover a broad range of services and du ranging from the maintenance of the streets you drive on to the water that you drink. We are also involved in, responsible for a variety of fun and interesting events and venues within the city such as El Monte and Mt. Ogde Courses, River Parkway, Christmas Village, and the Pioneer Days Celebration each July. Another aspect of our department is to build working relationships with the community through coordinating vol projects and community services. We believe that making a contribution of your time helps to bring a sense of pri satisfaction back into our community. The ability for residents, businesses, religious groups and service groups to together truly make Ogden City a great place to live. 144 ---PAGE BREAK--- 417,000 494,775 30,000 30,000 5,444,650 5,887,250 2,950,000 2,950,000 136,000 133,650 136,375 ‐ 9,114,025 9,495,675 CHARGES FOR SERVICES FINES AND FORFEITURES GENERAL REVENUES INTERGOVERNMENTAL MISCELLANEOUS OTHER FINANCING SOURCES 9,328,971 4,390,700 9,114,025 9,495,675 FUNDING SOURCES PUBLIC SERVICES STREETS 3,196,831 1,297,421 3,110,650 3,063,275 ENGINEERING 1,147,338 168,120 681,150 965,500 RECREATION 1,498,893 748,397 1,519,475 1,478,775 ARTS, CULTURE, EVENTS 364,406 216,318 263,600 249,475 PUBLIC SERVICES ADMINISTRATION 334,321 233,259 443,025 537,700 PARKS 2,787,182 1,727,185 3,096,125 3,200,950 9,328,971 4,390,700 9,114,025 9,495,675 DIVISION SUMMARY PUBLIC SERVICES OTHER OPERATING EXPENSE 1,559,465 806,857 1,777,000 1,762,475 DATA PROCESSING ‐ 6,186 10,550 11,050 SUPPLIES 473,599 296,702 582,775 576,675 CHARGES FOR SERVICES 2,523,882 305,593 1,229,650 1,512,725 PUBLIC SERVICES PERSONNEL SERVICES 4,772,025 2,975,362 5,514,050 5,632,750 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING 145 ---PAGE BREAK--- 140,475 34,500 10,000 64,500 249,475 961,075 13,700 (53,675) 44,400 965,500 1,922,450 236,300 606,250 435,950 3,200,950 464,200 12,850 13,525 47,125 537,700 910,000 105,475 394,850 57,400 11,050 1,478,775 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET PUBLIC SERVICES ARTS, CULTURE, EVENTS OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 364,406 216,318 263,600 ENGINEERING SERVICES PERSONNEL SERVICES 963,442 549,106 926,700 CHARGES FOR SERVICES 160,606 11,319 10,000 OTHER OPERATING EXPENSE 50,879 33,286 64,500 PERSONNEL SERVICES 110,890 138,209 154,600 SUPPLIES 42,031 33,504 34,500 1,147,338 168,120 681,150 PARKS PERSONNEL SERVICES 1,513,046 887,806 1,830,625 OTHER OPERATING EXPENSE 51,893 19,638 43,400 SUPPLIES 24,982 4,033 19,800 CHARGES FOR SERVICES 107,021 (404,657) (308,750) 2,787,182 1,727,185 3,096,125 PUBLIC SERVICES ADMINISTRATION PERSONNEL SERVICES 256,714 190,010 371,350 OTHER OPERATING EXPENSE 378,175 243,124 422,950 SUPPLIES 171,352 169,000 236,300 CHARGES FOR SERVICES 724,609 427,255 606,250 334,321 233,259 443,025 RECREATION PERSONNEL SERVICES 695,653 529,179 945,850 OTHER OPERATING EXPENSE 43,702 27,364 45,300 SUPPLIES 20,812 6,420 12,850 CHARGES FOR SERVICES 13,093 9,465 13,525 1,498,893 748,397 1,519,475 DATA PROCESSING - 6,186 10,550 SUPPLIES 120,702 35,656 105,475 CHARGES FOR SERVICES 631,917 114,871 366,850 OTHER OPERATING EXPENSE 50,621 62,505 90,750 146 ---PAGE BREAK--- 1,234,550 173,850 541,775 1,113,100 3,063,275 9,495,675 STREETS PERSONNEL SERVICES 1,232,280 681,053 1,284,925 3,196,831 1,297,421 3,110,650 OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE 984,196 420,941 1,110,100 SUPPLIES 93,720 48,088 173,850 CHARGES FOR SERVICES 886,635 147,339 541,775 PUBLIC SERVICES TOTAL: 9,328,971 4,390,700 9,114,025 147 ---PAGE BREAK--- DEBT SERVICE FUNDS 148 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Debt Service funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. Several improvement districts have been established within the City, which were funded in advance. The funding is to be paid by property taxes assessed on properties within the district. DEBT SERVICE FUNDS Debt Service Funds Downtown Ogden Special Assessment Tourism & Marketing 149 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Special Assessment funds are a compulsory tax levy on certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties or their owners. The Ogden City Council has created a special assessment district within Ogden s Central Business Improvement District No. 3 for economic promotion activities for the period of 2015-2018. This special revenue fund is used to account for the special assessment of revenues that are legally restricted to expenditures for the City s promotion of downtown business activities. DOWNTOWN OGDEN SPECIAL ASSESSMENT Downtown Ogden Special Assessment Special Assessment Funds 150 ---PAGE BREAK--- 28TH ST ADAMS AVE 29TH ST 27TH ST WALL AVE W 20TH ST W 21ST ST UNION PACIFIC RAILROAD RR RIVER DR PARK BLVD 20TH ST 23RD ST LINCOLN AVE 21ST ST 22ND ST MADISON AVE GRANT AVE 24TH ST SOUTHERN PACIFIC RAILROAD RR 25TH ST E 2750 S 26TH ST CHILDS AVE UNION PACIFIC DR W 18TH ST S 140 E KIESEL AVE PINGREE AVE E 2250 S W OAK ST WADE CT KIESEL AVE REEVES AVE BIRCH LN OAK ST HUNTER CT 18TH ST S 375 E W 22ND ST WARREN ROW WEST CT OAK ST WILLARD CT PARK BLVD S 160 E W 27TH ST W 24TH ST BINFORD ST CHILDS AVE PINGREE AVE BINFORD ST ORCHARD AVE ORCHARD AVE MADISON AVE DOXEY ST KERSHAW ST REEVES AVE KIESEL AVE PORTER AVE PINGREE AVE CHILDS AVE RUSHTON ST UNION AVE PARRY ST W RUSHTON ST SHUPES LN PACIFIC AVE CENTER AVE GIBSON AVE JEFFERSON AVE KIESEL AVE OGDEN AVE PACIFIC AVE UNION PACIFIC RAILROAD RR UNION PACIFIC RAILROAD RR Ogden City Central Business Improvement District #3 Legend SAA 2015 TAXABLE EXEMPT LEASE NEW PARCEL RESIDENTIAL COMMERCIAL 151 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES DOWNTOWN OGDEN SPECIAL ASSESSMENT 2017 BUDGET 2016 ADOPTED 2015 ACTUAL DOWNTOWN OGDEN SPECIAL ASSESSMENT REVENUES INTEREST 750 915 750 OTHER FINANCING SOURCES 13,125 53,000 - TAXES 112,500 123,477 145,000 145,750 126,375 177,392 EXPENDITURES SPECIAL ASSESSMENTS 126,375 189,833 145,750 145,750 126,375 189,833 152 ---PAGE BREAK--- 750 750 8,072 750 750 13,125 - 13,125 - 112,500 145,000 112,500 145,000 126,375 145,750 DOWNTOWN OGDEN SPECIAL ASSESSMENT TOTAL 177,392 26,637 TAXES SPECIAL ASSESSMENTS 123,477 10,940 Special taxes are assessed within the downtown area to fund improvements for that area. 123,477 10,940 OTHER FINANCING SOURCES TRANSFERS 53,000 7,625 Transfers are from other City funds to provide for specific projects or groups of projects. 53,000 7,625 INTEREST GENERAL 915 8,072 Interest Income records interest earned on positive cash balances. 915 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET DOWNTOWN OGDEN SPECIAL ASSESSMENT 153 ---PAGE BREAK--- 13,125 ‐ 112,500 145,000 750 750 126,375 145,750 COMMUNITY AND ECONOMIC DEVELOPMENT GEN FUND CONTRIBUTION GENERAL REVENUES MISCELLANOEUS REVENUE 145,750 189,833 9,656 126,375 145,750 FUNDING SOURCES DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT SPECIAL ASSESSMENTS 189,833 9,656 126,375 FUND BALANCE/CARRYOVER ‐ ‐ ‐ 45,500 189,833 9,656 126,375 145,750 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT CHARGES FOR SERVICES 23,510 6,250 30,250 30,250 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES DOWNTOWN OGDEN SPECIAL ASSESSMENT OTHER OPERATING EXPENSE 166,323 3,406 96,125 70,000 CHARGES FOR SERVICES OTHER OPERATING EXPENSE FUND BALANCE/CARRYOVER 154 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS A special revenue fund used to account for franchise taxes collected from hotels and motels based on the revenues of the various entities. These revenues are legally restricted to expenditures for the City’s community promotion programs. TOURISM & MARKETING Tourism & Marketing Tourism & Marketing Funds 155 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES TOURISM & MARKETING 2017 BUDGET 2016 ADOPTED 2015 ACTUAL TOURISM & MARKETING REVENUES INTEREST 1,000 710 1,000 OTHER FINANCING SOURCES 31,500 - - TAXES 110,000 127,485 130,000 131,000 142,500 128,194 EXPENDITURES NON-DEPT MISCELLANEOUS 142,500 82,730 131,000 131,000 142,500 82,730 156 ---PAGE BREAK--- 1,000 1,000 1,000 1,000 31,500 - 31,500 - 110,000 130,000 110,000 130,000 142,500 131,000 TOURISM & MARKETING TOTAL 128,195 89,355 TAXES FRANCHISE TAXES 127,485 89,355 Franchise Taxes are collected from hotels and motels based on revenue of the various entities. 127,485 89,355 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Retained Earnings is the use of prior earnings to cover current operational costs. - - INTEREST GENERAL 710 - Interest Earnings represents interest produced by a positive cash balance. 710 - OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET TOURISM & MARKETING 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 157 ---PAGE BREAK--- 31,500 ‐ 110,000 130,000 1,000 1,000 142,500 131,000 PRIOR FUND BALANCE MISCELLANEOUS REVENUE GENERAL REVENUES FUNDING SOURCES NON‐DEPARTMENTAL MISCELLANEOUS 82,730 114,524 142,500 131,000 82,730 114,524 142,500 131,000 82,730 114,524 142,500 131,000 DIVISION SUMMARY NON‐DEPARTMENTAL 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET NON‐DEPARTMENTAL FUND BALANCE/CARRYOVER ‐ ‐ ‐ 12,000 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES TOURISM & MARKETING CHARGES FOR SERVICES 82,730 114,524 142,500 119,000 158 ---PAGE BREAK--- CAPITAL IMPROVEMENT PROJECTS FUND 159 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Capital Improvement Projects Fund is used to account for financial resources set aside for the acquisition, construction, or improvement of major capital facilities (other than those financed by Proprietary Funds and Trust Funds). The budgeted projects are included in the 5-year CIP Plan adopted by the Ogden City Council. CAPITAL IMPROVEMENT PROJECTS Capital Improvement Projects Fund Capital Improvement Projects 160 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES CAPITAL IMPROVEMENT PROJECTS 2017 BUDGET 2016 ADOPTED 2015 ACTUAL CAPITAL IMPROVEMENT PROJECTS REVENUES CHARGES FOR SERVICES - 50,000 - INTEREST 10,000 42,515 10,000 INTERGOVERNMENTAL REVENUE 103,675 2,413,283 83,000 OTHER FINANCING SOURCES 1,638,525 5,590,407 4,272,250 4,365,250 1,752,200 8,096,204 EXPENDITURES BUILDINGS 384,000 229,644 558,825 BUSINESS DEVELOPMENT - 67,149 - INTERFUND TRANSFERS 47,000 252,750 - MS ADMINISTRATION - 19,804 100,000 NON-DEPT MISCELLANEOUS - 40,074 185,000 OFD ADMINISTRATION - 86,894 - PARKS 306,975 354,889 1,177,925 RECREATION 20,000 270,731 285,200 STREETS 994,225 4,541,823 2,058,300 UNION STATION - 176,961 - 4,365,250 1,752,200 6,040,719 161 ---PAGE BREAK--- - - - - 10,000 10,000 - 10,000 10,000 103,675 83,000 - - - 103,675 83,000 - - 47,000 - 1,591,525 4,272,250 1,638,525 4,272,250 1,752,200 4,365,250 DONATIONS - 5,000 Transfers are from other City funds to provide for specific projects or groups of projects. 5,590,407 1,650,202 8,096,205 1,687,702 CAPITAL IMPROVEMENT PROJECTS TOTAL Allocations are received from the State of Utah for specific purposes. 2,413,283 OTHER FINANCING SOURCES TRANSFERS 5,590,407 1,645,202 INTERGOVERNMENTAL REVENUE COUNTY FUNDS 2,376,503 - RAMP Grants are received from the County for specific purposes. STATE FUNDS 36,780 - Retained Earnings is the use of prior earnings to cover current operational costs. Donations are usually given to the City in support of a specific capital project. FUND BALANCE/CARRYOVERS - - INTEREST GENERAL 42,515 - Interest earnings represents interest produced by a positive cash balance and is distributed to projects creating the balance. 42,515 CHARGES FOR SERVICES PARKS AND RECREATION 50,000 37,500 Donation revenue received for a specific capital project or group of projects. 50,000 37,500 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET CAPITAL IMPROVEMENT PROJECTS 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 162 ---PAGE BREAK--- CAPITAL IMPROVEMENT PROJECTS 163 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT MANAGEMENT SERVICES ADMINISTRATION Annual Arts Funding 100,000 $ MANAGEMENT SERVICES TOTAL 100,000 $ No Additional Operating Budget Impact Expected Beginning in FY2017, Ogden City will allocate $100,000 annually for art projects. $97,500 will be used for new art projects subject to approval of the Arts Committee as per City ordinance. The remaining $2,500 will be used for maintenance on the various arts projects. OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: 164 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: NON‐DEPARTMENTAL BUILDINGS FL007 ‐ General Facilities Improvements 405,825 $ GC030 ‐ City Owned Parking Lot Improvements 153,000 $ MISCELLANEOUS CD079 ‐ Parking Analysis Study 85,000 $ GC025 ‐ Critical Project Contingency 100,000 $ NON‐DEPARTMENTAL TOTAL 743,825 $ No Additional Operating Budget Impact Expected The parking analysis study will be to outline the means in which we charge for parking, primary locations, and traffic management. We will be looking for primary security, what type of parking use (public curb side, private‐limited use, or opportunistic), consumer choices, efficient utilization, design flexibility, prioritization, peak management, quality versus quantity, and a comprehensive analysis of cost and benefits. Strategies that may be considered are shared parking, public parking facilities, improved walkability, long term verses short term, and parking lot design. This project will be a coordination between multiple divisions including Economic Development, Planning, and Engineering. Expected annual maintenance increase of $7,500 annually the first 3 years after completion to maintain new parking lots over the 10‐year useful life. No Additional Operating Budget Impact Expected From time to time there are emergency repairs or critical need projects in the City. An annual appropriation to maintain a fund for such projects would be beneficial. This would eliminate the necessity of trying to budget in advance for possible or probable replacement situations, which would tie up funding for other planned projects. This action would allow such emergency coverage with replacement of the funds used in a subsequent appropriation (in the same or a subsequent year). No Additional Operating Budget Impact Expected The City has recently completed a Facilities Assessment on all major City‐ owned buildings. The recommendations of this assessment will determine which facilities need improvements immediately and outline the order in which improvements are to be completed. This project is intended as a multi‐ year project to continue funding facility improvements. Of the amount funded, $100,000 has been designated for needs at the Francom Public Safety Building. The City's parking lots have deteriorated over the years and are in need of improvements. This project would include crack sealing, rotomilling, pavement overlays, and general asphalt repair to all the city‐owned asphalted parking lots. The parking lots will be evaluated and funding will be based on the most critical parking lots first. This project ensures compliance with the city‐wide property management plan. 165 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: PUBLIC SERVICES PARKS AND RECREATION PK071 ‐ Gomer Nicholas Park Improvements 1,500 $ PK124 ‐ General Park Improvements ‐ Mt. Lewis Park Expansion 533,000 $ PK138 ‐2100 Madison & Liberty Park ‐ East Central Community Plan 250,000 $ A new elementary school is planned to be built by Ogden School District on the half block west of Liberty Park, facing 2100 Madison Avenue. This project involves the reconstruction of 2100 Madison Avenue to create new traffic flows and restrictions to accommodate the new school. To meet the school opening schedule of fall 2016, the street improvements need to be funded in FY2017. It is anticipated that Ogden School District will incur the costs related to any utility adjustments. There are not any utility costs included in this project and extra costs would be incurred if Ogden City were required to cover the utility expenses. The park project will include improvements and additions of a basketball court, playground equipment, restroom, pavilion, and a sportsfield. The purpose of the General Park Improvements project is to provide basic and general improvements to the facilities in our entire parks systems city‐wide. The priority parks include Lester, 9th Street, Mt. Lewis, Liberty, and Rolling Hills. FY2017 funding is related to the Mt. Lewis park expansion. Ogden City has a unique opportunity to use the site of the vacated Edison Elementary School to expand Mt. Lewis park. The Ogden School District is planning to demolish the former school during FY2017 and will allow the City to use this property for additional park space. Plans include grading, expanding the sprinkler system, two additional soccer fields, and adding an updated restroom/pavilion for visitors to enjoy active time together as a family. Improvements to our parks system helps to reinforce our recreation and adventure vision, promotes a healthy lifestyle, and provides a fun family atmosphere to help strengthen the community. The Gomer A. Nicholas Park Endowment Fund is a permanent fund to account for the interest earnings and transfer these earnings to the CIP Fund. The interest only, not the principal, may be used for park development throughout Ogden City. No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected 166 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: PUBLIC SERVICES EN065 ‐ 36th and Quincy Ave Signal Replacement 343,425 $ Replenish Centennial Trails Construction Account 50,000 $ RG054 ‐ Renovate Lights at 4th Street Ball Park, Phase II 131,325 $ GH009 ‐ Golden Hours Parking Lot & Lighting Upgrades 153,875 $ The lights at 4th Street Ball Park are in need of an upgrade. The lights are constantly burning out and lack sufficient coverage in areas, making them hazardous for players and spectators. The project would replace midfield and outfield lighting. Light replacement will also increase player participation in leagues and attract more tournaments to 4th Street Ball Park. In addition, new lighting technology would greatly decrease light spillage and increase energy efficiency. Current light levels are dangerous. Phase 1 of Renovate Lights at 4th Street Ball Park replaced all infield lights. The signal at the project location is in need of complete replacement. This was determined during an analysis of city signals. Upon investigation, it was determined that nothing is salvageable and the signal needs to be completely redone. The present location of mast arms does not meet current standards and are in poor condition. The power supply cabinet and the controller are in need of replacement, as replacement parts are not available. Conduits are broken. Pedestrian buttons do not work properly and do not meet current standards. Pedestrian ramps need replacement. Signal heads also need replacement. Sensors do not work. The power feed needs to be completely upgraded. When this signal fails, the intersection will have to be stop sign controlled. During FY 2015‐2016, the City appropriated $50,000 out of the Centennial Trails funds to transfer to the General Fund for a recreation master plan. In FY2017, the City is replacing that budget in the Centennial Trail budget. This project would consist of pavement demolition, parking lot resurfacing and upgrades to parking area lighting and wiring. The parking surface is deteriorating and is in need of grading and resurfacing. Current parking area conditions are not draining properly, resulting in significant water and ice retainage. This is cause for major concern as these hazardous conditions, in combination with poor area lighting, may lead to significant injuries for elderly patrons. No Additional Operating Budget Impact Expected Expected annual maintenance increase of $3,000 annually the first 3 years after completion. No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected 167 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: PUBLIC SERVICES STREETS CD040 ‐ Former Dee School Site Development 1,000,000 $ EN004A ‐ Curb, Gutter, Sidewalks ‐ General 482,750 $ EN004B ‐ Curb, Gutter, Sidewalks ‐ 50/50 City Citizen Program 40,000 $ EN006 ‐ Street Construction 375,550 $ No Additional Operating Budget Impact Expected This is an ongoing project for the continual upgrade of the most severely deficient streets in the City. This project provides funds for various road reconstruction projects outlined in the Public Ways & Parks street improvement plan and are allocated each year based on the most seriously deteriorated street sections. At times, as deemed applicable by the City Engineer, road conditions may be addressed that are not in the street improvement plan due to unforeseen failures/circumstances. This project funding includes engineering, design, and project expenses. Funding for an ongoing project to replace/upgrade curb, gutter, and sidewalks throughout the City. The intent of the 50/50 citizen program is to give members of the community an opportunity to improve their concrete in an expedited manner. This funding allows for the City to cover a percentage of the costs associated with concrete replacement that citizens are responsible for. Acquisition of the former Dee Elementary School, demolition, site improvements, construction of street, curb/gutter, sidewalk, and underground utilities to facilitate a new single‐family home subdivision. Homes will be single‐family, owner‐occupied, constructed with scale, massing, design, and detail which corresponds with and compliments the existing historic architecture in the East Central Community. Ogden City and Ogden School District entered into an Interlocal Agreement (ILA) on 3/20/13. Section 6 of the ILA provides for the transfer of the school site to Ogden City for appraised value. Stated budget is the estimated cost, and will be amended as needed to comply with the terms of the ILA. Development of this site is one element of the overall plan for revitalization of the Dee School corridor, extending from the renovated Ogden LDS Temple through the New Bridge Elementary School to the redesigned Liberty Park. Funding for an ongoing project to replace/upgrade curb, gutter, and sidewalks throughout the City. The intent of general funding is to correct concrete deficiencies that do not meet city engineering standards and pose potential safety hazards. No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected 168 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED CAPITAL IMPROVEMENT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: PUBLIC SERVICES EN050 ‐ Grant Ave Promenade 160,000 $ PUBLIC SERVICES TOTAL 3,521,425 $ CAPITAL IMPROVEMENT PROJECTS TOTAL 4,365,250 $ The proposed promenade project will create dedicated bike lanes and decorative pedestrian pathways along Grant Ave to promote a walkable downtown corridor. This will enhance active transportation while incorporating complete street concepts. In addition to the walkway being widened, trees will be planted on both sides of the sidewalk to create a pleasant atmosphere, to separate bicyclist and motorists, and to act as a bio‐ swale for storm water runoff. Lighting will extend along the corridor to continue the downtown theme. This would be the premier complete street in Ogden. The project will be constructed in phases. Improvements to existing buried infrastructure will also need to be addressed. Phase I has been funded (CD098 & CP008) and constructed from 22nd Street north to 20th Street. FY2017 funding is anticipated to complete the design for the remainder of the project so additional funding sources can be pursued for future phases of the project. Expected annual maintenance increase of $100,000 annually the first 3 years after completion to maintain medians, tree grates, and special project areas over the useful life. 169 ---PAGE BREAK--- ‐ ‐ ‐ 100,000 ‐ ‐ ‐ ‐ ‐ 100,000 MANAGEMENT SERVICES CARRYOVER TRANSFERS CONTRIB ‐ OTHER FUNDS GEN FUND CONTRIBUTION MISCELLANEOUS 100,000 19,804 645 ‐ 100,000 FUNDING SOURCES DIVISION SUMMARY MANAGEMENT SERVICES MS ADMINISTRATION 19,804 645 ‐ IMPROVEMENTS 18,488 ‐ ‐ 97,500 19,804 645 ‐ 100,000 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET MANAGEMENT SERVICES OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES CAPITAL IMPROVEMENT PROJECTS OTHER OPERATING EXPENSES 1,316 645 ‐ 2,500 170 ---PAGE BREAK--- 47,000 ‐ 384,000 743,825 ‐ ‐ ‐ ‐ ‐ ‐ 431,000 743,825 MISCELLANEOUS INCOME FUNDING SOURCES NON‐DEPARTMENTAL CARRYOVER TRANSFERS CONTRIB ‐ OTHER FUNDS GEN FUND CONTRIBUTION INTEREST INCOME MISCELLANEOUS 40,074 ‐ ‐ 185,000 522,468 309,708 431,000 743,825 BUILDINGS 229,644 212,708 384,000 558,825 INTERFUND TRANSFERS 252,750 97,000 47,000 ‐ CHARGES FOR SERVICES 29,814 ‐ ‐ ‐ OTHER OPERATING EXPENSE ‐ ‐ ‐ 185,000 522,468 309,708 431,000 743,825 DIVISION SUMMARY NON‐DEPARTMENTAL OPERATING TRANSFERS 252,750 97,000 47,000 ‐ BUILDING 229,644 161,953 232,500 405,825 IMPROVEMENTS 10,260 50,755 151,500 153,000 SUMMARY OF DEPARTMENTAL EXPENDITURES CAPITAL IMPROVEMENT PROJECTS 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET NON‐DEPARTMENTAL OGDEN CITY 2016‐2017 BUDGET CHARGES FOR SERVICES OTHER OPERATING EXPENSE BUILDING IMPROVEMENTS OPERATING TRANSFERS 171 ---PAGE BREAK--- ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ FIRE CARRYOVER CONTRIB ‐ OTHER FUNDS GEN FUND CONTRIBUTION ‐ 86,894 843,500 ‐ ‐ FUNDING SOURCES DIVISION SUMMARY FIRE OFD ADMINISTRATION 86,894 843,500 ‐ BUILDING 85,302 843,500 ‐ ‐ 86,893 843,500 ‐ ‐ FIRE LAND 1,591 ‐ ‐ ‐ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES CAPITAL IMPROVEMENT PROJECTS 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET 172 ---PAGE BREAK--- ‐ ‐ ‐ ‐ FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT CONTRIB ‐ OTHER FUNDS BUSINESS DEVELOPMENT 67,149 ‐ ‐ ‐ 67,149 ‐ ‐ ‐ 67,149 ‐ ‐ ‐ DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT IMPROVEMENTS 67,149 ‐ ‐ ‐ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES CAPITAL IMPROVEMENT PROJECTS 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET 173 ---PAGE BREAK--- 1,111,200 2,356,925 ‐ 83,000 ‐ ‐ 200,000 1,071,500 10,000 10,000 ‐ ‐ ‐ ‐ 1,321,200 3,521,425 INTEREST INCOME MISCELLANEOUS SPECIAL IMPROVE/ IMPACT FUNDING SOURCES PUBLIC SERVICES CONTRIB ‐ OTHER FUNDS INTERGOVERNMENTAL GRANTS DONATIONS/ FOUNDATIONS GEN FUND CONTRIBUTION STREETS 4,541,823 1,834,255 994,225 2,058,300 5,344,404 2,449,966 1,321,200 3,521,425 1,177,925 RECREATION 270,731 180,908 20,000 285,200 DIVISION SUMMARY PUBLIC SERVICES PARKS 354,889 434,803 306,975 UNION STATION 176,961 ‐ ‐ ‐ IMPROVEMENTS 5,344,404 2,449,965 1,321,200 3,367,550 5,344,404 2,449,965 1,321,200 3,521,425 PUBLIC SERVICES OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES CAPITAL IMPROVEMENT PROJECTS 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET BUILDING ‐ ‐ ‐ 153,875 174 ---PAGE BREAK--- ENTERPRISE FUNDS 175 ---PAGE BREAK--- Enterprise Funds Water Utility Non-general operations indicated by underlined text. FUNCTIONS An Enterprise Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The budget groups these individual funds by area of departmental responsibility. As indicated by the detailed presentation, these funds are under supervision of Public Services, Community and Economic Development, or Fire. ENTERPRISE FUNDS Organizational Structure Airport Storm Sewer Utility Golf Courses Sanitary Sewer Utility Property Management Recreation Refuse Utility Medical Services 176 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Water Utility Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The Water Utility fund is used to account for the provision of water to City residents. The Water Division has started a Water Conservation Program to ensure the long-term viability of Ogden City’s water sources. Rate increases were necessary to fund a broad range of improvements, upgrades and expansion of the distribution system due to the age of the current infrastructure. A substantial amount of infrastructure improvements are being completed with the use of bond funding. WATER UTILITY Organizational Structure Water Utility Filter Plant Operations Customer Service 177 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES WATER UTILITY 2017 BUDGET 2016 ADOPTED 2015 ACTUAL WATER UTILITY REVENUES CHARGES FOR SERVICES 19,437,650 18,243,482 19,140,975 INTEREST 50,000 92,799 50,000 MISCELLANEOUS 42,500 78,331 42,500 OTHER FINANCING SOURCES 5,408,500 399,202 17,860,425 TAXES 864,600 1,085,122 864,600 37,958,500 25,803,250 19,898,936 EXPENDITURES WATER UTILTY 25,803,250 16,467,222 37,958,500 37,958,500 25,803,250 16,467,222 178 ---PAGE BREAK--- 790,000 856,400 18,647,650 18,284,575 19,437,650 19,140,975 50,000 50,000 50,000 50,000 7,500 7,500 35,000 35,000 42,500 42,500 - 17,000,000 5,408,500 860,425 - - 5,408,500 17,860,425 Carryovers is used to carry forward the prior funding for capital projects in the Water Utility. TRANSFERS 399,202 - Transfers are from other City funds and are generally for a specific purpose. 399,202 - OTHER FINANCING SOURCES BOND AND LOAN PROCEEDS - - Proceeds from Bonds for Water System Improvements. FUND BALANCE/CARRYOVERS - - Other represents miscellaneous revenue not recorded elsewhere. SALE OF ASSETS 75,584 37,593 Sale of Assets accounts for the sales of water meters. 78,331 38,249 Interest Earnings are from the fund's positive cash balance. 92,799 3,932 MISCELLANEOUS OTHER 2,747 656 Operation Revenues are charges for water usage. 18,243,482 11,632,205 INTEREST GENERAL 92,799 3,932 CHARGES FOR SERVICES ADMINISTRATIVE 781,050 460,750 Administrative charges are assessed to the Sewer and Refuse funds to charge them for the costs of providing accounting, meter reading, and billing services. OPERATIONS 17,462,432 11,171,455 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET WATER UTILITY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 179 ---PAGE BREAK--- 864,600 864,600 864,600 864,600 25,803,250 37,958,500 Property Taxes are charged to property owners by the Weber Basin Water District. Ogden City's portion is passed on to the City to help operate the Water Utility. 1,085,122 - WATER UTILITY TOTAL 19,898,936 11,674,386 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET WATER UTILITY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET TAXES PROPERTY TAXES 1,085,122 - 180 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT PUBLIC SERVICES WATER UTILITY WU015 ‐ Distribution Fire Flow & Pressure 1,500,000 $ WU015 ‐ Pipe Replacement 7,545,275 $ WU036 ‐ 36" Transmission Line Assessment Study 300,000 $ WU071 ‐ 46th Street Pump Station 1,500,000 $ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED WATER UTILITY FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: Ogden City's culinary water distribution system is one of the largest in the State of Utah and includes approximately 359 miles of water line. The 2011 Water Master Plan has identified areas that have insufficient size piping, areas that need looping and other upgrades to provide sufficient pressure and fire flow protection. The Ogden City Council adopted a policy to ensure 50 PSI of water pressure for Ogden residents. This project is planned to help bring us in compliance with that policy. All construction under this project will follow the priority list in the amended master plan. This is an ongoing project that is anticipated to be funded annually according to the rate study. No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected Ongoing project to replace deficient pipe throughout the City in accordance with the Water Master Plan. The 2011 master plan has identified the areas that need improvements or are in need of replacement. Pipes will be replaced according to known system deficiencies and as failures occur. No Additional Operating Budget Impact Expected The 46th Street Pump House is the main source of water for the south portion of the City. The pump house feeds water to the 46th Street Reservoir site. This is the highest elevation of storage in Ogden City's system. The pump house itself was originally constructed in 1965. The pump house pumps against some of the highest pressures in the system. Additionally the pump house is ill equipped to fully utilize the 36th ‐ 46th Transmission line. The current facility has about half the size needed to maximize potential flows heading to the north through this pipeline. Being able to utilize this function in an emergency would be necessary if the pipelines in the Canyon sustained damage. The additional funding requested here will allow for the expansion of the pump house to include additional storage and garage space. No Additional Operating Budget Impact Expected Ogden City's water supply largely passes through two large diameter pipelines running down the Ogden Canyon. In 2012, the 24" pipeline was replaced. The other pipeline, a 36‐inch diameter concrete coated steel pipeline, is still in need of further assessment. The age of the 36" line is around eighty years. It is likely that this line will need replacement or rehabilitation. This project is to assess and potentially replace the 36" transmission line in the Ogden Canyon. 181 ---PAGE BREAK--- OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED WATER UTILITY FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: PUBLIC SERVICES WATER UTILITY WU106 ‐ Wheeler Creek Intake 1,515,150 $ WU107 ‐ Pineview Wellfield Property Acquisition 5,500,000 $ WATER UTILITY FUND TOTAL 17,860,425 $ No Additional Operating Budget Impact Expected There are six city wells that are located on an edge of a peninsula that borders Pineview Reservoir. Construction of the six wells was completed in 1973 to provide drinking water to Ogden City. These wells account for (a maximum of) approximately 20 million gallons of drinking water per day. In order to allow for future replacement and provide source protection for the well field, Ogden City needs to acquire additional land before the adjacent property is developed. The concern is, if the land develops to accommodate residential units, septic systems would be installed next to the well field, as there is no sanitary sewer system in the area to account for waste. No Additional Operating Budget Impact Expected Ogden City has water rights to Wheeler Creek up to 14.493 cfs year round on the condition that the months of April, May, June, and October, the city must release all of the waters of Wheeler Creek whenever the actual diversions from the six wells located in Pineview Reservoir exceed 22 cfs (14.2 MGD). The concrete intake structure is falling apart. The ceiling is breaking apart and caving in. Valve/slide gates do not operate correctly and need to be replaced. Water is not collected (lost to treatment) due to the deterioration of the structure not being able to capture water during lower flows. Pipe condition also needs assessment. The Wheeler Creek diversion site would be reconstructed to more fully utilize city water rights. 182 ---PAGE BREAK--- 864,600 864,600 ‐ 17,000,000 42,500 42,500 5,408,500 860,425 50,000 50,000 19,437,650 19,140,975 25,803,250 37,958,500 BOND PROCEEDS INTEREST INCOME FUNDING SOURCES PUBLIC SERVICES INTERGOVERNMENTAL MISCELLANEOUS PRIOR FUND BALANCE USER FEES/PERMITS WATER UTILTY 16,467,222 13,027,465 25,803,250 37,958,500 16,467,222 13,027,465 25,803,250 37,958,500 16,467,223 13,027,465 25,803,250 37,958,500 DIVISION SUMMARY PUBLIC SERVICES OPERATING TRANSFERS 53,550 62,335 ‐ 40,000 FUND BALANCE/CARRYOVER 6,938 2,000 763,850 ‐ IMPROVEMENTS 12,627,832 2,718,645 5,408,500 17,860,425 INFRASTRUCTURE TRANSFERS (12,215,168) ‐ ‐ ‐ FISCAL CHARGES 3,009,414 1,872,600 3,210,100 3,104,300 DEBT SERVICE 2,542,237 2,870,115 4,329,575 4,301,900 OTHER OPERATING EXPENSE 4,208,590 1,942,540 4,904,075 5,008,125 DATA PROCESSING 469,930 215,603 466,550 526,125 SUPPLIES 791,276 536,508 1,003,000 1,086,850 CHARGES FOR SERVICES 1,551,173 766,783 1,766,025 1,996,675 PUBLIC SERVICES PERSONNEL SERVICES 3,421,451 2,040,336 3,951,575 4,034,100 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES WATER UTILITY 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FISCAL CHARGES DEBT SERVICE IMPROVEMENTS INFRASTRUCTURE TRANSFERS OPERATING TRANSFERS FUND BALANCE/CARRYOVER 183 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Sanitary Sewer Utility Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. Ogden City Sanitary Sewer Utility Fund provides services to City residents and some residents of Weber County. SANITARY SEWER UTILITY Organizational Structure Sanitary Sewer Utility CIP Operations 184 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES SANITARY SEWER UTILITY 2017 BUDGET 2016 ADOPTED 2015 ACTUAL SANITARY SEWER UTILITY REVENUES CHARGES FOR SERVICES 10,658,900 10,595,390 10,946,775 INTEREST 50,000 64,208 50,000 MISCELLANEOUS 12,150 2,950 12,150 OTHER FINANCING SOURCES 808,075 435,304 1,850,000 12,858,925 11,529,125 11,097,852 EXPENDITURES SEWER UTILITY 11,529,125 9,947,325 12,858,925 12,858,925 11,529,125 9,947,325 185 ---PAGE BREAK--- 10,658,900 10,946,775 10,658,900 10,946,775 50,000 50,000 50,000 50,000 12,150 12,150 12,150 12,150 808,075 1,850,000 - - 808,075 1,850,000 11,529,125 12,858,925 SEWER UTILITY TOTAL 11,097,852 6,230,869 Carryover is used to fund capital projects and, if necessary, operational shortages. TRANSFERS 435,304 - Transfers are from other City funds and are generally for a specific purpose. 435,304 - OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - MISCELLANEOUS OTHER 2,950 1,407 Other income is miscellaneous revenue not associated specifically with operations. 2,950 1,407 INTEREST GENERAL 64,208 - Interest Earnings are from the fund's positive cash balance. 64,208 - CHARGES FOR SERVICES OPERATIONS 10,595,390 6,229,462 Operating Revenues are charges for sanitary sewer service. 10,595,390 6,229,462 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET SANITARY SEWER UTILITY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 186 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT PUBLIC SERVICES SANITARY SEWER UTILITY General Sanitary Sewer Improvements 50,500 $ SA009 ‐ Sanitary Sewer Master Plan Projects 1,850,000 $ SANITARY SEWER UTILITY FUND TOTAL 1,900,500 $ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED SANITARY SEWER UTILITY FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: No Additional Operating Budget Impact Expected A Sewer Master Plan was recently completed that identified different sewer problem areas in the city that need to be addressed based on historical data, maintenance lists, infiltration, etc. The completion of these projects allows the Sewer Utility to address many of the problems and insurance claims associated with sewer backups and failures. The total funding amount needed to complete all of the projects would be over $26 Million. It is anticipated to fund this project annually based on the master plan recommendations as outlined unless an urgent need arises. No Additional Operating Budget Impact Expected Ongoing funding for the general repair & maintenance of the sanitary sewer system. 187 ---PAGE BREAK--- 12,150 12,150 50,000 50,000 808,075 1,850,000 10,658,900 10,946,775 11,529,125 12,858,925 INTEREST INCOME PUBLIC SERVICES MISCELLANEOUS PRIOR FUND BALANCE USER FEES/PERMITS 12,858,925 9,947,325 5,400,230 11,529,125 12,858,925 FUNDING SOURCES DIVISION SUMMARY PUBLIC SERVICES SANITARY SEWER UTILITY 9,947,325 5,400,230 11,529,125 FUND BALANCE/CARRYOVER ‐ ‐ 583,350 440,850 9,947,326 5,400,229 11,529,125 12,858,925 INFRASTRUCTURE TRANSFERS 155,984 ‐ ‐ ‐ OPERATING TRANSFERS 7,070 8,590 ‐ 15,000 IMPROVEMENTS 280,609 20,346 858,575 1,900,500 EQUIPMENT ‐623 ‐ 28,800 28,800 FISCAL CHARGES 1,825,217 1,070,900 1,836,025 1,884,950 DEBT SERVICE 344,179 378,225 573,425 569,525 OTHER OPERATING EXPENSE 5,946,609 2,927,071 5,997,225 6,084,950 DATA PROCESSING 92,563 48,025 82,400 83,125 SUPPLIES 48,936 26,438 57,675 77,675 CHARGES FOR SERVICES 781,197 606,070 838,425 870,525 PUBLIC SERVICES PERSONNEL SERVICES 465,585 314,564 673,225 903,025 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES SANITARY SEWER UTILITY 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FISCAL CHARGES DEBT SERVICE IMPROVEMENTS EQUIPMENT INFRASTRUCTURE TRANSFERS OPERATING TRANSFERS FUND BALANCE/CARRYOVER 188 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Refuse Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The Refuse Fund accounts for the provision of refuse collection and disposal to City residents and some residents of Weber County. Rate increases in prior years have allowed the fund revenue to keep pace with operation costs. The City made the decision to switch to CNG refuse trucks to try and hedge the risk of future rising fuel prices and reduce the carbon footprint of the refuse collection system. REFUSE UTILITY Organizational Structure Refuse Utility Solid Waste Operations 189 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES REFUSE UTILITY 2017 BUDGET 2016 ADOPTED 2015 ACTUAL REFUSE UTILITY REVENUES CHARGES FOR SERVICES 5,388,800 5,327,236 5,521,400 INTEREST 1,000 28,901 1,000 MISCELLANEOUS 3,000 - 3,000 OTHER FINANCING SOURCES 162,725 - - 5,525,400 5,555,525 5,356,138 EXPENDITURES REFUSE UTILITY 5,555,525 4,278,339 5,525,400 5,525,400 5,555,525 4,278,339 190 ---PAGE BREAK--- 5,388,800 5,521,400 5,388,800 5,521,400 1,000 1,000 1,000 1,000 3,000 3,000 3,000 3,000 162,725 - 162,725 - 5,555,525 5,525,400 REFUSE UTILITY TOTAL 5,356,137 3,140,590 MISCELLANEOUS OTHER - - Other represents items not applicable to any other specific revenue account. - - INTEREST GENERAL 28,901 - Interest Earnings are from the fund's positive cash balance. 28,901 - OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Carryover is used to fund capital projects and, if necessary, operational shortages. - - CHARGES FOR SERVICES OPERATIONS 5,327,236 3,140,590 This revenue is generated from charges for refuse collection. 5,327,236 3,140,590 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET REFUSE UTILITY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 191 ---PAGE BREAK--- 3,000 3,000 1,000 1,000 162,725 ‐ 5,388,800 5,521,400 5,555,525 5,525,400 INTEREST INCOME FUNDING SOURCES PUBLIC SERVICES MISCELLANEOUS PRIOR FUND BALANCE USER FEES/PERMITS REFUSE UTILITY 4,278,339 2,332,950 5,555,525 5,525,400 4,278,339 2,332,950 5,555,525 5,525,400 4,278,339 2,332,950 5,555,525 5,525,400 DIVISION SUMMARY PUBLIC SERVICES EQUIPMENT 82,820 ‐ 75,000 75,000 FUND BALANCE/CARRYOVER ‐ ‐ ‐ 576,725 FISCAL CHARGES 945,630 557,725 956,100 978,650 DEBT SERVICE 27,447 11,090 629,400 ‐ OTHER OPERATING EXPENSE 993,286 608,049 1,157,825 1,159,625 DATA PROCESSING 70,463 35,400 60,525 61,075 SUPPLIES 159,557 13,440 196,075 196,075 CHARGES FOR SERVICES 1,161,942 563,958 1,349,550 1,360,200 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PUBLIC SERVICES PERSONNEL SERVICES 837,194 543,288 1,131,050 1,118,050 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES REFUSE UTILITY PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FISCAL CHARGES DEBT SERVICE EQUIPMENT FUND BALANCE/CARRYOVER 192 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Airport Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. Commercial airline flights at Ogden Hinckley Airport began in September of 2012. To accommodate these commercial flights, Ogden City expanded the airport terminal and received substantial grants for the expansion and improvement of a specified taxiway. AIRPORT Organizational Structure Airport Airport Operations 193 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES AIRPORT 2017 BUDGET 2016 ADOPTED 2015 ACTUAL AIRPORT REVENUES CHARGES FOR SERVICES 360,000 435,365 371,500 INTEREST 500 ) (1,316 500 INTERGOVERNMENTAL REVENUE 1,300,000 420,986 1,000,000 MISCELLANEOUS 24,800 30,643 26,000 OTHER FINANCING SOURCES 1,831,075 380,000 2,037,675 3,435,675 3,516,375 1,265,679 EXPENDITURES AIRPORT 3,516,375 2,605,648 3,435,675 3,435,675 3,516,375 2,605,648 194 ---PAGE BREAK--- 360,000 371,500 360,000 371,500 500 500 500 500 1,300,000 1,000,000 - - 1,300,000 1,000,000 24,800 26,000 - - 24,800 26,000 SALE OF ASSETS 3,000 30,643 20,341 MISCELLANEOUS OTHER 27,643 20,341 Other describes revenue received that does not fall into other revenue categories, primarily revenue from a cell tower lease on airport property. - Sale of Assets revenue is generated through the occasional sale of Airport fixed assets. STATE GRANTS 216,986 84,468 State Grants are funds received from the State of Utah for airport improvements generally as a match for Federal funds. 420,986 152,897 INTERGOVERNMENTAL REVENUE FEDERAL GRANTS 204,000 68,429 Federal Grants are funds received from the federal government for airport improvements generally requiring State and City match. INTEREST GENERAL (1,316) - Interest Earnings are from the fund's positive cash balance. (1,316) - CHARGES FOR SERVICES OPERATIONS 435,365 308,511 Operating Revenues are composed of tie-down fees, fuel dispensing charges, and land rental. 435,365 308,511 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET AIRPORT 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 195 ---PAGE BREAK--- 1,131,075 1,332,575 700,000 705,100 1,831,075 2,037,675 3,516,375 3,435,675 AIRPORT TOTAL 1,265,678 939,999 Transfers represent allocations from other City funds to help finance the Airport operations and capital improvements. The current General Fund operations subsidy is $568,850 and the capital improvements subsidy is the balance. 380,000 458,250 A portion of the operations and capital projects at the airport are provided from prior years which were not spent. TRANSFERS 380,000 458,250 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET AIRPORT OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 196 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT COMMUNITY AND ECONOMIC DEVELOPMENT AIRPORT Anticipated FAA Projects 1,100,000 $ AR042 ‐ Northwest Access/Perimeter Road 136,250 $ AIRPORT FUND TOTAL 1,236,250 $ Development of the northwest section of the airport is eminent and access from SR79 is the critical first step. Addition of the perimeter road for the northwest section is an essential companion project. This project will enable the addition of terminals, hotel, and restaurants. OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED AIRPORT FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: Expected annual maintenance increase of $500 annually the first 3 years after completion. No Additional Operating Budget Impact Expected Funding for FAA directed projects. Funds are received from the FAA, the State of Utah, and a match from the City. 197 ---PAGE BREAK--- 1,300,000 1,000,000 24,800 26,000 1,131,075 1,332,575 500 500 700,000 705,100 360,000 371,500 3,516,375 3,435,675 USER FEES/PERMITS FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT INTERGOVERNMENTAL MISCELLANEOUS PRIOR FUND BALANCE TRANSFER FROM OTHER FUNDS INTEREST INCOME AIRPORT 2,605,648 2,568,121 3,516,375 3,435,675 2,605,648 2,568,121 3,516,375 3,435,675 2,605,649 2,568,120 3,516,375 3,435,675 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT VEHICLES ‐ ‐ 75,000 75,000 INFRASTRUCTURE TRANSFERS (12,097) ‐ ‐ ‐ IMPROVEMENTS ‐ 1,215,462 1,350,500 1,236,250 EQUIPMENT 261,924 ‐ 35,000 35,000 DATA PROCESSING 16,810 10,432 16,925 17,300 DEBT SERVICE ‐ 67,300 115,425 115,425 CHARGES FOR SERVICES 366,065 96,497 112,825 112,825 OTHER OPERATING EXPENSE 1,477,788 871,688 1,298,500 1,319,800 PERSONNEL SERVICES 456,784 285,021 471,600 483,475 SUPPLIES 38,375 21,720 40,600 40,600 SUMMARY OF DEPARTMENTAL EXPENDITURES AIRPORT 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE IMPROVEMENTS EQUIPMENT VEHICLES INFRASTRUCTURE TRANSFERS 198 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Golf Courses Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The Golf Courses fund includes both Mount Ogden and El Monte Golf Courses. This fund is used to account for the provision of two recreational golf facilities to Ogden City residents and residents of the surrounding area. GOLF COURSES Organizational Structure Golf Courses Mount Ogden Golf Course El Monte Golf Course 199 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES GOLF COURSES 2017 BUDGET 2016 ADOPTED 2015 ACTUAL GOLF COURSES REVENUES CHARGES FOR SERVICES 1,096,000 955,005 1,096,000 INTEREST 1,000 2,930 1,000 MISCELLANEOUS 6,000 1,463 6,000 OTHER FINANCING SOURCES 514,700 362,250 549,775 1,652,775 1,617,700 1,321,647 EXPENDITURES GOLF COURSES 1,617,700 1,155,620 1,652,775 1,652,775 1,617,700 1,155,620 200 ---PAGE BREAK--- 1,096,000 1,096,000 1,096,000 1,096,000 1,000 1,000 1,000 1,000 6,000 6,000 6,000 6,000 312,700 322,525 202,000 227,250 514,700 549,775 1,617,700 1,652,775 Transfers represent allocations from BDO lease revenue funds to help finance the Golf Course capital projects. 362,250 202,000 GOLF COURSES TOTAL 1,321,648 710,181 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Carryover is the use of prior earnings to generally finance capital improvements. TRANSFERS 362,250 202,000 MISCELLANEOUS OTHER 1,463 595 Other revenue covers sundry items not assignable to other revenue accounts. 1,463 595 Interest Earnings are from the fund's positive cash balance. 2,930 - CHARGES FOR SERVICES OPERATIONS 955,005 507,586 Operating Revenues are generated from fees and golf cart rentals. 955,005 507,586 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET INTEREST GENERAL 2,930 - OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GOLF COURSES 201 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT PUBLIC SERVICES GF032 ‐ Irrigation System Replacement 227,250 $ GOLF COURSES FUND TOTAL 227,250 $ The current irrigation system at Mt. Ogden Golf Course has deteriorated due to normal use and the age of the system. This system is inefficient and costly to operate. Engineering has modeled the irrigation system and has provided recommendations for irrigation system replacement. The estimated total cost for complete replacement of the irrigation system is approximately $2 Million. Due to the large nature of this project, it was recommended to replace the system in phases, beginning with the most critical sections of the system. OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED GOLF COURSES FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: No Additional Operating Budget Impact Expected 202 ---PAGE BREAK--- ‐ ‐ 6,000 6,000 1,000 1,000 202,000 227,250 312,700 322,525 1,096,000 1,096,000 1,617,700 1,652,775 FUNDING SOURCES PUBLIC SERVICES MISCELLANEOUS PRIOR FUND BALANCE USER FEES/PERMITS INTERGOVERNMENTAL REVENUE TRANSFERS FROM OTHER FUNDS INTEREST INCOME GOLF COURSES 1,155,620 871,761 1,617,700 1,652,775 1,155,620 871,761 1,617,700 1,652,775 1,155,619 871,761 1,617,700 1,652,775 DIVISION SUMMARY PUBLIC SERVICES INFRASTRUCTURE TRANSFERS ‐273,091 ‐ ‐ ‐ OPERATING TRANSFERS 2,273 2,020 ‐ ‐ DEBT SERVICE ‐ 77,900 133,650 133,650 BUILDING 56,790 ‐ 1,000 1,000 IMPROVEMENTS 251,714 115,183 209,500 234,750 OTHER OPERATING EXPENSE 350,193 235,517 423,800 423,800 DATA PROCESSING 10,600 6,450 11,200 11,200 SUPPLIES 74,780 30,814 80,625 80,625 CHARGES FOR SERVICES 121,557 69,244 138,300 138,300 PUBLIC SERVICES PERSONNEL SERVICES 560,803 334,633 619,625 629,450 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GOLF COURSES 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE BUILDING IMPROVEMENTS INFRASTRUCTURE TRANSFERS OPERATING TRANSFERS 203 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Recreation Fund is a proprietary fund established to account for adult and youth recreational programs administered by Ogden City that are not included in the General Fund. These recreational programs charge fees based on the cost to administer these additional programs. Enterprise recreation programs include adult softball leagues, adult and youth flag football, tennis, high adventure clubs, fishing programs and a variety of other programs. RECREATION Organizational Structure Recreation Recreation Programs 204 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES RECREATION 2017 BUDGET 2016 ADOPTED 2015 ACTUAL RECREATION REVENUES CHARGES FOR SERVICES 240,100 256,907 230,525 INTEREST 1,000 171 1,000 OTHER FINANCING SOURCES 28,975 - 41,825 273,350 270,075 257,078 EXPENDITURES RECREATION 270,075 169,874 273,350 273,350 270,075 169,874 205 ---PAGE BREAK--- 100 100 240,000 230,425 240,100 230,525 1,000 1,000 1,000 1,000 28,975 41,825 28,975 41,825 270,075 273,350 Carryover is the use of prior earnings to fund capital purchases. - - RECREATION TOTAL 257,078 104,060 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Interest Earnings are from the fund's positive cash balance. 171 - Operating Revenue is the collection of fees to participate in adult and specific youth athletic programs. 256,907 104,060 INTEREST GENERAL 171 - CHARGES FOR SERVICES EVENTS - - Events records revenue from special activities related specifically to the recreation function. OPERATIONS 256,907 104,060 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET RECREATION 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 206 ---PAGE BREAK--- 1,000 1,000 28,975 41,825 240,100 230,525 270,075 273,350 FUNDING SOURCES PUBLIC SERVICES INTEREST INCOME PRIOR FUND BALANCE USER FEES/PERMITS RECREATION 169,874 135,675 270,075 273,350 169,874 135,675 270,075 273,350 169,874 135,674 270,075 273,350 DIVISION SUMMARY PUBLIC SERVICES FISCAL CHARGES 6,306 4,750 8,250 11,525 INFRASTRUCTURE TRANSFERS ‐111,422 ‐ ‐ ‐ CHARGES FOR SERVICES 112,408 52,217 99,850 99,850 OTHER OPERATING EXPENSE 65,364 38,146 36,550 46,550 PERSONNEL SERVICES 45,345 22,094 75,100 65,100 SUPPLIES 51,873 18,467 50,325 50,325 SUMMARY OF DEPARTMENTAL EXPENDITURES RECREATION 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PUBLIC SERVICES OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE FISCAL CHARGES INFRASTRUCTURE TRANSFERS 207 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The BDO Property Management (DDO Reuse) Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The BDO Property Management fund is used to account for revenues and expenditures related to the development of the Business Depot Ogden business park formally known as the Defense Depot of Ogden. The City’s objective at this site is maintenance and expansion. BDO PROPERTY MANAGEMENT (DDO REUSE) Organizational Structure BDO Property Management BDO Business Park 208 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES PROPERTY MANAGEMENT BDO INFRASTRUCTURE 2017 BUDGET 2016 ADOPTED 2015 ACTUAL PROPERTY MANAGEMENT BDO INFRASTRUCTURE REVENUES CHARGES FOR SERVICES 3,413,750 5,098,183 5,150,000 INTEREST 45,000 36,916 45,000 MISCELLANEOUS - - - OTHER FINANCING SOURCES 11,029,050 5,180,000 13,382,950 18,577,950 14,487,800 10,315,099 EXPENDITURES CED ADMINISTRATION 2,735,900 2,562,550 5,762,950 OPERATIONS 11,751,900 8,907,489 12,815,000 18,577,950 14,487,800 11,470,039 209 ---PAGE BREAK--- 3,413,750 5,150,000 3,413,750 5,150,000 45,000 45,000 45,000 45,000 5,809,050 8,162,950 5,220,000 5,220,000 11,029,050 13,382,950 14,487,800 18,577,950 Transfers are from the Redevelopment Agency to generally provide for specific projects or groups of projects. 5,180,000 - PROPERTY MANAGEMENT TOTAL 10,315,099 2,994,250 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Carryover is the use of fund balance to fund primarily capital improvements and operations. TRANSFERS 5,180,000 - INTEREST GENERAL 36,916 - Interest Earnings are from the fund's positive cash balance. 36,916 - CHARGES FOR SERVICES LEASE REVENUE 5,098,183 2,994,250 This revenue is related to activities at the Business Depot Ogden (BDO) and represents lease and/or sales of the property under City control. 5,098,183 2,994,250 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET PROPERTY MANAGEMENT BDO INFRASTRUCTURE 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 210 ---PAGE BREAK--- 1,598,150 1,650,000 5,220,000 5,220,000 20,000 20,000 150,000 150,000 6,988,150 7,040,000 CHARGES FOR SERVICES BDO INFRASTRUCTURE PRIOR FUND BALANCE INTERGOVERNMENTAL INTEREST INCOME 7,040,000 8,907,489 3,907,358 6,988,150 7,040,000 FUNDING SOURCES DIVISION SUMMARY BDO INFRASTRUCTURE OPERATIONS 8,907,489 3,907,358 6,988,150 8,907,489 3,907,358 6,988,150 7,040,000 OTHER OPERATING EXPENSE 4,055,655 2,365,799 4,077,000 4,077,000 IMPROVEMENTS 4,540,498 1,028,716 2,500,000 2,500,000 PERSONNEL SERVICES 56,291 28,204 61,150 63,000 CHARGES FOR SERVICES 255,045 484,639 350,000 400,000 SUMMARY OF DEPARTMENTAL EXPENDITURES PROPERTY MANAGEMENT BDO INFRASTRUCTURE 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET BDO INFRASTRUCTURE OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES CHARGES FOR SERVICES OTHER OPERATING EXPENSE IMPROVEMENTS 211 ---PAGE BREAK--- 3,263,750 5,000,000 25,000 25,000 4,210,900 6,512,950 7,499,650 11,537,950 INTEREST INCOME INTERAGENCY TRANSFERS ‐ 1,000,000 500,000 750,000 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT CED ADMINISTRATION 2,562,550 2,156,775 2,735,900 2,562,550 3,156,775 7,499,650 BOYER ACTIVITIES PRIOR FUND BALANCE USER PERMITS/FEES 11,537,950 COMMUNITY AND ECONOMIC DEVELOPMENT FUND BALANCE/CARRYOVER ‐ ‐ 4,263,750 5,025,000 OPERATING TRANSFERS 2,562,550 2,156,775 2,735,900 5,762,950 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES BOYER ACTIVITIES 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET BDO INFRASTUCTURE ‐ 1,000,000 4,763,750 5,775,000 5,762,950 2,562,550 3,156,775 7,499,650 11,537,950 FUNDING SOURCES FUND BALANCE/CARRYOVER OPERATING TRANSFERS INTERAGENCY TRANSFERS 212 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Storm Sewer Utility Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. Ogden City Storm Sewer provides services to City residents and some residents of Weber County. Extensive infrastructure projects have been completed in recent years including the Ogden River restoration project. STORM SEWER UTILITY Organizational Structure Storm Sewer Utility CIP Operations 213 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES STORM SEWER UTILITY 2017 BUDGET 2016 ADOPTED 2015 ACTUAL STORM SEWER UTILITY REVENUES CHARGES FOR SERVICES 4,628,650 4,632,081 4,780,575 INTEREST 10,000 40,541 10,000 MISCELLANEOUS 1,000 2,736 1,000 OTHER FINANCING SOURCES 2,549,950 653,999 1,954,550 6,746,125 7,189,600 5,329,357 EXPENDITURES SEWER UTILITY 7,189,600 3,330,211 6,746,125 6,746,125 7,189,600 3,330,211 214 ---PAGE BREAK--- 4,628,650 4,780,575 4,628,650 4,780,575 10,000 10,000 10,000 10,000 1,000 1,000 1,000 1,000 - - 2,549,950 1,954,550 2,549,950 1,954,550 7,189,600 6,746,125 653,999 - STORM SEWER UTILITY TOTAL 5,329,357 2,677,999 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Carryover is used to fund capital projects and, if necessary, operational shortages. Interest Earnings are from the fund's positive cash balance. 40,541 31 MISCELLANEOUS OTHER 2,736 - Other income is miscellaneous revenue not associated specifically with operations. 2,736 - INFRASTRUCTURE TRANSFERS 653,999 - Infrastructure Transfers is an occasional transfer of infrastructure from one enterprise fund to another. This transfer is rare and resulted from the Storm and Sanitary Sewer fund being split into separate funds during FY2015. CHARGES FOR SERVICES OPERATIONS 4,632,081 2,677,968 Operating Revenues are charges for storm sewer service. 4,632,081 2,677,968 INTEREST GENERAL 40,541 31 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET STORM SEWER UTILITY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 215 ---PAGE BREAK--- FY 2016‐2017 BUDGET OPERATING BUDGET IMPACT PUBLIC SERVICES STORM SEWER UTILITY General Storm Sewer Improvements 30,300 $ SU010 ‐ Storm Sewer Master Plan Projects 1,500,000 $ SU096 ‐ Downs and West Oaks Drive 454,550 $ STORM SEWER UTILITY FUND TOTAL 1,984,850 $ Ongoing funding for the general repair & maintenance of the storm sewer system. No Additional Operating Budget Impact Expected No Additional Operating Budget Impact Expected Ogden City storm sewer is in need of improvements on a consistent basis. Pipes and other infrastructure have worn due to age, material type, and wear and tear during storm events. Ogden City's storm sewer master plan addresses pipeline replacement and rehabilitation, dipstone replacement and rehabilitation, and water quality retrofit projects. Storm sewer infrastructure will be replaced accordingly to known system deficiencies and as failures occur. OGDEN CITY 2016‐2017 BUDGET SUMMARY OF CIP PROJECTS FUNDED STORM SEWER UTILITY FUND The City has a 5 year Capital Improvement Plan process, from which the following projects were funded: No Additional Operating Budget Impact Expected This project area is located just north of 7th Street west of Wall Avenue and east of the railroad tracks, primarily along Downs Drive. This system is a series of small local pipes that collects the storm water, routes it through a detention basin and discharges it in to injection wells along Downs Drive where the water is injected into the ground. It does not appear that the injection wells have enough capacity to handle the flows. This project will provide an outfall line along Downs Drive to connect the existing trunk line in 7th Street. The injection wells could be left in the system with the new line serving as an overflow. There is not currently enough information available to determine if this proposed solution will work. The $21,000 funded in FY2015 was to conduct a study to determine the feasibility of this project. The FY2016 $85,000 budgeted amount covered the design expenses. The adopted FY2017 budget is expected to cover site improvement costs to complete this project. 216 ---PAGE BREAK--- 1,000 1,000 10,000 10,000 2,549,950 1,954,550 4,628,650 4,780,575 7,189,600 6,746,125 MISCELLANEOUS INTEREST INCOME PRIOR FUND BALANCE USER FEES/PERMITS 3,330,210 2,371,539 7,189,600 6,746,125 DIVISION SUMMARY PUBLIC SERVICES STORM SEWER UTILITY 3,330,211 2,371,539 7,189,600 6,746,125 3,330,211 2,371,539 7,189,600 6,746,125 FUNDING SOURCES PUBLIC SERVICES 1,119,150 799,250 42,750 42,850 FISCAL CHARGES 803,454 468,375 802,875 828,700 DEBT SERVICE 116,203 295,495 495,575 571,200 IMPROVEMENTS 7,272,633 596,878 2,580,250 1,984,850 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES STORM SEWER UTILITY 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PUBLIC SERVICES PERSONNEL SERVICES 617,682 334,337 837,975 833,725 SUPPLIES 54,581 25,942 46,700 66,700 CHARGES FOR SERVICES 517,776 264,134 EQUIPMENT ‐ ‐ 3,000 3,000 FUND BALANCE/CARRYOVER ‐ ‐ 522,925 826,350 OTHER OPERATING EXPENSE 624,799 335,698 738,400 779,500 DATA PROCESSING 52,913 24,875 INFRASTRUCTURE TRANSFERS ‐6,739,445 ‐ ‐ ‐ OPERATING TRANSFERS 9,614 25,805 ‐ 10,000 PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FISCAL CHARGES DEBT SERVICE IMPROVEMENTS EQUIPMENT INFRASTRUCTURE TRANSFERS OPERATING TRANSFERS FUND BALANCE/CARRYOVER 217 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Medical Services Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. The Medical Services fund accounts for ambulance and paramedic services provided by Ogden City. MEDICAL SERVICES Organizational Structure Medical Services Paramedic Services Ambulance Services Wildland Medical 218 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES MEDICAL SERVICES 2017 BUDGET 2016 ADOPTED 2015 ACTUAL MEDICAL SERVICES REVENUES CHARGES FOR SERVICES 5,889,750 4,786,129 5,889,750 INTEREST 50,000 59,567 50,000 INTERGOVERNMENTAL REVENUE 1,349,675 1,592,081 1,349,675 MISCELLANEOUS 10,000 - 10,000 7,299,425 7,299,425 6,437,777 EXPENDITURES FIRE PARAMEDICS 2,228,100 2,468,064 2,506,350 MEDICAL SERVICES 5,071,325 6,214,769 4,793,075 7,299,425 7,299,425 8,682,833 219 ---PAGE BREAK--- (4,708,100) (4,708,100) 10,597,850 10,597,850 5,889,750 5,889,750 50,000 50,000 50,000 50,000 1,330,175 1,330,175 - - 19,500 19,500 1,349,675 1,349,675 10,000 10,000 10,000 10,000 7,299,425 7,299,425 MEDICAL SERVICES TOTAL 6,437,777 3,688,606 Other is to record miscellaneous revenue items. - - Any State grants or funding for medical services would be recorded under State Grants. 1,592,081 554,239 MISCELLANEOUS OTHER - - County Funds are primarily pass-through of County assessed funds for paramedic services. FEDERAL GRANTS - - Federal Funds are reimbursements for participation in the Wildland Medical program. STATE GRANTS 5,674 - Interest Earnings are from the fund's positive cash balance. 59,567 34,451 INTERGOVERNMENTAL REVENUE COUNTY FUNDS 1,586,407 554,239 Operating Revenue is from operation of the ambulance services. 4,786,129 3,099,916 INTEREST GENERAL 59,567 34,451 CHARGES FOR SERVICES ADMINISTRATIVE (6,166,254) (4,004,043) The entries in Administrative are for billing reductions which must be recorded separately from the billing revenue. OPERATIONS 10,952,383 7,103,959 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET MEDICAL SERVICES 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 220 ---PAGE BREAK--- 1,349,675 1,349,675 60,000 60,000 ‐ ‐ 5,889,750 5,889,750 7,299,425 7,299,425 INTERGOVERNMENTAL MISCELLANEOUS PRIOR FUND BALANCE USER FEES/PERMITS 8,682,835 3,524,833 7,299,425 7,299,425 FUNDING SOURCES FIRE 4,793,075 FIRE PARAMEDICS 2,468,065 1,194,167 2,228,100 2,506,350 DIVISION SUMMARY FIRE MEDICAL SERVICES 6,214,770 2,330,666 5,071,325 FUND BALANCE/CARRYOVER ‐ ‐ 1,701,625 1,322,400 8,682,835 3,524,833 7,299,425 7,299,425 INFRASTRUCTURE TRANSFERS (10,488) ‐ ‐ ‐ OPERATING TRANSFERS 2,636,100 617,127 ‐ ‐ FISCAL CHARGES 607,619 326,625 560,000 560,000 EQUIPMENT 8,825 93,706 61,500 61,500 OTHER OPERATING EXPENSE 983,235 284,402 544,100 545,075 DATA PROCESSING 76,000 44,875 77,000 78,875 241,198 133,859 296,425 296,425 CHARGES FOR SERVICES 532,941 293,818 844,725 863,725 FIRE PERSONNEL SERVICES 3,607,405 1,730,421 3,214,050 3,571,425 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MEDICAL SERVICES 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET SUPPLIES PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FISCAL CHARGES EQUIPMENT INFRASTRUCTURE TRANSFERS OPERATING TRANSFERS FUND BALANCE/CARRYOVER 221 ---PAGE BREAK--- 2,205,350 64,550 85,800 111,975 38,675 2,506,350 1,366,075 231,875 777,925 433,100 40,200 560,000 61,500 - - 1,322,400 4,793,075 7,299,425 PERSONNEL SERVICES 2,276,953 1,078,225 1,928,325 SUPPLIES 42,948 12,488 64,550 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET FIRE FIRE PARAMEDICS OGDEN CITY 2016-2017 BUDGET SUMMARY OF EXPENDITURES BY DIVISION MEDICAL SERVICES MEDICAL SERVICES PERSONNEL SERVICES 1,330,453 652,196 1,285,725 SUPPLIES 198,250 121,371 231,875 DATA PROCESSING 37,275 22,025 37,775 2,468,065 1,194,167 2,228,100 CHARGES FOR SERVICES 51,437 28,045 85,800 OTHER OPERATING EXPENSE 59,452 53,384 111,650 EQUIPMENT 8,825 93,706 61,500 INRASTRUCTURE TRANSFERS (10,488) - - DATA PROCESSING 38,725 22,850 39,225 FISCAL CHARGES 607,619 326,625 560,000 CHARGES FOR SERVICES 481,505 265,772 758,925 OTHER OPERATING EXPENSE 923,781 231,019 432,450 6,214,770 2,330,666 5,071,325 FIRE TOTAL: 8,682,835 3,524,833 7,299,425 OPERATING TRANSFERS 2,636,100 617,127 - FUND BALANCE/CARRYOVER - - 1,701,625 222 ---PAGE BREAK--- INTERNAL SERVICE FUNDS 223 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Internal Service funds are used to account for the financing of goods or services provided by one department to other departments on a breakeven or cost reimbursement basis. These funds are also presented by area of responsibility under Management Services. INTERNAL SERVICE FUNDS Internal Service Funds Fleet & Facilities Risk Management Information Technology 224 ---PAGE BREAK--- Fleet & Facilities Fleet Non-general operations indicated by underlined text. FUNCTIONS The Fleet & Facilities Internal Service fund is used to account for the financing of goods or services provided by one department to other departments on a breakeven or cost reimbursement basis. The Fleet & Facilities fund includes costs of operating a maintenance facility for automotive, mechanical, and electrical equipment used by other departments. These costs are billed to the other departments at actual cost, which includes depreciation on the garage building, improvements, and the machinery and equipment used to provide the services. This fund also accounts for maintenance of City facilities and a central warehouse. FLEET & FACILITIES Organizational Structure Facilities Central Stores 225 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES FLEET AND FACILITIES 2017 BUDGET 2016 ADOPTED 2015 ACTUAL FLEET AND FACILITIES REVENUES CHARGES FOR SERVICES 8,861,275 7,790,671 7,965,450 INTEREST 5,000 ) (4,697 5,000 MISCELLANEOUS 267,125 1,825,440 267,125 OTHER FINANCING SOURCES 2,115,675 50,000 2,081,325 10,318,900 11,249,075 9,661,413 EXPENDITURES FLEET & FACILITIES 11,249,075 9,919,739 10,318,900 10,318,900 11,249,075 9,919,739 226 ---PAGE BREAK--- 8,861,275 7,965,450 8,861,275 7,965,450 5,000 5,000 5,000 5,000 192,125 192,125 75,000 75,000 267,125 267,125 1,965,675 2,061,325 150,000 20,000 2,115,675 2,081,325 11,249,075 10,318,900 FLEET AND FACILITIES TOTAL 9,661,414 5,622,980 Carryover is the use of prior earnings to cover current operating expenses and/or equipment purchases. TRANSFERS 50,000 150,000 Transfers represent an amount of BDO lease revenue funds to help cover operations, equipment purchases, and specific project expenses. 50,000 150,000 Sale of Assets revenues generated through the occasional sale of City fixed assets that are declared surplus, primarily vehicles. 1,825,440 895,572 OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - MISCELLANEOUS OTHER 1,617,132 522,076 Other describes revenue received that does not fall into other revenue categories. SALE OF ASSETS 208,308 373,496 INTEREST GENERAL (4,697) - Interest Earnings are from the fund's positive cash balance. (4,697) - CHARGES FOR SERVICES OPERATIONS 7,790,671 4,577,408 Operating Revenue is from the sale of gasoline, rental of vehicles and equipment, and electronic services. 7,790,671 4,577,408 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET FLEET AND FACILITIES 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 227 ---PAGE BREAK--- 5,000 5,000 192,125 192,125 1,965,675 2,061,325 75,000 75,000 150,000 20,000 8,861,275 7,965,450 11,249,075 10,318,900 USER FEES/PERMITS MANAGEMENT SERVICES INTEREST INCOME MISCELLANEOUS PRIOR FUND BALANCE SALE OF ASSETS TRANSFER FROM OTHER FUNDS 10,318,900 9,919,740 6,149,021 11,249,075 10,318,900 FUNDING SOURCES DIVISION SUMMARY MANAGEMENT SERVICES FLEET & FACILITIES 9,919,740 6,149,021 11,249,075 INFRASTRUCTURE TRANSFERS (649,998) ‐ ‐ ‐ 9,919,740 6,149,021 11,249,075 10,318,900 DEBT SERVICE 66,016 831,014 1,225,475 956,050 EQUIPMENT 1,075,238 206,911 1,018,550 563,950 OTHER OPERATING EXPENSE 5,342,339 2,975,757 5,308,075 5,247,225 DATA PROCESSING 114,850 66,975 114,850 114,850 SUPPLIES 99,759 55,792 181,975 175,850 CHARGES FOR SERVICES 2,487,840 1,175,142 1,870,500 1,824,850 PERSONNEL SERVICES 1,383,696 837,430 1,529,650 1,436,125 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES FLEET AND FACILITIES 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET MANAGEMENT SERVICES PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE EQUIPMENT INFRASTRUCTURE TRANSFERS 228 ---PAGE BREAK--- Information Technology IT Operations Non-general operations indicated by underlined text. FUNCTIONS The Information Technology Internal Service fund is used to account for the financing of technology related goods or services provided by the IT Division to other departments on a breakeven or cost reimbursement basis. The IT fund accounts for the City’s use of technology, system networks, telecommunications, GIS, software applications, cell phones, and Channel 17 cable TV network. Costs are charged to the departments on an estimated usage basis. INFORMATION TECHNOLOGY Organizational Structure Communications GIS Cable TV Network 229 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES INFORMATION TECHNOLOGY 2017 BUDGET 2016 ADOPTED 2015 ACTUAL INFORMATION TECHNOLOGY REVENUES CHARGES FOR SERVICES 3,248,525 3,955,490 3,504,200 INTEREST 2,500 582 2,500 MISCELLANEOUS 500 368 500 OTHER FINANCING SOURCES 681,500 - 2,191,650 5,698,850 3,933,025 3,956,439 EXPENDITURES IT - INFORMATION TECHNOLOGY 3,933,025 3,714,126 5,698,850 5,698,850 3,933,025 3,714,126 230 ---PAGE BREAK--- 3,248,525 3,504,200 3,248,525 3,504,200 2,500 2,500 2,500 2,500 500 500 500 500 681,500 1,034,000 - 1,157,650 - 2,191,650 3,251,525 5,698,850 INFORMATION TECHNOLOGY TOTAL 3,956,440 2,128,292 OTHER FINANCING SOURCES LEASE PROCEEDS - - Lease proceeds represent the lease revenue received for the purchase of a new ERP (Enterprise Resource Planning) system. - - MISCELLANEOUS OTHER 368 100 Miscellaneous revenues account for revenues that do not fit into other revenue categories. 368 100 INTEREST GENERAL 582 1,566 Interest Earnings are from the fund's positive cash balance. 582 1,566 CHARGES FOR SERVICES OPERATIONS 3,955,490 2,126,626 Operating Revenues result from providing data processing and communication services to other City Departments. 3,955,490 2,126,626 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET INFORMATION TECHNOLOGY 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET TRANSFERS - 492,500 Transfers represent the cost of upgrades benefiting other City Departments. 231 ---PAGE BREAK--- 3,000 3,000 189,000 175,000 492,500 859,000 ‐ 1,157,650 3,248,525 3,504,200 3,933,025 5,698,850 SUPPLIES MANAGEMENT SERVICES MISCELLANEOUS PRIOR FUND BALANCE TRANSFER FROM OTHER FUNDS USER FEES/PERMITS LEASE PROCEEDS 5,698,850 3,714,126 2,267,855 3,933,025 5,698,850 FUNDING SOURCES DIVISION SUMMARY MANAGEMENT SERVICES IT ‐ INFORMATION TECHNOLOGY 3,714,126 2,267,855 3,933,025 FUND BALANCE/CARRYOVER ‐ ‐ 156,650 144,850 3,714,125 2,267,855 3,933,025 5,698,850 EQUIPMENT 901,331 557,034 654,300 2,036,000 INFRASTRUCTURE TRANSFERS (78,412) ‐ ‐ ‐ OTHER OPERATING EXPENSE 571,612 216,666 584,750 223,400 DATA PROCESSING 1,566 ‐ 2,500 ‐ DEBT SERVICE ‐ ‐ ‐ 241,575 7,145 3,836 9,475 21,750 CHARGES FOR SERVICES 984,653 678,676 1,051,400 1,421,125 MANAGEMENT SERVICES PERSONNEL SERVICES 1,326,230 811,643 1,473,950 1,610,150 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES INFORMATION TECHNOLOGY 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE EQUIPMENT INFRASTRUCTURE TRANSFERS FUND BALANCE/CARRYOVER 232 ---PAGE BREAK--- Risk Management Risk Management Operations Non-general operations indicated by underlined text. FUNCTIONS The Risk Management Internal Service fund oversees monitoring and administering liability and workman’s compensation claims against the City, determining the City’s insurance needs and implementing safety programs. Costs are charged to departments on percentage basis according to type of employees and total payroll. RISK MANAGEMENT Organizational Structure 233 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES RISK MANAGEMENT 2017 BUDGET 2016 ADOPTED 2015 ACTUAL RISK MANAGEMENT REVENUES CHARGES FOR SERVICES 1,599,475 1,812,645 1,601,500 INTEREST 2,000 7,747 2,000 MISCELLANEOUS 1,000 - 1,000 1,604,500 1,602,475 1,820,392 EXPENDITURES RISK MANAGEMENT 1,602,475 2,506,577 1,604,500 1,604,500 1,602,475 2,506,577 234 ---PAGE BREAK--- 1,599,475 1,601,500 1,599,475 1,601,500 2,000 2,000 2,000 2,000 1,000 1,000 1,000 1,000 1,602,475 1,604,500 RISK MANAGEMENT TOTAL 1,820,392 934,865 MISCELLANEOUS OTHER - - Miscellaneous revenues account for revenues that do not fit into other revenue categories. - - INTEREST GENERAL 7,747 - Interest Earnings are from the fund's positive cash balance. 7,747 - CHARGES FOR SERVICES OPERATIONS 1,812,645 934,865 Transfers account for revenue received from other City Departments to fund insurance, workers' compensation, and unemployment costs for the City. 1,812,645 934,865 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET RISK MANAGEMENT 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 235 ---PAGE BREAK--- 3,000 3,000 ‐ ‐ 1,599,475 1,601,500 1,602,475 1,604,500 USER FEES/PERMITS FUNDING SOURCES MANAGEMENT SERVICES MISCELLANEOUS PRIOR FUND BALANCE RISK MANAGEMENT 2,506,577 1,282,940 1,602,475 1,604,500 2,506,577 1,282,940 1,602,475 1,604,500 2,506,577 1,282,940 1,602,475 1,604,500 DIVISION SUMMARY MANAGEMENT SERVICES DATA PROCESSING 24,750 14,375 24,750 24,750 FUND BALANCE/CARRYOVER ‐ ‐ 126,150 126,300 CHARGES FOR SERVICES 395,544 369,595 369,025 369,025 OTHER OPERATING EXPENSE 1,960,325 864,754 1,007,875 1,007,875 PERSONNEL SERVICES 56,152 34,156 62,675 64,550 SUPPLIES 69,806 60 12,000 12,000 SUMMARY OF DEPARTMENTAL EXPENDITURES RISK MANAGEMENT 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET MANAGEMENT SERVICES OGDEN CITY 2016‐2017 BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING FUND BALANCE/CARRYOVER 236 ---PAGE BREAK--- TRUST FUNDS 237 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Trust Funds are funds used to account for assets over which the entity acts as a trustee. Trust Funds are accounted for separately and in some cases the income only, not the principal, may be expended. Trust Funds are also used to account for grants and donations awarded to Ogden City. TRUST FUNDS Trust Funds Gomer Nicholas Trust Cemetery Perpetual Care Trust Misc Grants & Donations Trust Major Grants Trust 238 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Trust Funds are funds used to account for assets over which the entity acts as a trustee. These funds must be invested and the income only, not the principal, may be expended. The Gomer A. Nicholas Park Endowment Fund is a permanent fund to account for the interest earnings and the transfer of these earnings to the Capital Improvement Projects Fund for use in park development. GOMER NICHOLAS NON-EXPENDABLE TRUST Gomer Nicholas Trust Trust Funds 239 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES GOMER NICHOLAS NON‐EXPENDABLE TRUST 2017 BUDGET 2016 ADOPTED 2015 ACTUAL GOMER NICHOLAS NON‐EXPENDABLE TRUST REVENUES INTEREST 1,500 2,111 1,500 1,500 1,500 2,111 EXPENDITURES FISCAL OPERATIONS 1,500 - 1,500 1,500 1,500 ‐ 240 ---PAGE BREAK--- 1,500 1,500 1,500 1,500 1,500 1,500 INTEREST GENERAL 2,111 1,921 Interest generated from a trust fund represents the only continual source of revenue for this fund. 2,111 1,921 GOMER NICHOLAS NON-EXPENDABLE TRUST TOTAL 2,111 1,921 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET GOMER NICHOLAS NON-EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 241 ---PAGE BREAK--- 1,500 1,500 1,500 1,500 MANAGEMENT SERVICES INTEREST INCOME 1,500 ‐ 1,800 1,500 1,500 FUNDING SOURCES DIVISION SUMMARY MANAGEMENT SERVICES FISCAL OPERATIONS ‐ 1,800 1,500 OPERATING TRANSFERS ‐ 1,800 1,500 1,500 ‐ 1,800 1,500 1,500 MANAGEMENT SERVICES OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GOMER NICHOLAS NON‐EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET 242 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Trust Funds are funds used to account for assets over which the entity acts as a trustee. The Cemetery Perpetual Care Fund is used to account for monies received on the sale of grave plots which will provide for perpetual upkeep of the graves, headstones, curbs, and sidewalks. CEMETERY PERPETUAL CARE EXPENDABLE TRUST Cemetery Perpetual Care Trust Trust Funds 243 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES CEMETERY PERPETUAL CARE EXPENDABLE TRUST 2017 BUDGET 2016 ADOPTED 2015 ACTUAL CEMETERY PERPETUAL CARE EXPENDABLE TRUST REVENUES CHARGES FOR SERVICES 9,250 8,626 9,250 INTEREST 12,000 5,594 12,000 OTHER FINANCING SOURCES 178,750 - - 21,250 200,000 14,220 EXPENDITURES PARKS 200,000 ) (1,558 21,250 21,250 200,000 ) (1,558 244 ---PAGE BREAK--- 9,250 9,250 9,250 9,250 12,000 12,000 12,000 12,000 178,750 - 178,750 - 200,000 21,250 INTEREST GENERAL 5,594 - Interest Earnings are from the fund's positive cash balance. OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS - - Carryover is the use of prior earnings to cover current operating expenses and/or equipment purchases. - - CEMETERY PERPETUAL CARE EXPENDABLE TRUST TOTAL 14,220 6,328 8,626 6,328 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET CEMETERY PERPETUAL CARE EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET - CHARGES FOR SERVICES PARKS AND RECREATION 8,626 6,328 Perpetual care funds provided from plot sales in the cemetery and the pet cemetery. 5,594 245 ---PAGE BREAK--- 12,000 12,000 9,250 9,250 178,750 ‐ 200,000 21,250 FUNDING SOURCES PUBLIC SERVICES MISCELLANEOUS PRIOR FUND BALANCE PARKS (1,558) 545 200,000 21,250 (1,558) 545 200,000 21,250 USER FEES/PERMITS (1,558) 545 200,000 21,250 DIVISION SUMMARY PUBLIC SERVICES PUBLIC SERVICES IMPROVEMENTS ‐ ‐ 171,600 ‐ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES CEMETERY PERPETUAL CARE EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET OTHER OPERATING EXPENSE (1,558) 545 28,400 21,250 246 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Trust Funds are funds used to account for assets over which the entity acts as a trustee. The Misc. Grants & Donations Expendable Trust is used to account for intergovernmental revenue, miscellaneous donations, and the City’s portion of any grant match requirements. MISCELLANEOUS GRANTS & DONATIONS EXPENDABLE TRUST Misc Grants & Donations Grant & Donation Funds 247 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2017 BUDGET 2016 ADOPTED 2015 ACTUAL MISC. GRANTS & DONATIONS EXPENDABLE TRUST REVENUES CHARGES FOR SERVICES 3,000 1,611 3,000 INTERGOVERNMENTAL REVENUE - 689,531 - MISCELLANEOUS 7,000 59,252 7,000 OTHER FINANCING SOURCES - 46,449 - 10,000 10,000 796,842 EXPENDITURES BUSINESS DEVELOPMENT - 29,055 - CED ADMINISTRATION - 39,787 - MEDICAL SERVICES - 351,724 - NON-DEPT MISCELLANEOUS - 198,256 - OFD PREVENTION - 38,319 - OPD ADMINISTRATION - 25,376 - OPD INVESTIGATIONS - 143,013 - PARKS - 7,975 - PLANNING 7,000 - 7,000 RECREATION 3,000 28,151 3,000 10,000 10,000 861,656 248 ---PAGE BREAK--- - - 3,000 3,000 3,000 3,000 - - - - - - - - 7,000 7,000 7,000 7,000 COUNTY FUNDS 1,229 - This is funding received through the County and passed on to Ogden City related to EDC Utah. Other is to record revenue received that does not fall into other revenue categories. 59,252 7,425 State Grants represents grants received from the State of Utah for specific grant purposes. 689,530 (50,451) MISCELLANEOUS OTHER 59,252 7,425 INTERGOVERNMENTAL REVENUE FEDERAL GRANTS 590,276 (156,714) This is Federal assistance for specific grant purposes. STATE GRANTS 98,025 106,263 Ogden Trails merchandise sales. PARKS AND RECREATION 2,379 344 This category of revenue accounts for recreational programs funded by donations. 1,611 344 CHARGES FOR SERVICES MISCELLANEOUS (768) - OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 249 ---PAGE BREAK--- - - - - 10,000 10,000 Donations are generally specified for a specific purpose. 46,449 - MISC. GRANTS & DONATIONS EXPENDABLE TRUST TOTAL 796,842 (42,682) OTHER FINANCING SOURCES DONATIONS 46,449 - OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 250 ---PAGE BREAK--- ‐ ‐ ‐ ‐ 7,000 7,000 7,000 7,000 FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT DONATIONS INTERGOVERNMENTAL TRANSFER FROM OTHER FUNDS BUSINESS DEVELOPMENT 29,055 2,301 ‐ ‐ 68,842 2,301 7,000 7,000 CED ADMINISTRATION 39,787 ‐ ‐ ‐ PLANNING ‐ ‐ 7,000 7,000 68,842 2,301 7,000 7,000 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT OTHER OPERATING EXPENSE 68,163 1,190 7,000 7,000 BUILDING 629 ‐ ‐ ‐ 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST PERSONNEL SERVICES 50 1,111 ‐ ‐ 251 ---PAGE BREAK--- ‐ ‐ ‐ ‐ 88,505 ‐ ‐ ‐ INTERGOVERNMENTAL REVENUE FIRE OTHER OPERATING EXPENSE ‐ 390,043 ‐ ‐ ‐ FUNDING SOURCES DIVISION SUMMARY FIRE MEDICAL SERVICES 351,724 ‐ ‐ EQUIPMENT 301,538 ‐ ‐ ‐ 390,043 ‐ ‐ ‐ PREVENTION 38,319 ‐ ‐ ‐ SUMMARY OF DEPARTMENTAL EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET FIRE OGDEN CITY 2016‐2017 BUDGET 252 ---PAGE BREAK--- ‐ ‐ ‐ ‐ FUNDING SOURCES MISCELLANEOUS 198,256 ‐ ‐ ‐ 198,256 ‐ ‐ ‐ NON‐DEPARTMENTAL MISCELLANEOUS 198,256 ‐ ‐ ‐ DIVISION SUMMARY NON‐DEPARTMENTAL NON‐DEPARTMENTAL OTHER OPERATING EXPENSE 198,256 ‐ ‐ ‐ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET 253 ---PAGE BREAK--- ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ DONATIONS INTERGOVERNMENTAL MISCELLANEOUS 168,389 54,880 ‐ ‐ FUNDING SOURCES POLICE ‐ INVESTIGATIONS 143,013 33,381 ‐ ‐ DIVISION SUMMARY POLICE OPD ADMINISTRATION 25,376 21,499 ‐ OTHER OPERATING EXPENSE 116,816 33,381 ‐ ‐ 168,389 54,880 ‐ ‐ POLICE SUPPLIES 51,573 21,499 ‐ ‐ OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET 254 ---PAGE BREAK--- 3,000 3,000 ‐ ‐ ‐ ‐ 3,000 3,000 USER PERMITS/FEES INTERGOVERNMENTAL TRANSFER FROM OTHER FUNDS 36,126 475 3,000 3,000 FUNDING SOURCES PUBLIC SERVICES RECREATION 28,151 475 3,000 3,000 DIVISION SUMMARY PUBLIC SERVICES PARKS 7,975 ‐ ‐ OTHER OPERATING EXPENSE 36,126 475 3,000 3,000 36,126 475 3,000 3,000 PUBLIC SERVICES OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MISC. GRANTS & DONATIONS EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET ‐ 255 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS Trust Funds are funds used to account for assets over which the entity acts as a trustee. The Major Grants Expendable Trust accounts for major intergovernmental revenue received by the City, program income generated by grant activities, and operation of the City Business Information Center (BIC). MAJOR GRANTS EXPENDABLE TRUST Major Grants Grant Funds 256 ---PAGE BREAK--- OGDEN CITY 2016- 2017 BUDGET SUMMARY OF REVENUES AND EXPENDITURES MAJOR GRANTS EXPENDABLE TRUST 2017 BUDGET 2016 ADOPTED 2015 ACTUAL MAJOR GRANTS EXPENDABLE TRUST REVENUES CHARGES FOR SERVICES 2,187,675 2,774,786 2,535,375 INTEREST - 18,629 - INTERGOVERNMENTAL REVENUE 4,893,975 5,167,432 2,781,175 MISCELLANEOUS 110,700 106 110,700 OTHER FINANCING SOURCES 1,840,850 150,000 1,978,850 7,406,100 9,033,200 8,110,954 EXPENDITURES BUSINESS DEVELOPMENT 2,064,825 4,136,460 720,525 COMMUNITY DEVELOPMENT 6,968,375 3,891,092 6,685,575 7,406,100 9,033,200 8,027,552 257 ---PAGE BREAK--- 452,425 718,475 1,735,250 1,816,900 2,187,675 2,535,375 - - - - - 4,143,975 2,781,175 750,000 - 4,893,975 2,781,175 110,700 110,700 110,700 110,700 The Business Information Center (BIC) generates operational income from loan processing fees. 106 - Federal Grants represents Federal grant money anticipated or received to help fund various projects in which the Federal Government participates. 5,167,432 562,500 STATE FUNDS - 562,500 State funding received for Unit Reduction as approved by the State Legislature. Operating Revenue is earned from specific program fees, payments, and loan proceeds. 2,774,786 2,548,027 Operating Revenue represents income generated due to specific programs. OPERATIONS 1,500,032 1,714,753 MISCELLANEOUS OTHER 106 Interest Income is earned on the fund's positive cash balance. 18,629 INTERGOVERNMENTAL REVENUE FEDERAL GRANTS 5,167,432 - INTEREST GENERAL 18,629 - - CHARGES FOR SERVICES ADMINISTRATIVE 1,274,754 833,274 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET MAJOR GRANTS EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET 258 ---PAGE BREAK--- 490,850 628,850 1,350,000 1,350,000 1,840,850 1,978,850 9,033,200 7,406,100 OGDEN CITY 2016-2017 BUDGET FISCAL YEAR REVENUE BUDGET MAJOR GRANTS EXPENDABLE TRUST 2015 ACTUAL 2016 7-MO ACTUAL 2016 ADOPTED 2017 BUDGET MAJOR GRANTS EXPENDABLE TRUST TOTAL 8,110,953 3,310,527 OTHER FINANCING SOURCES TRANSFERS 150,000 200,000 Transfers record revenue received from other City funds, generally as a match for grant funds. Transfers also account for funding transferred from BDO lease revenue to support the Quality Neighborhoods initiative and the HELP Loan program. 150,000 200,000 FUND BALANCE/CARRYOVERS - - Carryover is the use of prior earnings to cover current operating expenses and/or equipment purchases. 259 ---PAGE BREAK--- 4,143,975 2,781,175 750,000 ‐ 110,700 110,700 490,850 628,850 1,350,000 1,350,000 2,187,675 2,535,375 9,033,200 7,406,100 8,027,552 2,991,517 9,033,200 7,406,100 TRANSFER FROM OTHER FUNDS USER FEES/PERMITS FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT FEDERAL FUNDS INTERGOVERNMENTAL MISCELLANEOUS INCOME PRIOR FUND BALANCE/CARRYOVER BUSINESS DEVELOPMENT 4,136,460 COMMUNITY DEVELOPMENT 3,891,092 2,818,160 6,968,375 6,685,575 8,027,551 2,991,517 9,033,200 7,406,100 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT DEBT SERVICE 1,505 ‐ ‐ ‐ 173,357 2,064,825 720,525 OTHER OPERATING EXPENSE 7,097,842 2,603,251 8,275,325 6,656,900 DATA PROCESSING 45,520 29,678 46,275 47,825 SUPPLIES 4,049 2,528 8,000 8,000 CHARGES FOR SERVICES 44,684 17,937 64,325 73,125 COMMUNITY AND ECONOMIC DEVELOPMENT PERSONNEL SERVICES 719,671 338,123 639,275 620,250 OGDEN CITY 2016‐2017 BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES MAJOR GRANTS EXPENDABLE TRUST 2015 ACTUAL 2016 7‐MO ACTUAL 2016 ADOPTED 2017 BUDGET NON‐CLASSIFIED OPERATING 114,280 ‐ ‐ ‐ PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING NON‐CLASSIFIED OPERATING DEBT SERVICE 260 ---PAGE BREAK--- SCHEDULES 261 ---PAGE BREAK--- COMMUNITY DEVELOPMENT 17.65 ENVIRONMENTAL PROTECTION 99.75 GENERAL ADMINISTRATION AND SUPPORT 114.35 LEISURE OPPORTUNITIES 33.00 PUBLIC SAFETY 308.00 TRANSPORTATION 32.25 605.00 OGDEN CITY 2016-2017 BUDGET PERSONNEL REPORT BY PROGRAM PERSONNEL REPORT BY PROGRAM COMMUNITY DEVELOPMENT ENVIRONMENTAL PROTECTION GENERAL ADMINISTRATION AND SUPPORT LEISURE OPPORTUNITIES PUBLIC SAFETY TRANSPORTATION 262 ---PAGE BREAK--- Fund Department Division Position Title Benchmarked Reclassified Added Eliminated Title Change City-Wide City-Wide City-Wide Director level range increased from 73 to 74 6 City-Wide City-Wide City-Wide Deputy Department Director level range increased from 67 to 69 7 City-Wide City-Wide City-Wide Manager level range increased from 61 to 62 17 City-Wide City-Wide City-Wide Maintenance Crew Leader range increased from 35 to 36 15 City-Wide City-Wide City-Wide Maintenance Technician range increased from 26 to 27 27 City-Wide City-Wide City-Wide Equipment Operator range increased from 29 to 30 12 City-Wide City-Wide City-Wide Senior Account Clerk range increased from 27 to 28 6 City-Wide City-Wide City-Wide Senior Office Assistant range increased from 24 to 25 13 City-Wide City-Wide City-Wide Deputy Manager level range increased from 56 to 57 4 City-Wide City-Wide City-Wide Heavy Equipment Operator range increased from 32 to 33 12 City-Wide City-Wide City-Wide Senior Maintenance Technician range increased from 32 to 33 4 Enterprise Community & Economic Development Airport Airport Office Technician range increased from 36 to 37 1 Enterprise Community & Economic Development Airport Airport Maintenance Technician range increased from 29 to 31 1 Enterprise Community & Economic Development Airport Airport Maintenance Crew Leader range increased from 38 to 40 1 Enterprise Community & Economic Development Airport Airport Maintenance Supervisor range increased from 46 to 47 1 Enterprise Public Services Golf Courses Assistant Golf Course Superintendent range increased from 33 to 34 1 Enterprise Public Services Golf Courses Golf Course Superintendent range increased from 56 to 57 1 Enterprise Public Services Refuse Solid Waste Collector range increased from 28 to 30 7 Enterprise Public Services Sewer Utility Sewer Utility Inspector position added 1 Enterprise Public Services Water Utility Water Meter Reader reclassified to Water Maintenance Technician I 4 Enterprise Public Services Water Utility Water Meter Reader position eliminated (vacant) 1 Enterprise Public Services Water Utility Assistant Water Utility Manager range increased from 48 to 49 1 Enterprise Public Services Water Utility Utility Accounting Supervisor range increased from 48 to 49 1 Enterprise Public Services Water Utility Customer Service Representative range increased from 24 to 25 2 OGDEN CITY FY2016-2017 BUDGET SUMMARY OF STAFFING CHANGES 263 ---PAGE BREAK--- Fund Department Division Position Title Benchmarked Reclassified Added Eliminated Title Change OGDEN CITY FY2016-2017 BUDGET SUMMARY OF STAFFING CHANGES Enterprise Public Services Water Utility Account Clerk range increased from 24 to 25 2 Enterprise Public Services Water Utility Water Production Supervisor range increased from 48 to 49 1 General City Attorney City Attorney Office Assistant and Sr. Office Assistant reclassified to Prosecutor Sr. Office Assistant 2 General City Attorney City Attorney City Attorney range increased from 75 to 78 1 General City Attorney City Attorney Deputy Director City Attorney range increased from 67 to 70 1 General City Attorney City Attorney Assistant City Attorney range increased from 63 to 67 2 General City Attorney City Attorney City Prosecutor range increased from 61 to 63 1 General City Attorney City Attorney Assistant City Prosecutor range increased from 52 to 53 1 General City Council City Council Policy Analyst position added 1 General City Council City Council Communications Manager range increased from 50 to 51 1 General Community & Economic Development Arts, Culture, & Events Special Events Technician position added 1 General Community & Economic Development Arts, Culture, & Events Special Events/Sr. Project Coordinator reclassified to Arts, Culture, and Events Division Manager 1 General Community & Economic Development Building Services Development Services Technician and Business License Technician titles changed to Building Services Technician and ranges increased from 27 to 29 5 5 General Community & Economic Development Building Services Lead Inspector/Building Official range increased from 54 to 55 1 General Community & Economic Development Building Services Plan Review/Code Inspector range increased from 43 to 44 5 General Community & Economic Development Building Services Lead Inspector range increased from 50 to 51 1 General Community & Economic Development Planning Senior Planner range increased from 46 to 48 2 General Management Services Comptroller Senior Analyst range increased from 53 to 54 1 General Management Services Comptroller and Treasury Senior Accountant position was moved from Comptroller to Treasury 1 General Management Services Comptroller and Treasury Senior Account Clerk position was moved from Treasury to Comptroller 1 General Management Services Comptroller and Treasury Senior Accountant range increased from 49 to 50 2 General Management Services Human Resources Human Resources/Risk Manager reclassified to Management Services Deputy Department Director/HR/Risk 1 264 ---PAGE BREAK--- Fund Department Division Position Title Benchmarked Reclassified Added Eliminated Title Change OGDEN CITY FY2016-2017 BUDGET SUMMARY OF STAFFING CHANGES General Management Services Human Resources Benefits Technician range increased from 36 to 37 1 General Management Services Human Resources Payroll Technician range increased from 36 to 37 1 General Management Services Justice Court Chief Court Clerk title changed to Assistant Court Administrator and range increased from 48 to 49 1 1 General Management Services Justice Court In-Court Clerk range increased from 31 to 32 2 General Management Services Justice Court Court Clerk range increased from 25 to 26 5 General Management Services Recorder Deputy City Recorder range increased from 35 to 36 1 General Management Services Recorder Chief Deputy Recorder range increased from 39 to 40 1 General Management Services Recorder Deputy Recorder/Records Specialist range increased from 39 to 40 1 General Management Services Treasury Purchasing Coordinator range increased from 45 to 46 1 General Management Services Treasury Purchasing Technician range increased from 27 to 28 1 General Police Police Community Service Officer reclassified to CSO Supervisor 1 General Police Police Lieutenant position added 1 General Police Police Deputy Department Director (Non-Sworn) position eliminated 1 General Police Police Community Services Officer range increased from 28 to 29 9 General Police Police Police Records Supervisor range increased from 38 to 40 1 General Police Police Parking Enforcement Officer range increased from 25 to 26 2 General Public Services Engineering Principal Engineer positions added (charged out to Water Utility and Sewer Utility funds) 3 General Public Services Engineering Principal Engineer range increased from 56 to 57 3 General Public Services Engineering Engineer range increased from 50 to 51 1 General Public Services Engineering City Surveyor range increased from 47 to 48 1 General Public Services Engineering Construction Inspector range increased from 40 to 41 3 General Public Services Recreation Senior Center Supervisor range increased from 41 to 42 1 Internal Service Management Services Fleet & Facilities Office Assistant position added 1 Internal Service Management Services Fleet & Facilities Stores Clerk range increased from 20 to 24 2 265 ---PAGE BREAK--- Fund Department Division Position Title Benchmarked Reclassified Added Eliminated Title Change OGDEN CITY FY2016-2017 BUDGET SUMMARY OF STAFFING CHANGES Internal Service Management Services Fleet & Facilities and Information Technology Electronics & Communication Technician position moved from Fleet & Facilities to Information Technology 1 Internal Service Management Services Information Technology Operations Supervisor - IT range increased from 51 to 56 1 Internal Service Management Services Information Technology Customer Account Supervisor range increased from 51 to 56 1 Internal Service Management Services Information Technology Customer Support Technician II range increased from 34 to 35 1 Internal Service Management Services Information Technology Customer Support Technician III range increased from 41 to 42 2 Internal Service Management Services Information Technology Customer Support Supervisor range increased from 43 to 44 1 Internal Service Management Services Information Technology Network Administrator range increased from 49 to 50 2 Internal Service Management Services Information Technology Database Administrator range increased from 50 to 53 1 Internal Service Management Services Information Technology GIS Senior Project Coordinator range increased from 48 to 49 1 Total 215 12 8 2 6 266 ---PAGE BREAK--- GENERAL FUND MAYOR MAYOR POSITION RANGE 2015 2016 2017 MAYOR MAYOR 1.00 1.00 1.00 CHIEF ADMINISTRATIVE OFFICER CAO 1.00 1.00 1.00 EXECUTIVE ASSISTANT (TO CAO) STAFF36 1.00 1.00 1.00 DIVISION TOTAL: 3.00 3.00 3.00 DEPARTMENT FULL TIME: 3.00 3.00 3.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 1.82 1.82 TOTAL PERSONNEL: 3.00 4.82 4.82 OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT 267 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT COUNCIL COUNCIL POSITION RANGE 2015 2016 2017 COUNCIL CHAIRMAN COUNCIL 1.00 1.00 1.00 COUNCIL VICE CHAIRMAN COUNCIL 1.00 1.00 1.00 COUNCIL MEMBERS COUNCIL 5.00 5.00 5.00 EXECUTIVE DIRECTOR-CITY COUNCIL ED74 0.00 0.00 1.00 EXECUTIVE DIRECTOR-CITY COUNCIL ED73 1.00 1.00 0.00 DEPUTY DIRECTOR-CITY COUNCIL DD69 0.00 0.00 1.00 DEPUTY DIRECTOR-CITY COUNCIL DD67 1.00 1.00 0.00 POLICY ANALYST STAFF62 0.00 0.00 2.00 POLICY ANALYST STAFF61 1.00 1.00 0.00 COMMUNICATIONS MANAGER STAFF51 0.00 0.00 1.00 COMMUNICATIONS MANAGER STAFF50 1.00 1.00 0.00 OFFICE MANAGER STAFF46 0.00 1.00 1.00 OFFICE COORDINATOR STAFF38 1.00 0.00 0.00 DIVISION TOTAL: 12.00 12.00 13.00 DEPARTMENT FULL TIME: 12.00 12.00 13.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 6.12 6.85 5.78 TOTAL PERSONNEL: 18.12 18.85 18.78 268 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MANAGEMENT SERVICES ADMINISTRATION POSITION RANGE 2015 2016 2017 MANAGEMENT SERVICES DIRECTOR DIR74 0.00 0.00 1.00 MANAGEMENT SERVICES DIRECTOR DIR73 1.00 1.00 0.00 MARKETING & COMMUNICATIONS ADMINISTRATO50 1.00 1.00 1.00 DIGITAL MEDIA PRODUCER 43 0.00 1.00 1.00 ADMINISTRATIVE ASSISTANT 31 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 3.00 4.00 4.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 4.23 0.46 0.46 DIVISION TOTAL PERSONNEL: 7.23 4.46 4.46 COMPTROLLER POSITION RANGE 2015 2016 2017 COMPTROLLER DIV62 0.00 0.00 1.00 COMPTROLLER DIV61 0.00 1.00 0.00 FINANCE MANAGER/CITY TREASURER DIV61 1.00 0.00 0.00 DEPUTY COMPTROLLER ADIV57 0.00 0.00 1.00 DEPUTY COMPTROLLER ADIV56 0.00 1.00 0.00 ASSISTANT FINANCE MANAGER ADIV56 1.00 0.00 0.00 SENIOR ANALYST 54 0.00 0.00 1.00 SENIOR ANALYST 53 1.00 1.00 0.00 SENIOR ACCOUNTANT 50 0.00 0.00 1.00 SENIOR ACCOUNTANT 49 2.00 2.00 0.00 ACCOUNTING TECHNICIAN II 38 1.00 1.00 1.00 SENIOR ACCOUNT CLERK 28 0.00 0.00 1.00 SENIOR ANALYST 54 (budgeted in Prop Mgmt- BDO) -0.65 -0.65 -0.65 DIVISION FULL TIME TOTAL: 5.35 5.35 5.35 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.03 0.03 TEMPORARY EQUIVALENTS: 0.77 0.24 0.24 DIVISION TOTAL PERSONNEL: 6.12 5.62 5.62 269 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MANAGEMENT SERVICES FISCAL OPERATIONS - TREASURY POSITION RANGE 2015 2016 2017 FISCAL OP MANAGER (CITY TREASURER) DIV62 0.00 0.00 1.00 FISCAL OP MANAGER (CITY TREASURER) DIV61 0.00 1.00 0.00 SENIOR ACCOUNTANT 50 0.00 0.00 1.00 SENIOR ACCOUNT CLERK 28 0.00 0.00 2.00 SENIOR ACCOUNT CLERK 27 3.00 3.00 0.00 ACCOUNT CLERK - CASHIER 20 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 4.00 5.00 5.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.02 0.02 TEMPORARY EQUIVALENTS: 3.23 2.96 2.96 DIVISION TOTAL PERSONNEL: 7.23 7.97 7.97 HUMAN RESOURCES POSITION RANGE 2015 2016 2017 MGMT SVCS DEPUTY DEPT DIRECTOR/HR/RISK DIV69 0.00 0.00 1.00 HUMAN RESOURCES/RISK MANAGER DIV61 0.00 1.00 0.00 HUMAN RESOURCES MANAGER DIV61 1.00 0.00 0.00 DEPUTY DIVISION HUMAN RESOURCES MANAGER ADIV57 0.00 0.00 1.00 DEPUTY DIVISION HUMAN RESOURCES MANAGER ADIV56 1.00 1.00 0.00 BENEFITS TECHNICIAN 37 0.00 0.00 1.00 PAYROLL TECHNICIAN 37 0.00 0.00 1.00 BENEFITS TECHNICIAN 36 1.00 1.00 0.00 PAYROLL TECHNICIAN 36 1.00 1.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 5.00 5.00 5.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.02 0.02 TEMPORARY EQUIVALENTS: 0.03 0.02 0.04 DIVISION TOTAL PERSONNEL: 5.03 5.04 5.06 270 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MANAGEMENT SERVICES JUSTICE COURT POSITION RANGE 2015 2016 2017 JUDGE JUD 2.00 2.00 2.00 COURT ADMINISTRATOR DIV62 0.00 0.00 1.00 COURT ADMINISTRATOR DIV61 1.00 1.00 0.00 ASSISTANT COURT ADMINISTRATOR 49 0.00 0.00 1.00 CHIEF COURT CLERK 48 1.00 1.00 0.00 COURT LIAISON 38 0.00 1.00 1.00 COURT LIAISON 33 1.00 0.00 0.00 IN-COURT CLERK 32 0.00 0.00 2.00 IN-COURT CLERK 31 2.00 2.00 0.00 COURT CLERK 26 0.00 0.00 5.00 COURT CLERK 25 5.00 5.00 0.00 CASHIER 20 2.00 2.00 2.00 DIVISION FULL TIME TOTAL: 14.00 14.00 14.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 5.64 5.67 5.67 DIVISION TOTAL PERSONNEL: 19.65 19.67 19.67 PURCHASING POSITION RANGE 2015 2016 2017 PURCHASING COORDINATOR 46 0.00 0.00 1.00 PURCHASING COORDINATOR 45 1.00 1.00 0.00 PURCHASING TECHNICIAN 28 0.00 0.00 1.00 PURCHASING TECHNICIAN 27 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 2.00 2.00 2.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 DIVISION TOTAL PERSONNEL: 2.00 2.00 2.00 271 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MANAGEMENT SERVICES RECORDER POSITION RANGE 2015 2016 2017 CITY RECORDER DIV62 0.00 0.00 1.00 CITY RECORDER DIV61 1.00 1.00 0.00 CHIEF DEPUTY RECORDER 40 0.00 0.00 1.00 DEPUTY RECORDER-RECORDS SPECIALIST 40 0.00 0.00 1.00 CHIEF DEPUTY RECORDER 39 1.00 1.00 0.00 DEPUTY RECORDER-RECORDS SPECIALIST 39 1.00 1.00 0.00 DEPUTY CITY RECORDER 36 0.00 0.00 1.00 DEPUTY CITY RECORDER 35 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 4.00 4.00 4.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.02 0.12 0.12 TEMPORARY EQUIVALENTS: 0.00 1.05 1.05 DIVISION TOTAL PERSONNEL: 4.02 5.17 5.17 DEPARTMENT FULL TIME: 37.35 39.35 39.35 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.03 0.19 0.18 TEMPORARY EQUIVALENTS: 13.91 10.40 10.42 TOTAL PERSONNEL: 51.29 49.94 49.95 272 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT ATTORNEY ADMINISTRATION POSITION RANGE 2015 2016 2017 CITY ATTORNEY CA78 0.00 0.00 1.00 CITY ATTORNEY CA75 1.00 1.00 0.00 DEPUTY DEPARTMENT DIRECTOR DDD70 0.00 0.00 1.00 DEPUTY DEPARTMENT DIRECTOR DDD67 1.00 1.00 0.00 ASSISTANT CITY ATTORNEY ACA67 0.00 0.00 2.00 ASSISTANT CITY ATTORNEY ACA63 2.00 2.00 0.00 CITY PROSECUTOR ACA63 0.00 0.00 1.00 CITY PROSECUTOR ACA61 1.00 1.00 0.00 ASSISTANT CITY PROSECUTOR ACA53 0.00 0.00 1.00 ASSISTANT CITY PROSECUTOR ACA52 1.00 1.00 0.00 LEGAL ASSISTANT 38 1.00 1.00 1.00 PROSECUTOR SENIOR OFFICE ASSISTANT 26 0.00 0.00 2.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 OFFICE ASSISTANT 21 1.00 1.00 0.00 DIVISION TOTAL: 9.00 9.00 9.00 DEPARTMENT FULL TIME: 9.00 9.00 9.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 1.06 1.24 1.24 TOTAL PERSONNEL: 10.06 10.24 10.24 273 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT POLICE ADMINISTRATION POSITION RANGE 2015 2016 2017 POLICE CHIEF DIR74 0.00 0.00 1.00 POLICE CHIEF DIR73 1.00 1.00 0.00 DEPUTY CHIEF DDD69 0.00 0.00 2.00 DEPUTY CHIEF DDD67 2.00 2.00 0.00 DEPUTY DIRECTOR DDD67 1.00 1.00 0.00 LIEUTENANT PL 8.00 8.00 9.00 SERGEANT PS 15.00 15.00 15.00 POLICE OFFICER PO/MPO 113.00 112.00 112.00 POLICE OFFICER/COMM SERVICE OFFICER PO/29 5.00 5.00 5.00 PROJECT COORDINATOR 43 1.00 1.00 1.00 CRIME ANALYST 41 1.00 2.00 2.00 POLICE RECORDS SUPERVISOR 40 0.00 0.00 1.00 ANIMAL SERVICES SUPERVISOR 39 1.00 1.00 1.00 POLICE RECORDS SUPERVISOR 38 1.00 1.00 0.00 OFFICE SUPERVISOR 38 0.00 1.00 1.00 SPECIAL SERVICES COORDINATOR 33 1.00 1.00 1.00 CSO SUPERVISOR 33 0.00 0.00 1.00 ADMINISTRATIVE ASSISTANT 31 1.00 0.00 0.00 STRIKE FORCE TECHNICIAN 30 0.00 1.00 1.00 COMMUNITY SERVICE OFFICER 29 0.00 0.00 9.00 COMMUNITY SERVICE OFFICER 28 10.00 10.00 0.00 ANIMAL SERVICES OFFICER 27 2.00 3.00 3.00 PARKING ENFORCEMENT OFFICER 26 0.00 0.00 2.00 PARKING ENFORCEMENT OFFICER 25 2.00 2.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 3.00 SENIOR OFFICE ASSISTANT 24 4.00 3.00 0.00 POLICE RECORDS CLERK 24 6.00 6.00 6.00 DIVISION TOTAL: 175.00 176.00 176.00 DEPARTMENT FULL TIME 175.00 176.00 176.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 20.01 20.99 19.98 TEMPORARY EQUIVALENTS: 15.71 11.17 13.23 TOTAL PERSONNEL: 210.72 208.16 209.20 274 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT FIRE ADMINISTRATION POSITION RANGE 2015 2016 2017 FIRE CHIEF DIR74 0.00 0.00 1.00 FIRE CHIEF DIR73 1.00 1.00 0.00 DEPUTY FIRE CHIEF DDD69 0.00 0.00 1.00 DEPUTY FIRE CHIEF DDD67 1.00 1.00 0.00 BATTALION CHIEF BC 5.00 5.00 5.00 CAPTAIN FC 18.00 18.00 18.00 DEPUTY FIRE MARSHAL DFM 2.00 2.00 2.00 FIREFIGHTER FF 48.00 48.00 48.00 OFFICE SUPERVISOR 38 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 BATTALION CHIEF BC (budgeted in Medical Services) -0.50 -0.50 -0.50 DIVISION TOTAL: 76.50 76.50 76.50 DEPARTMENT FULL TIME 76.50 76.50 76.50 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 1.30 1.09 1.04 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 TOTAL PERSONNEL: 77.80 77.59 77.54 275 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT COMMUNITY AND ECONOMIC DEVELOPMENT ADMINISTRATION POSITION RANGE 2015 2016 2017 CED DIRECTOR DIR74 0.00 0.00 1.00 CED DIRECTOR DIR73 1.00 1.00 0.00 DEPUTY DEPARTMENT DIRECTOR DDD69 0.00 0.00 1.00 DEPUTY DEPARTMENT DIRECTOR DDD67 1.00 1.00 0.00 ADMINISTRATIVE ASSISTANT 31 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 3.00 3.00 3.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.18 0.00 0.00 DIVISION TOTAL PERSONNEL: 3.18 3.00 3.00 ARTS, CULTURE, AND EVENTS POSITION RANGE 2015 2016 2017 ARTS, CULTURE, AND EVENTS MANAGER DIV62 0.00 0.00 1.00 PROJECT COORDINATOR - ARTS COORDINATOR 43 0.00 0.00 1.00 SPECIAL EVENTS TECHNICIAN 37 0.00 0.00 1.00 DIVISION FULL TIME TOTAL: 0.00 0.00 3.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 1.77 7.15 4.51 DIVISION TOTAL PERSONNEL: 1.77 7.15 7.51 276 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES POSITION RANGE 2015 2016 2017 BUILDING SERVICES MANAGER DIV62 0.00 0.00 1.00 BUILDING SERVICES MANAGER DIV61 1.00 1.00 0.00 LEAD INSPECTOR/CHIEF BUILDING OFFICIAL 55 0.00 0.00 1.00 LEAD INSPECTOR/CHIEF BUILDING OFFICIAL 54 1.00 1.00 0.00 LEAD INSPECTOR 51 0.00 0.00 1.00 LEAD INSPECTOR 50 1.00 1.00 0.00 DEVELOPMENT SERVICES SUPERVISOR 50 1.00 0.00 0.00 PLAN REVIEW/CODE INSPECTION 44 0.00 0.00 5.00 PLAN REVIEW/CODE INSPECTION 43 3.00 5.00 0.00 BUSINESS LICENSE COORDINATOR 39 1.00 1.00 1.00 BUSINESS LICENSE ENFORCEMENT OFFICER 32 1.00 1.00 1.00 BUILDING SERVICES TECHNICIAN 29 0.00 0.00 5.00 BUSINESS LICENSE TECHNICIAN 27 2.00 2.00 0.00 DEVELOPMENT SERVICES TECHNICIAN 27 4.00 3.00 0.00 DIVISION FULL TIME TOTAL: 15.00 15.00 15.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.07 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 0.48 0.48 DIVISION TOTAL PERSONNEL: 15.07 15.48 15.48 CODE SERVICES POSITION RANGE 2015 2016 2017 CODE SERVICES SUPERVISOR 50 0.00 1.00 1.00 CODE SERVICES SUPERVISOR 39 1.00 0.00 0.00 SENIOR CODE SERVICES OFFICER 36 0.00 2.00 2.00 CODE SERVICES OFFICER 32 1.00 2.00 2.00 CODE SERVICES COLLECTOR 26 0.00 1.00 1.00 OFFICE ASSISTANT 21 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 3.00 7.00 7.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.04 0.00 0.00 DIVISION TOTAL PERSONNEL: 3.05 7.00 7.00 277 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY DEVELOPMENT ACTIVITIES - GENERAL FUND POSITION RANGE 2015 2016 2017 COMMUNITY DEV MANAGER DIV62 (budgeted in Gen Fnd-Comm Dev) 0.15 0.15 0.15 SENIOR OFFICE ASSISTANT 25 (budgeted in Gen Fnd-Comm Dev) 0.07 0.07 0.07 DIVISION FULL TIME TOTAL: 0.22 0.22 0.22 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.60 1.81 1.81 DIVISION TOTAL PERSONNEL: 0.82 2.03 2.03 ECONOMIC DEVELOPMENT POSITION RANGE 2015 2016 2017 BUSINESS DEV MANAGER DIV62 0.00 0.00 1.00 DIV62 0.00 0.00 1.00 BUSINESS DEV MANAGER DIV61 1.00 1.00 0.00 DIV61 1.00 1.00 0.00 SENIOR PROJECT COORDINATOR 50 2.00 2.00 2.00 SPECIAL EVENTS /SR. PROJECT COORDINATOR 50 1.00 1.00 0.00 PROJECT COORDINATOR - ARTS COORDINATOR 43 0.00 1.00 0.00 PROJECT COORDINATOR DEVELOPMENT 43 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 6.00 7.00 5.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.02 0.02 TEMPORARY EQUIVALENTS: 0.58 0.70 0.70 DIVISION TOTAL PERSONNEL: 6.58 7.72 5.72 BUSINESS RECRUITMENT & RELATIONSHIP MANAG BUSINESS RECRUITMENT & RELATIONSHIP MANAG 278 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING POSITION RANGE 2015 2016 2017 PLANNING MANAGER DIV62 0.00 0.00 1.00 PLANNING MANAGER DIV61 1.00 1.00 0.00 DEPUTY PLANNING MANAGER ADIV57 0.00 0.00 1.00 DEPUTY PLANNING MANAGER ADIV56 1.00 1.00 0.00 SENIOR PLANNER 48 0.00 0.00 2.00 SENIOR PLANNER 46 2.00 2.00 0.00 PLANNER 39 1.00 1.00 1.00 PLANNING TECHNICIAN 30 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 6.00 6.00 6.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 DIVISION TOTAL PERSONNEL: 6.00 6.00 6.00 DEPARTMENT FULL TIME 33.22 38.22 39.22 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.07 0.02 0.02 TEMPORARY EQUIVALENTS: 3.18 10.14 7.50 TOTAL PERSONNEL: 36.47 48.38 46.74 279 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT PUBLIC SERVICES ADMINISTRATION POSITION RANGE 2015 2016 2017 PUBLIC SERVICES DIRECTOR DIR74 0.00 0.00 1.00 PUBLIC SERVICES DIRECTOR DIR73 1.00 1.00 0.00 PROJECT COORDINATOR 43 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 2.00 2.00 2.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.02 0.02 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 DIVISION TOTAL PERSONNEL: 2.00 2.02 2.02 CEMETERY POSITION RANGE 2015 2016 2017 MAINTENANCE CREW LEADER 36 0.00 0.00 1.00 MAINTENANCE CREW LEADER 35 1.00 1.00 0.00 EQUIPMENT OPERATOR 30 0.00 0.00 1.00 EQUIPMENT OPERATOR 29 1.00 1.00 0.00 MAINTENANCE TECHNICIAN 27 0.00 0.00 1.00 MAINTENANCE TECHNICIAN 26 1.00 1.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 4.00 4.00 4.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.32 0.52 0.50 TEMPORARY EQUIVALENTS: 2.35 3.82 3.82 DIVISION TOTAL PERSONNEL: 6.67 8.34 8.32 280 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT PUBLIC SERVICES ENGINEERING POSITION RANGE 2015 2016 2017 PUBLIC SVC DEPUTY DIR/CITY ENGINEER DDD69 0.00 0.00 1.00 PUBLIC SVC DEPUTY DIR/CITY ENGINEER DDD67 1.00 1.00 0.00 PRINCIPAL ENGINEER 57 0.00 0.00 5.00 PRINCIPAL (DEVELOPMENT) ENGINEER 57 0.00 0.00 1.00 PRINCIPAL ENGINEER 56 2.00 2.00 0.00 PRINCIPAL (DEVELOPMENT) ENGINEER 56 1.00 1.00 0.00 ENGINEER 51 0.00 0.00 1.00 ENGINEER 50 1.00 1.00 0.00 CITY SURVEYOR 48 0.00 0.00 1.00 CITY SURVEYOR 47 1.00 1.00 0.00 ENGINEERING PROJECT COORDINATOR 47 1.00 1.00 1.00 CONSTRUCTION INSPECTOR 41 0.00 0.00 3.00 CONSTRUCTION INSPECTOR 40 0.00 3.00 0.00 BUILDING AND CONSTRUCTION INSPECTOR 40 1.00 0.00 0.00 ENGINEERING DESIGNER 33 1.00 1.00 1.00 CONTRACT TECHNICIAN 27 1.00 1.00 1.00 PRINCIPAL ENGINEER 57 0.00 0.00 -3.00 CONSTRUCTION INSPECTOR 40 0.00 -2.00 -2.00 DIVISION FULL TIME TOTAL: 10.00 10.00 10.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.01 0.03 0.02 TEMPORARY EQUIVALENTS: -0.29 0.02 0.02 DIVISION TOTAL PERSONNEL: 9.72 10.05 10.05 GOLDEN HOURS POSITION RANGE 2015 2016 2017 RECREATION CENTER SUPERVISOR 42 0.00 0.00 1.00 RECREATION CENTER SUPERVISOR 41 1.00 1.00 0.00 ASSIST GOLDEN HRS SUPERVISOR 35 1.00 1.00 1.00 DIVISION FULL TIME TOTAL: 2.00 2.00 2.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 1.71 1.43 1.43 DIVISION TOTAL PERSONNEL: 3.71 3.43 3.43 (budgeted in Water and Sewer) 281 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT PUBLIC SERVICES MARSHALL WHITE CENTER POSITION RANGE 2015 2016 2017 RECREATION SUPERVISOR 38 0.00 1.00 1.00 ASSIST RECREATION SUPERVISOR 28 0.00 1.00 1.00 MAINTENANCE TECHNICIAN 26 0.00 0.00 1.00 MAINTENANCE TECHNICIAN 26 0.00 1.00 0.00 DIVISION FULL TIME TOTAL: 0.00 3.00 3.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.04 4.66 4.71 DIVISION TOTAL PERSONNEL: 0.04 7.66 7.71 MUNICIPAL GARDENS POSITION RANGE 2015 2016 2017 MAINTENANCE TECHNICIAN 27 0.00 0.00 1.00 MAINTENANCE TECHNICIAN 26 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 1.00 1.00 1.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.05 0.10 0.09 TEMPORARY EQUIVALENTS: 0.00 0.16 0.16 DIVISION TOTAL PERSONNEL: 1.05 1.25 1.25 OPERATIONS - STREETS POSITION RANGE 2015 2016 2017 PUBLIC WAYS AND PARKS MANAGER DIV62 0.00 0.00 1.00 PUBLIC WAYS AND PARKS MANAGER DIV61 1.00 1.00 0.00 MAINTENANCE SUPERVISOR 43 1.00 1.00 1.00 OFFICE SUPERVISOR 38 1.00 1.00 1.00 MAINTENANCE CREW LEADER 36 0.00 0.00 2.00 MAINTENANCE CREW LEADER 35 2.00 2.00 0.00 HEAVY EQUIPMENT OPERATOR 33 0.00 0.00 10.00 HEAVY EQUIPMENT OPERATOR 32 10.00 10.00 0.00 EQUIPMENT OPERATOR 30 0.00 0.00 3.00 EQUIPMENT OPERATOR 29 3.00 3.00 0.00 PUBLIC WAYS AND PARKS MANAGER DIV62 (budgeted in Refuse) -0.33 -0.50 -0.50 PUBLIC WAYS AND PARKS MANAGER DIV62 -0.33 -0.25 -0.25 DIVISION FULL TIME TOTAL: 17.34 17.25 17.25 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.41 0.89 0.85 TEMPORARY EQUIVALENTS: 2.25 2.84 2.84 DIVISION TOTAL PERSONNEL: 20.01 20.97 20.94 (budgeted in Sewer) 282 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT PUBLIC SERVICES PARKS POSITION RANGE 2015 2016 2017 URBAN FORESTER 45 1.00 1.00 1.00 FORESTRY/STRUCTURAL SUPERVISOR 43 1.00 1.00 1.00 PARKS MAINTENANCE SUPERVISOR 43 1.00 1.00 1.00 PARKS MAINTENANCE CREW LEADER 36 0.00 0.00 3.00 PARKS MAINTENANCE CREW LEADER 35 3.00 3.00 0.00 HEAVY EQUIPMENT OPERATOR 33 0.00 0.00 2.00 HEAVY EQUIPMENT OPERATOR 32 2.00 2.00 0.00 ADMINISTRATIVE ASSISTANT 31 1.00 1.00 1.00 EQUIPMENT OPERATOR 30 0.00 0.00 1.00 EQUIPMENT OPERATOR 29 1.00 1.00 0.00 MAINTENANCE TECHNICIAN 27 0.00 0.00 12.00 MAINTENANCE TECHNICIAN 26 7.00 12.00 0.00 DIVISION FULL TIME TOTAL: 17.00 22.00 22.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 1.54 1.56 2.26 TEMPORARY EQUIVALENTS: 8.64 7.55 7.55 DIVISION TOTAL PERSONNEL: 27.18 31.11 31.81 RECREATION POSITION RANGE 2015 2016 2017 RECREATION MANAGER DIV62 0.00 0.00 1.00 RECREATION MANAGER DIV61 1.00 1.00 0.00 RECREATION SUPERVISOR 38 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 DIVISION FULL TIME TOTAL: 4.00 4.00 4.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.13 0.14 0.13 TEMPORARY EQUIVALENTS: 7.61 6.65 6.03 DIVISION TOTAL PERSONNEL: 11.75 10.79 10.16 DEPARTMENT FULL TIME: 57.34 65.25 65.25 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 2.47 3.25 3.88 TEMPORARY EQUIVALENTS: 22.32 27.13 26.55 TOTAL PERSONNEL: 82.13 95.63 95.68 283 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT WATER UTILITY PUBLIC SERVICES POSITION RANGE 2015 2016 2017 PUBLIC UTILITIES MANAGER DIV62 0.00 0.00 1.00 PUBLIC UTILITIES MANAGER DIV61 1.00 1.00 0.00 ASSISTANT WATER UTILITY MANAGER 49 0.00 0.00 1.00 UTILITY ACCOUNTING SUPERVISOR 49 0.00 0.00 1.00 WATER PRODUCTION SUPERVISOR 49 0.00 0.00 1.00 ASSISTANT WATER UTILITY MANAGER 48 1.00 1.00 0.00 UTILITY ACCOUNTING SUPERVISOR 48 1.00 1.00 0.00 WATER PRODUCTION SUPERVISOR 48 0.00 1.00 0.00 WATER CONSERVATION PROGRAM COORDINATOR43 1.00 1.00 1.00 MAINTENANCE SUPERVISOR 43 3.00 3.00 3.00 WATER PLANT SUPERVISOR 43 1.00 0.00 0.00 WATER PLANT TRADESMAN 42 0.00 2.00 2.00 CONSTRUCTION INSPECTOR 40 2.00 0.00 0.00 WATER PLANT OPERATOR 38 4.00 2.00 2.00 ASSISTANT UTILITY ACCOUNTING SUPERVISOR 38 1.00 1.00 1.00 BACKFLOW TECHNICIAN II 36 0.00 1.00 1.00 BACKFLOW TECHNICIAN 36 1.00 0.00 0.00 MAINTENANCE CREW LEADER 36 0.00 0.00 6.00 MAINTENANCE CREW LEADER 35 6.00 6.00 0.00 WATER MAINTENANCE TECHNICIAN II 34 13.00 13.00 13.00 PROJECT TECHNICIAN 34 1.00 1.00 1.00 SENIOR MAINTENANCE TECHNICIAN 33 0.00 0.00 2.00 SENIOR MAINTENANCE TECHNICIAN 32 2.00 2.00 0.00 BACKFLOW TECHNICIAN I 32 0.00 1.00 1.00 WATER MAINTENANCE TECHNICIAN I 30 4.00 4.00 8.00 SENIOR ACCOUNT CLERK 28 0.00 0.00 3.00 SENIOR ACCOUNT CLERK 27 3.00 3.00 0.00 ADMINISTRATIVE TECHNICIAN 27 1.00 1.00 1.00 WATER METER READER 25 5.00 5.00 0.00 ACCOUNT CLERK 25 0.00 0.00 2.00 CUSTOMER SERVICE REPRESENTATIVE 25 0.00 0.00 2.00 ACCOUNT CLERK 24 2.00 2.00 0.00 CUSTOMER SERVICE REPRESENTATIVE 24 2.00 2.00 0.00 PRINCIPAL ENGINEER 57 0.00 0.00 1.00 CONSTRUCTION INSPECTOR 41 -1.20 0.80 0.80 SENIOR MAINTENANCE TECHNICIAN 33 (budgeted in Sewer Utility) -1.00 -1.00 -1.00 DIVISION TOTAL: 52.80 53.80 53.80 DEPARTMENT FULL TIME 52.80 53.80 53.80 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 2.73 2.67 3.00 TEMPORARY EQUIVALENTS: 0.00 0.44 0.73 TOTAL PERSONNEL: 55.53 56.91 57.52 (assigned to Engineering) 284 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT SEWER UTILITY PUBLIC SERVICES OPERATIONS POSITION RANGE 2015 2016 2017 MAINTENANCE SUPERVISOR 43 1.00 1.00 1.00 SEWER UTILITY INSPECTOR 40 0.00 0.00 1.00 MAINTENANCE CREW LEADER 36 0.00 0.00 2.00 MAINTENANCE CREW LEADER 35 2.00 2.00 0.00 SENIOR MAINTENANCE TECHNICIAN 33 0.00 0.00 2.00 SENIOR MAINTENANCE TECHNICIAN 32 2.00 2.00 0.00 EQUIPMENT OPERATOR 30 0.00 0.00 4.00 EQUIPMENT OPERATOR 29 4.00 4.00 0.00 MAINTENANCE TECHNICIAN 27 0.00 0.00 9.00 MAINTENANCE TECHNICIAN 26 5.00 9.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 2.00 SENIOR OFFICE ASSISTANT 24 2.00 2.00 0.00 PUBLIC WAYS AND PARKS MANAGER DIV62 (assigned to Streets) 0.33 0.50 0.50 PRINCIPAL ENGINEER 57 (assigned to Engineering) 0.00 0.00 2.00 CONSTRUCTION INSPECTOR 41 (assigned to Engineering) 1.20 1.20 1.20 SENIOR MAINTENANCE TECHNICIAN 33 (assigned to Water Utility) 1.00 1.00 1.00 DIVISION TOTAL: 18.53 22.70 25.70 DEPARTMENT FULL TIME 18.53 22.70 25.70 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.53 0.83 1.39 TEMPORARY EQUIVALENTS: 0.33 1.36 2.60 TOTAL PERSONNEL: 19.39 24.89 29.69 285 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT REFUSE UTILITY PUBLIC SERVICES OPERATIONS POSITION RANGE 2015 2016 2017 MAINTENANCE SUPERVISOR 43 1.00 1.00 1.00 MAINTENANCE CREW LEADER 36 0.00 0.00 1.00 MAINTENANCE CREW LEADER 35 1.00 1.00 0.00 SOLID WASTE COLLECTOR 30 0.00 0.00 7.00 EQUIPMENT OPERATOR 30 0.00 0.00 3.00 EQUIPMENT OPERATOR 29 1.00 3.00 0.00 SOLID WASTE COLLECTOR 28 7.00 7.00 0.00 MAINTENANCE TECHNICIAN 27 0.00 0.00 3.00 MAINTENANCE TECHNICIAN 26 0.00 3.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 PUBLIC WAYS AND PARKS MANAGER DIV61 (assigned to Streets) 0.33 0.25 0.25 DIVISION TOTAL: 11.33 16.25 16.25 DEPARTMENT FULL TIME 11.33 16.25 16.25 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.98 1.08 1.03 TEMPORARY EQUIVALENTS: 3.47 1.93 4.33 TOTAL PERSONNEL: 15.78 19.26 21.61 286 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT AIRPORT COMMUNITY AND ECONOMIC DEVELOPMENT OPERATIONS POSITION RANGE 2015 2016 2017 AIRPORT MANAGER DIV62 0.00 0.00 1.00 AIRPORT MANAGER DIV61 1.00 1.00 0.00 AIRPORT MAINTENANCE SUPERVISOR 47 0.00 0.00 1.00 AIRPORT MAINTENANCE SUPERVISOR 46 1.00 1.00 0.00 AIRPORT MAINTENANCE CREW LEADER 40 0.00 0.00 1.00 AIRPORT MAINTENANCE CREW LEADER 38 1.00 1.00 0.00 AIRPORT OFFICE TECHNICIAN 37 0.00 0.00 1.00 AIRPORT OFFICE TECHNICIAN 36 1.00 1.00 0.00 AIRPORT MAINTENANCE TECHNICIAN 35 0.00 0.00 1.00 AIRPORT MAINTENANCE TECHNICIAN 29 1.00 1.00 0.00 DIVISION TOTAL: 5.00 5.00 5.00 DEPARTMENT FULL TIME 5.00 5.00 5.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.30 0.18 0.17 TEMPORARY EQUIVALENTS: 0.93 1.72 1.72 TOTAL PERSONNEL: 6.23 6.90 6.89 287 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT GOLF COURSES PUBLIC SERVICES GOLF COURSES POSITION RANGE 2015 2016 2017 GOLF COURSE MANAGER DIV62 0.00 0.00 1.00 GOLF COURSE MANAGER DIV61 1.00 1.00 0.00 GOLF COURSE SUPERINTENDENT 57 0.00 0.00 1.00 GOLF COURSE SUPERINTENDENT 56 1.00 1.00 0.00 ASSISTANT GOLF COURSE SUPERINTENDENT 34 0.00 0.00 1.00 ASSISTANT GOLF COURSE SUPERINTENDENT 33 1.00 1.00 0.00 DIVISION TOTAL: 3.00 3.00 3.00 DEPARTMENT FULL TIME 3.00 3.00 3.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 10.42 12.75 12.75 TOTAL PERSONNEL: 13.42 15.75 15.75 288 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT RECREATION PUBLIC SERVICES RECREATION POSITION RANGE 2015 2016 2017 DIVISION TOTAL: 0.00 0.00 0.00 DEPARTMENT FULL TIME 0.00 0.00 0.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.10 0.10 TEMPORARY EQUIVALENTS: 1.99 2.85 2.37 TOTAL PERSONNEL: 1.99 2.95 2.47 289 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT PROPERTY MANAGEMENT BDO INFRASTRUCTURE OPERATIONS POSITION RANGE 2015 2016 2017 SENIOR ANALYST 54 (assigned to Comptroller) 0.65 0.65 0.65 DIVISION TOTAL: 0.65 0.65 0.65 DEPARTMENT FULL TIME 0.65 0.65 0.65 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 TOTAL PERSONNEL: 0.65 0.65 0.65 290 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MEDICAL SERVICES FIRE MEDICAL SERVICES POSITION RANGE 2015 2016 2017 DEPUTY FIRE CHIEF DDD69 0.00 0.00 1.00 DEPUTY FIRE CHIEF DDD67 1.00 1.00 0.00 CAPTAIN FC 3.00 0.00 0.00 PARAMEDICS FP 30.00 27.00 27.00 FIREFIGHTERS FF 9.00 9.00 9.00 BATTALION CHIEF BC (Assigned to Fire) 0.50 0.50 0.50 DIVISION TOTAL: 43.50 37.50 37.50 DEPARTMENT FULL TIME 43.50 37.50 37.50 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 3.12 3.56 3.42 TEMPORARY EQUIVALENTS: 1.09 1.33 1.33 TOTAL PERSONNEL: 47.70 42.39 42.24 291 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT FLEET AND FACILITIES MANAGEMENT SERVICES FLEET AND FACILITIES POSITION RANGE 2015 2016 2017 FLEET MANAGER DIV62 0.00 0.00 1.00 FLEET MANAGER DIV61 1.00 1.00 0.00 SENIOR PROJECT COORDINATOR 50 1.00 1.00 1.00 SHOP SUPERVISOR 45 1.00 1.00 1.00 ELECTRONICS & COMM TECHNICIAN 40 1.00 1.00 0.00 FACILITIES MAINTENANCE CREW LEADER 40 1.00 1.00 1.00 LEAD MECHANIC 39 1.00 1.00 1.00 OFFICE SUPERVISOR 38 1.00 1.00 1.00 MECHANIC 35 4.00 4.00 4.00 MECHANIC/WELDER 35 1.00 1.00 1.00 WAREHOUSE SUPERVISOR 35 1.00 1.00 1.00 FACILITIES MAINTENANCE TECHNICIAN 31 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 2.00 SENIOR OFFICE ASSISTANT 24 2.00 2.00 0.00 STORES CLERK 24 0.00 0.00 2.00 OFFICE ASSISTANT 21 0.00 0.00 1.00 STORES CLERK 20 2.00 2.00 0.00 DIVISION TOTAL: 19.00 19.00 19.00 DEPARTMENT FULL TIME 19.00 19.00 19.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 1.10 1.31 1.18 TEMPORARY EQUIVALENTS: 0.87 2.27 0.00 TOTAL PERSONNEL: 20.97 22.58 20.18 292 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT INFORMATION TECHNOLOGY MANAGEMENT SERVICES INFORMATION TECHNOLOGY POSITION RANGE 2015 2016 2017 IT MANAGER DIV62 0.00 0.00 1.00 IT MANAGER DIV61 1.00 1.00 0.00 OPERATIONS SUPERVISOR 56 0.00 0.00 1.00 CUSTOMER ACCOUNT SUPERVISOR 56 0.00 0.00 1.00 DATABASE ADMINISTRATOR 53 0.00 0.00 1.00 CUSTOMER ACCOUNT SUPERVISOR 51 1.00 1.00 0.00 OPERATIONS SUPERVISOR 51 1.00 1.00 0.00 DATABASE ADMINISTRATOR 50 1.00 1.00 0.00 SENIOR CUSTOMER ACCOUNT COORDINATOR 50 1.00 2.00 2.00 NETWORK ADMINISTRATOR 50 0.00 0.00 2.00 NETWORK ADMINISTRATOR 49 0.00 2.00 0.00 SECURITY ADMINISTRATOR 49 1.00 0.00 0.00 GIS SENIOR PROJECT COORDINATOR 49 0.00 0.00 1.00 GIS SENIOR PROJECT COORDINATOR 48 1.00 1.00 0.00 TELECOMMUNICATIONS ADMINISTRATOR 46 1.00 0.00 0.00 CUSTOMER SUPPORT SUPERVISOR 44 0.00 0.00 1.00 CUSTOMER SUPPORT SUPERVISOR 43 1.00 1.00 0.00 CUSTOMER ACCOUNT COORDINATOR 43 1.00 0.00 0.00 CUSTOMER SUPPORT TECHNICIAN III 42 0.00 0.00 2.00 CUSTOMER SUPPORT TECHNICIAN III 41 2.00 2.00 0.00 ELECTRONICS & COMM TECH 40 0.00 0.00 1.00 GIS ANALYST 39 1.00 1.00 1.00 CUSTOMER SUPPORT TECHNICIAN II 35 0.00 0.00 1.00 CUSTOMER SUPPORT TECHNICIAN II 34 1.00 1.00 0.00 DIVISION TOTAL: 14.00 14.00 15.00 DEPARTMENT FULL TIME 14.00 14.00 15.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.61 0.63 0.60 TEMPORARY EQUIVALENTS: 4.37 4.50 5.85 TOTAL PERSONNEL: 18.99 19.13 21.45 293 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT RISK MANAGEMENT MANAGEMENT SERVICES RISK MANAGEMENT POSITION RANGE 2015 2016 2017 HR - RISK COORDINATOR 51 1.00 1.00 1.00 DIVISION TOTAL: 1.00 1.00 1.00 DEPARTMENT FULL TIME 1.00 1.00 1.00 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.00 0.00 TEMPORARY EQUIVALENTS: 0.00 0.00 0.00 TOTAL PERSONNEL: 1.00 1.00 1.00 294 ---PAGE BREAK--- OGDEN CITY 2016 - 2017 BUDGET DEPARTMENTAL PERSONNEL REPORT MAJOR GRANTS COMMUNITY AND ECONOMIC DEVELOPMENT ADMINISTRATION POSITION RANGE 2015 2016 2017 COMMUNITY DEV MANAGER DIV62 0.00 0.00 1.00 COMMUNITY DEV MANAGER DIV61 1.00 1.00 0.00 DEPUTY COMMUNITY DEV MANAGER ADIV57 0.00 0.00 1.00 DEPUTY COMMUNITY DEV MANAGER ADIV56 0.00 1.00 0.00 SENIOR PROJECT COORDINATOR 50 2.00 1.00 1.00 PROJECT COORDINATOR 43 3.00 3.00 3.00 CODE ENFORCEMENT OFFICER 32 2.00 0.00 0.00 SENIOR OFFICE ASSISTANT 25 0.00 0.00 1.00 SENIOR OFFICE ASSISTANT 24 1.00 1.00 0.00 COMMUNITY DEV MANAGER DIV62 (budgeted in Gen Fnd-Comm Dev) -0.15 -0.15 -0.15 SENIOR OFFICE ASSISTANT 25 (budgeted in Gen Fnd-Comm Dev) -0.07 -0.07 -0.07 DIVISION TOTAL: 8.78 6.78 6.78 DEPARTMENT FULL TIME 8.78 6.78 6.78 FULL TIME EQUIVALENTS OVERTIME EQUIVALENTS: 0.00 0.01 0.01 TEMPORARY EQUIVALENTS: 1.31 1.21 0.71 TOTAL PERSONNEL: 10.09 8.00 7.50 295 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 AIRPORT Airport Manager DIV62 0.00 0.00 1.00 Airport Manager DIV61 1.00 1.00 0.00 Airport Maintenance Supervisor 47 0.00 0.00 1.00 Airport Maintenance Supervisor 46 1.00 1.00 0.00 Airport Maintenance Crew Leader 40 0.00 0.00 1.00 Airport Maintenance Crew Leader 38 1.00 1.00 0.00 37 0.00 0.00 1.00 36 1.00 1.00 0.00 Airport Maintenance Technician 31 0.00 0.00 1.00 Airport Maintenance Technician 29 1.00 1.00 0.00 Positions Authorized & Budgeted: 5.00 5.00 5.00 ARTS, CULTURE, AND EVENTS Arts, Culture, and Events Manager DIV62 0.00 0.00 1.00 Project Coordinator ‐ Arts Coordinator 43 0.00 0.00 1.00 Special Events Technician 37 0.00 0.00 1.00 Positions Authorized & Budgeted: 0.00 0.00 3.00 BUILDING SERVICES Building Services Manager DIV62 0.00 0.00 1.00 Building Services Manager DIV61 1.00 1.00 0.00 Lead Inspector/Chief Building Official 55 0.00 0.00 1.00 Lead Inspector/Chief Building Official 54 1.00 1.00 0.00 Lead Inspector 51 0.00 0.00 1.00 Lead Inspector 50 1.00 1.00 0.00 Development Services Supervisor 50 1.00 0.00 0.00 Plan Review/Code Inspection 44 0.00 0.00 5.00 Plan Review/Code Inspection 43 3.00 5.00 0.00 Business License Coordinator 39 1.00 1.00 1.00 Business License Enforcement Officer 32 1.00 1.00 1.00 Building Services Technician 29 0.00 0.00 5.00 Business License Technician 27 2.00 2.00 0.00 Development Services Technician 27 4.00 3.00 0.00 Positions Authorized & Budgeted: 15.00 15.00 15.00 STAFFING DOCUMENT (PERSONNEL SCHEDULE) Airport Office Technician Airport Office Technician SCHEDULE 296 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE BUILDING SERVICES ‐ CODE SERVICES Code Services Supervisor 50 0.00 1.00 1.00 Code Services Supervisor 39 1.00 0.00 0.00 Sr. Code Services Officer 36 0.00 2.00 2.00 Code Services Officer 32 1.00 2.00 2.00 Code Services Collector 26 0.00 1.00 1.00 Office Assistant 21 1.00 1.00 1.00 Positions Authorized & Budgeted: 3.00 7.00 7.00 CITY ATTORNEY City Attorney CA78 0.00 0.00 1.00 City Attorney CA75 1.00 1.00 0.00 Deputy Department Director DDD70 0.00 0.00 1.00 Deputy Department Director DDD67 1.00 1.00 0.00 ACA67 0.00 0.00 2.00 ACA63 2.00 2.00 0.00 ACA63 0.00 0.00 1.00 ACA61 1.00 1.00 0.00 ACA53 0.00 0.00 1.00 ACA52 1.00 1.00 0.00 Legal Assistant 38 1.00 1.00 1.00 Prosecutor Senior Office Assistant 26 0.00 0.00 2.00 Senior Office Assistant 24 1.00 1.00 0.00 Office Assistant 21 1.00 1.00 0.00 Positions Authorized & Budgeted: 9.00 9.00 9.00 Assistant City Prosecutor City Prosecutor Assistant City Attorney Assistant City Attorney Assistant City Prosecutor City Prosecutor 297 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE CITY COUNCIL Council Chairman Council 1.00 1.00 1.00 Council Vice Chairman Council 1.00 1.00 1.00 Council Members Council 5.00 5.00 5.00 Executive Director‐City Council ED74 0.00 0.00 1.00 Executive Director‐City Council ED73 1.00 1.00 0.00 Deputy Director‐City Council DD69 0.00 0.00 1.00 Deputy Director‐City Council DD67 1.00 1.00 0.00 Policy Analyst STAFF62 0.00 0.00 2.00 Policy Analyst STAFF61 1.00 1.00 0.00 Communications Manager STAFF51 0.00 0.00 1.00 Communications Manager STAFF50 1.00 1.00 0.00 Office Manager STAFF46 0.00 1.00 1.00 Office Coordinator STAFF38 1.00 0.00 0.00 Positions Authorized & Budgeted: 12.00 12.00 13.00 CITY RECORDER City Recorder DIV62 0.00 0.00 1.00 City Recorder DIV61 1.00 1.00 0.00 Chief Deputy Recorder 40 0.00 0.00 1.00 Deputy Recorder‐Records Specialist 40 0.00 0.00 1.00 Chief Deputy Recorder 39 1.00 1.00 0.00 Deputy Recorder‐Records Specialist 39 1.00 1.00 0.00 Deputy City Recorder 36 0.00 0.00 1.00 Deputy City Recorder 35 1.00 1.00 0.00 Positions Authorized & Budgeted: 4.00 4.00 4.00 COMMUNITY AND ECONOMIC DEVELOPMENT ADMINISTRATION CED Director DIR74 0.00 0.00 1.00 CED Director DIR73 1.00 1.00 0.00 Deputy Department Director DDD69 0.00 0.00 1.00 Deputy Department Director DDD67 1.00 1.00 0.00 Administrative Assistant 31 1.00 1.00 1.00 Positions Authorized & Budgeted: 3.00 3.00 3.00 298 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE COMMUNITY DEVELOPMENT ACTIVITIES ‐ GENERAL FUND Positions Authorized: 0.00 0.00 0.00 Positions Charged In: Community Development Manager DIV62 0.00 0.00 0.15 (budgeted in Gen Fnd‐Community Dev) Community Development Manager DIV61 0.15 0.15 0.00 (budgeted in Gen Fnd‐Community Dev) Senior Office Assistant 25 0.00 0.00 0.07 (budgeted in Gen Fnd‐Community Dev) Senior Office Assistant 24 0.07 0.07 0.00 (budgeted in Gen Fnd‐Community Dev) Positions Budgeted: 0.22 0.22 0.22 COMMUNITY DEVELOPMENT ‐ MAJOR GRANTS FUND Community Development Manager DIV62 0.00 0.00 1.00 Community Development Manager DIV61 1.00 1.00 0.00 Deputy Community Develop Division Manager ADIV57 0.00 0.00 1.00 Deputy Community Develop Division Manager ADIV56 0.00 1.00 0.00 Senior Project Coordinator 50 2.00 1.00 1.00 Project Coordinator 43 3.00 3.00 3.00 Code Enforcement Officer 32 2.00 0.00 0.00 Senior Office Assistant 25 0.00 0.00 1.00 Senior Office Assistant 24 1.00 1.00 0.00 Positions Authorized: 9.00 7.00 7.00 Positions Charged Out: Community Development Manager DIV62 0.00 0.00 ‐0.15 (budgeted in Gen Fnd‐Community Dev) Community Development Manager DIV61 ‐0.15 ‐0.15 0.00 (budgeted in Gen Fnd‐Community Dev) Senior Office Assistant 25 0.00 0.00 ‐0.07 (budgeted in Gen Fnd‐Community Dev) Senior Office Assistant 24 ‐0.07 ‐0.07 0.00 (budgeted in Gen Fnd‐Community Dev) Positions Budgeted: 8.78 6.78 6.78 299 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE COMPTROLLER Comptroller DIV62 0.00 0.00 1.00 Comptroller DIV61 0.00 1.00 0.00 Finance Manager/City Treasurer DIV61 1.00 0.00 0.00 Deputy Comptroller ADIV57 0.00 0.00 1.00 Deputy Comptroller ADIV56 0.00 1.00 0.00 Deputy Division Finance Manager ADIV56 1.00 0.00 0.00 54 0.00 0.00 1.00 53 1.00 1.00 0.00 50 0.00 0.00 1.00 49 2.00 2.00 0.00 Accounting Technician II 38 1.00 1.00 1.00 28 0.00 0.00 1.00 Positions Authorized: 6.00 6.00 6.00 Positions Charged Out: 54 ‐0.65 ‐0.65 ‐0.65 (budgeted in Prop Mgmt‐BDO) Positions Budgeted: 5.35 5.35 5.35 COMPTROLLER ‐ BDO INFRASTRUCTURE (PROPERTY MANAGEMENT FUND) Positions Authorized: 0.00 0.00 0.00 Positions Charged In: 54 0.65 0.65 0.65 (assigned to Comptroller) Positions Budgeted: 0.65 0.65 0.65 ECONOMIC DEVELOPMENT Business Development Manager DIV62 0.00 0.00 1.00 Business Recruitment & Relationship Manager DIV62 0.00 0.00 1.00 Business Development Manager DIV61 1.00 1.00 0.00 Business Recruitment & Relationship Manager DIV61 1.00 1.00 0.00 Senior Project Coordinator 50 2.00 2.00 2.00 Special Events/Sr. Project Coordinator 50 1.00 1.00 0.00 Project Coordinator ‐ Arts Coordinator 43 0.00 1.00 0.00 Project Coordinator Development 43 1.00 1.00 1.00 Positions Authorized & Budgeted: 6.00 7.00 5.00 Senior Accountant Senior Analyst Senior Account Clerk Senior Accountant Senior Analyst Senior Analyst Senior Analyst 300 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE ENGINEERING DDD69 0.00 0.00 1.00 DDD67 1.00 1.00 0.00 Principal Engineer 57 0.00 0.00 5.00 Principal (Development) Engineer 57 0.00 0.00 1.00 Principal Engineer 56 2.00 2.00 0.00 Principal (Development) Engineer 56 1.00 1.00 0.00 Engineer 51 0.00 0.00 1.00 Engineer 50 1.00 1.00 0.00 City Surveyor 48 0.00 0.00 1.00 City Surveyor 47 1.00 1.00 0.00 Engineering Project Coordinator 47 1.00 1.00 1.00 Construction Inspector 41 0.00 0.00 3.00 Construction Inspector 40 0.00 3.00 0.00 Building and Construction Inspector 40 1.00 0.00 0.00 Engineering Designer 33 1.00 1.00 1.00 Contract Technician 27 1.00 1.00 1.00 Positions Authorized: 10.00 12.00 15.00 Positions Charged Out: 57 0.00 0.00 ‐1.00 (budgeted in Water Utility) 57 0.00 0.00 ‐2.00 (budgeted in Sewer Utility) 41 0.00 ‐0.80 ‐0.80 (budgeted in Water Utility) 41 0.00 ‐1.20 ‐1.20 (budgeted in Sewer Utility) Positions Budgeted: 10.00 10.00 10.00 Public Svc Deputy Department Director/City Engineer Construction Inspector Principal Engineer Principal Engineer Construction Inspector Public Svc Deputy Department Director/City Engineer 301 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE FIRE Fire Chief DIR74 0.00 0.00 1.00 Fire Chief DIR73 1.00 1.00 0.00 Deputy Fire Chief DDD69 0.00 0.00 1.00 Deputy Fire Chief DDD67 1.00 1.00 0.00 Battalion Chief BC 5.00 5.00 5.00 Captain FC 18.00 18.00 18.00 Deputy Fire Marshal DFM 2.00 2.00 2.00 Firefighter FF 48.00 48.00 48.00 Office Supervisor 38 1.00 1.00 1.00 Senior Office Assistant 25 0.00 0.00 1.00 Senior Office Assistant 24 1.00 1.00 0.00 Positions Authorized: 77.00 77.00 77.00 Positions Charged Out: BC ‐0.50 ‐0.50 ‐0.50 (budgeted in Medical Services) Positions Budgeted: 76.50 76.50 76.50 FIRE‐MEDICAL SERVICES Deputy Fire Chief DDD69 0.00 0.00 1.00 Deputy Fire Chief DDD67 1.00 1.00 0.00 Captain FC 3.00 0.00 0.00 Paramedics FP 30.00 27.00 27.00 Firefighter FF 9.00 9.00 9.00 Positions Authorized: 43.00 37.00 37.00 Positions Charged In: BC 0.50 0.50 0.50 (assigned to Fire) Positions Budgeted: 43.50 37.50 37.50 Battalion Chief Battalion Chief 302 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE FLEET AND FACILITIES Fleet Manager DIV62 0.00 0.00 1.00 Fleet Manager DIV61 1.00 1.00 0.00 Senior Project Coordinator 50 1.00 1.00 1.00 Shop Supervisor 45 1.00 1.00 1.00 Electronics & Comm Technician 40 1.00 1.00 0.00 40 1.00 1.00 1.00 Lead Mechanic 39 1.00 1.00 1.00 38 1.00 1.00 1.00 35 1.00 1.00 1.00 Mechanic 35 4.00 4.00 4.00 Warehouse Supervisor 35 1.00 1.00 1.00 31 2.00 2.00 2.00 Senior Office Assistant 25 0.00 0.00 2.00 Senior Office Assistant 24 2.00 2.00 0.00 Stores Clerk 24 0.00 0.00 2.00 Office Assistant 21 0.00 0.00 1.00 Stores Clerk 20 2.00 2.00 0.00 Positions Authorized & Budgeted: 19.00 19.00 19.00 GOLF COURSES Golf Course Manager DIV62 0.00 0.00 1.00 Golf Course Manager DIV61 1.00 1.00 0.00 Golf Course Superintendent 57 0.00 0.00 1.00 Golf Course Superintendent 56 1.00 1.00 0.00 Assistant Golf Course Superintendent 34 0.00 0.00 1.00 Assistant Golf Course Superintendent 33 1.00 1.00 0.00 Positions Authorized & Budgeted: 3.00 3.00 3.00 Facilities Maintenance Crew Leader Mechanic/Welder Office Supervisor Facilities Maintenance Technician 303 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE HUMAN RESOURCES‐General Fund Mgmt Svcs Deputy Dept Director/HR/Risk DIV69 0.00 0.00 1.00 Human Resources/Risk Manager DIV61 0.00 1.00 0.00 Human Resources Manager DIV61 1.00 0.00 0.00 Deputy Division Human Resources Manager ADIV57 0.00 0.00 1.00 Deputy Division Human Resources Manager ADIV56 1.00 1.00 0.00 Benefits Technician 37 0.00 0.00 1.00 37 0.00 0.00 1.00 Benefits Technician 36 1.00 1.00 0.00 36 1.00 1.00 0.00 25 0.00 0.00 1.00 24 1.00 1.00 0.00 Positions Authorized & Budgeted: 5.00 5.00 5.00 HUMAN RESOURCES ‐ Risk Management Fund 51 1.00 1.00 1.00 Positions Authorized & Budgeted: 1.00 1.00 1.00 Payroll Technician Senior Office Assistant Payroll Technician Risk Coordinator Senior Office Assistant 304 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE INFORMATION TECHNOLOGY IT Manager DIV62 0.00 0.00 1.00 IT Manager DIV61 1.00 1.00 0.00 Operations Supervisor 56 0.00 0.00 1.00 Customer Account Supervisor 56 0.00 0.00 1.00 Database Administrator 53 0.00 0.00 1.00 Operations Supervisor 51 1.00 1.00 0.00 Customer Account Supervisor 51 1.00 1.00 0.00 Database Administrator 50 1.00 1.00 0.00 Senior Customer Account Coordinator 50 1.00 2.00 2.00 50 0.00 0.00 2.00 49 0.00 2.00 0.00 49 1.00 0.00 0.00 GIS Senior Project Coordinator 49 0.00 0.00 1.00 GIS Senior Project Coordinator 48 1.00 1.00 0.00 46 1.00 0.00 0.00 Customer Support Supervisor 44 0.00 0.00 1.00 Customer Support Supervisor 43 1.00 1.00 0.00 Customer Account Coordinator 43 1.00 0.00 0.00 Customer Support Technician III 42 0.00 0.00 2.00 Customer Support Technician III 41 2.00 2.00 0.00 Electronics & Comm Technician 40 0.00 0.00 1.00 39 1.00 1.00 1.00 Customer Support Technician II 35 0.00 0.00 1.00 Customer Support Technician II 34 1.00 1.00 0.00 Positions Authorized & Budgeted: 14.00 14.00 15.00 JUSTICE COURT Judge JUD 2.00 2.00 2.00 Court Administrator DIV62 0.00 0.00 1.00 Court Administrator DIV61 1.00 1.00 0.00 Assistant Court Administrator 49 0.00 0.00 1.00 Chief Court Clerk 48 1.00 1.00 0.00 Court Liaison 38 0.00 1.00 1.00 Court Liaison 33 1.00 0.00 0.00 In‐Court Clerk 32 0.00 0.00 2.00 In‐Court Clerk 31 2.00 2.00 0.00 Court Clerk 26 0.00 0.00 5.00 Court Clerk 25 5.00 5.00 0.00 Cashier 20 2.00 2.00 2.00 Positions Authorized & Budgeted: 14.00 14.00 14.00 Network Administrator Network Administrator Security Administrator GIS Analyst Telecommunications Administrator 305 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE MANAGEMENT SERVICES ADMINISTRATION Management Services Director DIR74 0.00 0.00 1.00 Management Services Director DIR73 1.00 1.00 0.00 Marketing and Communications Administrator 50 1.00 1.00 1.00 Digital Media Producer 43 0.00 1.00 1.00 Administrative Assistant 31 1.00 1.00 1.00 Positions Authorized & Budgeted: 3.00 4.00 4.00 MAYOR Mayor Mayor 1.00 1.00 1.00 Chief Administrative Officer CAO 1.00 1.00 1.00 Executive Assistant (to CAO) STAFF36 1.00 1.00 1.00 Positions Authorized & Budgeted: 3.00 3.00 3.00 PLANNING Planning Manager DIV62 0.00 0.00 1.00 Planning Manager DIV61 1.00 1.00 0.00 Deputy Planning Manager ADIV57 0.00 0.00 1.00 Deputy Planning Manager ADIV56 1.00 1.00 0.00 48 0.00 0.00 2.00 46 2.00 2.00 0.00 39 1.00 1.00 1.00 30 1.00 1.00 1.00 Positions Authorized & Budgeted: 6.00 6.00 6.00 Senior Planner Planner Planning Technician Senior Planner 306 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE POLICE DEPARTMENT Police Chief DIR74 0.00 0.00 1.00 Police Chief DIR73 1.00 1.00 0.00 Deputy Chief DDD69 0.00 0.00 2.00 Deputy Chief DDD67 2.00 2.00 0.00 Deputy Director (Non‐Sworn) DDD67 1.00 1.00 0.00 Lieutenant PL 8.00 8.00 9.00 Sergeant PS 15.00 15.00 15.00 Police Officer PO/MPO 113.00 112.00 112.00 Police Officer/Comm Sv Officer PO/29 5.00 5.00 5.00 Project Coordinator 43 1.00 1.00 1.00 Crime Analyst 41 1.00 2.00 2.00 Police Records Supervisor 40 0.00 0.00 1.00 Animal Services Supervisor 39 1.00 1.00 1.00 Police Records Supervisor 38 1.00 1.00 0.00 Office Supervisor 38 0.00 1.00 1.00 Special Services Coordinator 33 1.00 1.00 1.00 CSO Supervisor 33 0.00 0.00 1.00 Administrative Assistant 31 1.00 0.00 0.00 Strike Force Office Technician 30 0.00 1.00 1.00 Community Service Officer 29 0.00 0.00 9.00 Community Service Officer 28 10.00 10.00 0.00 Animal Services Officer 27 2.00 3.00 3.00 Parking Enforcement Officer 26 0.00 0.00 2.00 Parking Enforcement Officer 25 2.00 2.00 0.00 Senior Office Assistant 25 0.00 0.00 3.00 Senior Office Assistant 24 4.00 3.00 0.00 Police Records Clerk 24 6.00 6.00 6.00 Positions Authorized & Budgeted: 175.00 176.00 176.00 PUBLIC SERVICES ADMINISTRATION Public Services Director DIR74 0.00 0.00 1.00 Public Services Director DIR73 1.00 1.00 0.00 Project Coordinator 43 1.00 1.00 1.00 Positions Authorized & Budgeted: 2.00 2.00 2.00 307 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE PUBLIC WAYS & PARKS ‐ CEMETERY Maintenance Crew Leader 36 0.00 0.00 1.00 Maintenance Crew Leader 35 1.00 1.00 0.00 30 0.00 0.00 1.00 29 1.00 1.00 0.00 27 0.00 0.00 1.00 26 1.00 1.00 0.00 25 0.00 0.00 1.00 Senior Office Assistant 24 1.00 1.00 0.00 Positions Authorized & Budgeted: 4.00 4.00 4.00 PUBLIC WAYS & PARKS ‐ MUNICIPAL GARDENS 27 0.00 0.00 1.00 26 1.00 1.00 0.00 Positions Authorized & Budgeted: 1.00 1.00 1.00 PUBLIC WAYS & PARKS ‐ PARKS Urban Forester 45 1.00 1.00 1.00 Forestry/Structural Supervisor 43 1.00 1.00 1.00 Parks Maintenance Supervisor 43 1.00 1.00 1.00 Parks Maintenance Crew Leader 36 0.00 0.00 3.00 Parks Maintenance Crew Leader 35 3.00 3.00 0.00 33 0.00 0.00 2.00 32 2.00 2.00 0.00 Administrative Assistant 31 1.00 1.00 1.00 30 0.00 0.00 1.00 29 1.00 1.00 0.00 27 0.00 0.00 12.00 26 7.00 12.00 0.00 Positions Authorized & Budgeted: 17.00 22.00 22.00 Heavy Equipment Operator Equipment Operator Maintenance Technician Equipment Operator Maintenance Technician Maintenance Technician Maintenance Technician Heavy Equipment Operator Equipment Operator Maintenance Technician Senior Office Assistant Maintenance Technician Equipment Operator 308 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE PUBLIC WAYS & PARKS ‐ STREETS Public Ways and Parks Manager DIV62 0.00 0.00 1.00 Public Ways and Parks Manager DIV61 1.00 1.00 0.00 Maintenance Supervisor 43 1.00 1.00 1.00 Office Supervisor 38 1.00 1.00 1.00 Maintenance Crew Leader 36 0.00 0.00 2.00 Maintenance Crew Leader 35 2.00 2.00 0.00 33 0.00 0.00 10.00 32 10.00 10.00 0.00 30 0.00 0.00 3.00 29 3.00 3.00 0.00 Positions Authorized: 18.00 18.00 18.00 Positions Charged Out: Public Ways and Parks Manager DIV61 ‐0.33 ‐0.50 ‐0.50 (budgeted in Sewer) Public Ways and Parks Manager DIV61 ‐0.33 ‐0.25 ‐0.25 (budgeted in Refuse) Positions Budgeted: 17.34 17.25 17.25 RECREATION Recreation Manager DIV62 0.00 0.00 1.00 Recreation Manager DIV61 1.00 1.00 0.00 Recreation Supervisor 38 2.00 2.00 2.00 Senior Office Assistant 25 0.00 0.00 1.00 Senior Office Assistant 24 1.00 1.00 0.00 Positions Authorized & Budgeted: 4.00 4.00 4.00 RECREATION‐GOLDEN HOURS CENTER Recreation Center Supervisor 42 0.00 0.00 1.00 Recreation Center Supervisor 41 1.00 1.00 0.00 Assist Golden Hrs Supervisor 35 1.00 1.00 1.00 Positions Authorized & Budgeted: 2.00 2.00 2.00 Heavy Equipment Operator Equipment Operator Heavy Equipment Operator Equipment Operator 309 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE RECREATION‐MARSHALL WHITE CENTER Recreation Supervisor 38 0.00 1.00 1.00 Assistant Recreation Supervisor 28 0.00 1.00 1.00 Maintenance Technician 27 0.00 0.00 1.00 Maintenance Technician 26 0.00 1.00 0.00 Positions Authorized & Budgeted: 0.00 3.00 3.00 REFUSE ‐ SOLID WASTE COLLECTION Maintenance Supervisor 43 1.00 1.00 1.00 Maintenance Crew Leader 36 0.00 0.00 1.00 Maintenance Crew Leader 35 1.00 1.00 0.00 30 0.00 0.00 7.00 30 0.00 0.00 3.00 29 1.00 3.00 0.00 28 7.00 7.00 0.00 27 0.00 0.00 3.00 26 0.00 3.00 0.00 25 0.00 0.00 1.00 Senior Office Assistant 24 1.00 1.00 0.00 Positions Authorized: 11.00 16.00 16.00 Positions Charged In: Public Ways and Parks Manager DIV61 0.33 0.25 0.25 (assigned to Streets) Positions Budgeted: 11.33 16.25 16.25 Equipment Operator Maintenance Technician Solid Waste Collector Equipment Operator Senior Office Assistant Solid Waste Collector Maintenance Technician 310 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE SEWER UTILITY Maintenance Supervisor 43 1.00 1.00 1.00 Sewer Utility Inspector 40 0.00 0.00 1.00 Maintenance Crew Leader 36 0.00 0.00 2.00 Maintenance Crew Leader 35 2.00 2.00 0.00 33 0.00 0.00 2.00 32 2.00 2.00 0.00 30 0.00 0.00 4.00 29 4.00 4.00 0.00 27 0.00 0.00 9.00 26 5.00 9.00 0.00 25 0.00 0.00 2.00 Senior Office Assistant 24 2.00 2.00 0.00 Positions Authorized: 16.00 20.00 21.00 Positions Charged In: Public Ways and Parks Manager DIV61 0.33 0.50 0.50 (assigned to Streets) 57 0.00 0.00 2.00 (assigned to Engineering) 41 1.20 1.20 1.20 (assigned to Engineering) 33 0.00 0.00 1.00 (assigned to Water Utility) 32 1.00 1.00 0.00 (assigned to Water Utility) Positions Budgeted: 18.53 22.70 25.70 Equipment Operator Maintenance Technician Senior Maintenance Technician Senior Maintenance Technician Maintenance Technician Construction Inspector Senior Maintenance Technician Senior Maintenance Technician Equipment Operator Principal Engineer Senior Office Assistant 311 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE TREASURY Fiscal Op Manager/City Treasurer DIV62 0.00 0.00 1.00 Fiscal Op Manager/City Treasurer DIV61 0.00 1.00 0.00 50 0.00 0.00 1.00 28 0.00 0.00 2.00 27 3.00 3.00 0.00 20 1.00 1.00 1.00 Positions Authorized & Budgeted: 4.00 5.00 5.00 TREASURY ‐ PURCHASING Purchasing Coordinator 46 0.00 0.00 1.00 Purchasing Coordinator 45 1.00 1.00 0.00 Purchasing Technician 28 0.00 0.00 1.00 Purchasing Technician 27 1.00 1.00 0.00 Positions Authorized & Budgeted: 2.00 2.00 2.00 Account Clerk ‐ Cashier Senior Account Clerk Senior Accountant Senior Account Clerk 312 ---PAGE BREAK--- POSITION RANGE FY '15 FY '16 FY '17 STAFFING DOCUMENT (PERSONNEL SCHEDULE) SCHEDULE WATER UTILITY Public Utilities Manager DIV62 0.00 0.00 1.00 Public Utilities Manager DIV61 1.00 1.00 0.00 Assistant Water Utility Manager 49 0.00 0.00 1.00 Utility Accounting Supervisor 49 0.00 0.00 1.00 Water Production Supervisor 49 0.00 0.00 1.00 Assistant Water Utility Manager 48 1.00 1.00 0.00 Utility Accounting Supervisor 48 1.00 1.00 0.00 Water Production Supervisor 48 0.00 1.00 0.00 Water Conservation Program Coordinator 43 1.00 1.00 1.00 Maintenance Supervisor 43 3.00 3.00 3.00 Water Plant Supervisor 43 1.00 0.00 0.00 Water Plant Tradesman 42 0.00 2.00 2.00 40 2.00 0.00 0.00 38 4.00 2.00 2.00 Assistant Utility Accounting Supervisor 38 1.00 1.00 1.00 Backflow Technician II 36 0.00 1.00 1.00 Backflow Technician 36 1.00 0.00 0.00 Maintenance Crew Leader 36 0.00 0.00 6.00 Maintenance Crew Leader 35 6.00 6.00 0.00 34 13.00 13.00 13.00 34 1.00 1.00 1.00 33 0.00 0.00 2.00 32 2.00 2.00 0.00 Backflow Technician I 32 0.00 1.00 1.00 30 4.00 4.00 8.00 28 0.00 0.00 3.00 27 3.00 3.00 0.00 27 1.00 1.00 1.00 25 5.00 5.00 0.00 25 0.00 0.00 2.00 25 0.00 0.00 2.00 24 2.00 2.00 0.00 Customer Service Representative 24 2.00 2.00 0.00 Positions Authorized: 55.00 54.00 53.00 Positions Charged In/Out: 57 0.00 0.00 1.00 (assigned to Engineering) 41 ‐1.20 0.80 0.80 (assigned to Engineering) 33 0.00 0.00 ‐1.00 (budgeted in Sewer Utility) 32 ‐1.00 ‐1.00 0.00 (budgeted in Sewer Utility) Positions Budgeted: 52.80 53.80 53.80 TOTALS Permanent Authorized Employees 581.00 599.00 605.00 Senior Maintenance Technician Account Clerk Customer Service Representative Senior Maintenance Technician Senior Maintenance Technician Construction Inspector Senior Account Clerk Account Clerk Construction Inspector Administrative Technician Project Technician Water Maintenance Technician I Water Meter Reader Senior Maintenance Technician Water Maintenance Technician II Water Plant Operator Principal Engineer Senior Account Clerk 313 ---PAGE BREAK--- OGDEN CITY SALARY SCHEDULES 314 ---PAGE BREAK--- RANGE PAY RANGE PAY NUMBER PAY RANGE PERIOD NUMBER PAY RANGE PERIOD 20 24,809.25 to 33,901.10 Annually 51 53,340.04 to 72,887.59 Annually 21 25,429.48 to 34,748.63 Annually 52 54,673.54 to 74,709.79 Annually 22 26,065.21 to 35,617.34 Annually 53 56,040.38 to 76,577.53 Annually 23 26,716.84 to 36,507.78 Annually 54 57,441.39 to 78,491.96 Annually 24 27,384.76 to 37,420.47 Annually 55 58,877.42 to 80,454.27 Annually 25 28,069.38 to 38,355.98 Annually 56 60,349.36 to 82,465.62 Annually 26 28,771.11 to 39,314.88 Annually 57 61,858.10 to 84,527.26 Annually 27 29,490.39 to 40,297.75 Annually 58 63,404.55 to 86,640.45 Annually 28 30,227.65 to 41,305.20 Annually 59 64,989.66 to 88,806.46 Annually 29 30,983.35 to 42,337.83 Annually 60 66,614.40 to 91,026.61 Annually 30 31,757.92 to 43,396.28 Annually 61 68,279.76 to 93,302.28 Annually 31 32,551.88 to 44,481.19 Annually 62 69,986.75 to 95,634.83 Annually 32 33,365.67 to 45,593.21 Annually 63 71,736.42 to 98,025.71 Annually 33 34,199.81 to 46,733.04 Annually 64 73,529.83 to 100,476.35 Annually 34 35,054.81 to 47,901.37 Annually 65 75,368.08 to 102,988.27 Annually 35 35,931.18 to 49,098.90 Annually 66 77,252.28 to 105,562.97 Annually 36 36,829.46 to 50,326.37 Annually 67 79,183.59 to 108,202.04 Annually 37 37,750.19 to 51,584.53 Annually 68 81,163.18 to 110,907.10 Annually 38 38,693.95 to 52,874.15 Annually 69 83,192.26 to 113,679.77 Annually 39 39,661.30 to 54,196.00 Annually 70 85,272.06 to 116,521.77 Annually 40 40,652.83 to 55,550.90 Annually 71 87,403.86 to 119,434.81 Annually 41 41,669.16 to 56,939.68 Annually 72 89,588.96 to 122,420.68 Annually 42 42,710.88 to 58,363.16 Annually 73 91,828.68 to 125,481.20 Annually 43 43,778.65 to 59,822.24 Annually 74 94,124.40 to 128,618.23 Annually 44 44,873.12 to 61,317.80 Annually 75 96,477.51 to 131,833.68 Annually 45 45,994.95 to 62,850.75 Annually 76 98,889.45 to 135,129.53 Annually 46 47,144.82 to 64,422.01 Annually 77 101,361.68 to 138,507.76 Annually 47 48,323.44 to 66,032.56 Annually 78 103,895.73 to 141,970.46 Annually 48 49,531.53 to 67,683.38 Annually 79 106,493.12 to 145,519.71 Annually 49 50,769.81 to 69,375.46 Annually 80 109,155.45 to 149,157.71 Annually 50 52,039.06 to 71,109.84 Annually FISCAL YEAR 2016-2017 RANGE PLACEMENT TABLE CITY OF OGDEN 315 ---PAGE BREAK--- Range Pay Period Entry Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 PO/MPO Hourly 18.60286 19.34698 20.12085 20.92569 21.76272 22.63322 23.53855 24.48010 25.45930 26.47767 27.53678 29.18898 (PO) Bi-weekly 1,488.23 1,547.76 1,609.67 1,674.06 1,741.02 1,810.66 1,883.08 1,958.41 2,036.74 2,118.21 2,202.94 2,335.12 3,224.50 3,353.48 3,487.61 3,627.12 3,772.20 3,923.09 4,080.02 4,243.22 4,412.95 4,589.46 4,773.04 5,059.42 Annual 38,693.95 40,241.71 41,851.38 43,525.43 45,266.45 47,077.11 48,960.19 50,918.60 52,955.34 55,073.56 57,276.50 60,713.09 Sergeant Hourly 29.62682 30.81189 32.04437 33.32614 34.65919 (PSGT) Bi-weekly 2,370.15 2,464.95 2,563.55 2,666.09 2,772.74 5,135.32 5,340.73 5,554.36 5,776.53 6,007.59 Annual 61,623.78 64,088.74 66,652.29 69,318.38 72,091.11 Lieutenant Hourly 35.17908 36.58624 38.04969 39.57168 41.15454 (PLT) Bi-weekly 2,814.33 2,926.90 3,043.98 3,165.73 3,292.36 6,097.71 6,341.61 6,595.28 6,859.09 7,133.45 Annual 73,172.48 76,099.38 79,143.35 82,309.09 85,601.45 CITY OF OGDEN MPO Criteria must be met for step continuation. 4% all steps except 6% between step 11 & 12 on PO/MPO Range 1.5% between top of PO/MPO to bottom of Sgt - 4% between all steps 1.5% between top of Sgt to bottom of Lt - 4% between all steps RANGE PLACEMENT TABLE - POLICE EMPLOYEES FISCAL YEAR 2016-2017 316 ---PAGE BREAK--- Range Pay Period Entry Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 FF/EMT Hourly 13.28776 13.81927 14.37204 14.94692 15.54480 16.16659 16.81326 17.48579 18.15733 (FF) Bi-weekly 1,488.23 1,547.76 1,609.67 1,674.06 1,741.02 1,810.66 1,883.08 1,958.41 2,033.62 3,224.50 3,353.48 3,487.62 3,627.12 3,772.21 3,923.09 4,080.02 4,243.22 4,406.18 Annual 38,693.96 40,241.72 41,851.39 43,525.44 45,266.46 47,077.12 48,960.20 50,918.61 52,874.15 4% Special Teams Hourly 13.81927 14.37204 14.94692 15.54480 16.16659 16.81326 17.48579 18.18522 18.88363 Bi-weekly 1,547.76 1,609.67 1,674.06 1,741.02 1,810.66 1,883.08 1,958.41 2,036.74 2,114.97 3,353.48 3,487.62 3,627.12 3,772.21 3,923.09 4,080.02 4,243.22 4,412.95 4,582.43 Annual 40,241.72 41,851.39 43,525.44 45,266.46 47,077.12 48,960.20 50,918.61 52,955.36 54,989.12 15% Differential Hourly 15.28093 15.89216 16.52785 17.18896 17.87652 18.59158 19.33525 20.10866 20.88093 Bi-weekly 1,711.46 1,779.92 1,851.12 1,925.16 2,002.17 2,082.26 2,165.55 2,252.17 2,338.66 3,708.17 3,856.50 4,010.76 4,171.19 4,338.04 4,511.56 4,692.02 4,879.70 5,067.11 Annual 44,498.05 46,277.98 48,129.10 50,054.26 52,056.43 54,138.69 56,304.23 58,556.40 60,805.27 Hourly 21.19415 22.04191 22.92359 23.84053 24.79415 25.78592 26.29723 Bi-weekly 2,373.74 2,468.69 2,567.44 2,670.14 2,776.95 2,888.02 2,945.29 (FC) 5,143.11 5,348.84 5,562.79 5,785.30 6,016.71 6,257.38 6,381.46 Annual 61,717.35 64,186.05 66,753.49 69,423.63 72,200.57 75,088.59 76,577.53 Hourly 26.69169 27.75935 28.86973 30.02452 31.22550 32.47452 32.84163 Bi-weekly 2,989.47 3,109.05 3,233.41 3,362.75 3,497.26 3,637.15 3,678.26 (FBC) 6,477.18 6,736.27 7,005.72 7,285.95 7,577.39 7,880.48 7,969.57 (2912 hours) Annual 77,726.19 80,835.24 84,068.65 87,431.40 90,928.65 94,565.80 95,634.83 Battalion Chief Hourly 37.36836 38.86310 40.41762 42.03432 43.71570 45.46432 45.97828 (FBC) Bi-weekly 2,989.47 3,109.05 3,233.41 3,362.75 3,497.26 3,637.15 3,678.26 (2080 hours) 6,477.18 6,736.27 7,005.72 7,285.95 7,577.39 7,880.48 7,969.57 Annual 77,726.19 80,835.24 84,068.65 87,431.39 90,928.65 94,565.79 95,634.83 Minimum Maximum Deputy Chief Hourly 46.66796 54.65374 Bi-weekly 3,733.44 4,372.30 (2080 hours) 8,089.11 9,473.31 Annual 97,069.35 113,679.77 • 1.5% between bottom and top of next range for Paramedic to Captain/Captain to BC/BC to DC • Last step for FF/Paramedic is 3.84% increase to top of range • Last step for captain is 1.99% increase to top of range • Last step for BC is 1.99% increase to top of range • No steps for DC Battalion Chief and Fire Marshal CITY OF OGDEN RANGE PLACEMENT TABLE - SWORN FIRE PERSONNEL FISCAL YEAR 2016-2017 Captain and Dep. Fire Marshal 317 ---PAGE BREAK--- Elected Officials Salary for the position of Mayor is as provided under Section 2-2-3 of the Ogden Municipal Code or any successor provision. Salaries for members of the City Council are as provided in Section 2-3-6 of the Ogden Municipal Code or any successor provision. Pay Amount Mayor Mayor 117,739.73 $ City Council City Council Chairperson 16,375.00 $ City Council Vice Chairperson 15,375.00 $ City Council Members 14,375.00 $ City Council Office Range Number Executive Director Range Executive Director-City Council ED74 94,124.40 $ to 128,618.23 $ Deputy Director Range Deputy Director-City Council DD69 83,192.26 $ to 113,679.77 $ Staff Range I Policy Analyst STAFF62 69,986.75 $ to 95,634.83 $ Staff Range II Communication Manager STAFF51 53,340.04 $ to 72,887.59 $ Staff Range III Office Manager STAFF46 47,144.82 $ to 64,422.01 $ CITY OF OGDEN Pay Range Annually Annually Annually Annually Annually Pay Period Pay Period Annually Annually Annually Annually FISCAL YEAR 2016-2017 RANGE PLACEMENT TABLE - NON-MERIT, SPECIAL EMPLOYEES 318 ---PAGE BREAK--- NON-MERIT, SPECIAL EMPLOYEES FY 2017 (continued) Administration The Mayor may establish and/or re-establish salaries for these positions within the following ranges. Range Number Chief Administrative Officer CAO 130,249.60 $ to 149,354.48 $ City Attorney Ranges City Attorney CA78 103,895.73 $ to 141,970.46 $ Deputy Department Director DDD70 85,272.06 $ to 115,368.09 $ Assistant City Attorney ACA67 79,183.59 $ to 108,202.04 $ City Prosecutor ACA63 71,736.42 $ to 98,025.71 $ Assistant City Prosecutor ACA53 56,040.38 $ to 76,577.53 $ Justice Court Judges JUD 79,525.00 $ 143,145.00 $ Director Range DIR74 94,124.40 $ to 128,618.23 $ Department Directors, appointed pursuant to the provisions of the Administrative Code (Section 2-4-8 Ogden Municipal Code) Deputy Department Director Range DDD69 83,192.26 $ to 113,679.77 $ Division Manager Range DIV62 69,986.75 $ to 95,634.83 $ Division Managers, appointed pursuant to the provisions of the Administrative Code (Section 2-4-8 Ogden Municipal Code) Finance Manager1 City Recorder1 City Treasurer1 Court Administrator1 1 The above statutory officers may or may not be appointed as a division manager Deputy Division Managers ADIV57 61,858.10 $ to 84,527.26 $ Staff Range Executive Assistant to the Mayor STAFF36 36,829.46 $ to 50,326.37 $ Annually Annually Annually Annually Annually Annually Annually Annually Annually Annually Annually Annually Pay Range Pay Period 319 ---PAGE BREAK--- GENERAL INFORMATION 320 ---PAGE BREAK--- GLOSSARY 321 ---PAGE BREAK--- BUDGET GLOSSARY The Annual Budget contains specialized and technical terminology that is unique to public finance and budgeting. To assist the reader of the Annual Budget document in understanding these terms, a budget glossary has been included in the document. Appropriation: An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources. B & C Road Funds: Sales tax on motor fuel collected by the State and distributed to local governments based on a per-mile-of- road formula. BDO: Business Depot Ogden Balanced Budget: A financial plan of operation in which revenues (sources) equals expenditures (uses) for the fiscal year. All individual funds must have a balanced budget. Some funds may be balanced by using fund balance as a source of revenue. A balanced budget is required of municipalities by State Law (municipal code 10-6-110). Baseline Budget: Maintenance level budget adjusted for revenue constraints. Some service levels are adjusted. Benefits: Payments made on behalf of employees for such items as retirement and health insurance. Budget: Financial plan for a specified period of time (fiscal year) that matches all planned revenues and expenditures for various municipal services. Budget Adjustment: A legal procedure utilized by the City staff and City Council to revise a budget appropriation. 322 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Budget Calendar: The schedule of key dates or milestones which the City departments follow in the preparation, adoption, and administration of the budget. Budget Message: The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the Mayor. CAO: Chief Administrative Officer CVB: Convention and Visitors Bureau Capital Equipment Budget: The portion of the annual operating budget that appropriates funds for the purchase of capital equipment items. These expenditures are often separated from regular operating items, such as salaries, utilities, and office supplies. The Capital Equipment Budget includes funds for capital equipment purchases, such as furniture, machinery, computers and special tools, which are usually distinguished from operating items according to their value and projected useful life. The dollar value varies according to the policy established by each jurisdiction. Capital Expenditures: Expenditures to acquire fixed assets or to fund major capital improvements. Capital Improvement Program: A plan for capital expenditures to provide long-lasting physical improvements to be incurred over a fixed period of several future years. 323 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Capital Improvement Program Budget: A Capital Improvement Program (CIP) Budget is a separate budget from the operating budget. Items in the CIP are usually construction projects designed to improve the value of government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large scale remodeling. Capital Outlay: Expenditures to acquire fixed assets or to fund major capital improvements. Certified Tax Rate: The rate of tax to be levied and collected upon the assessed valuation of all property. Charges and Services: Expenditures for such items as utility costs and contractual agreements. CIP: Abbreviation for Capital Improvement Project. Contingent: Funds budgeted for unknown or unexpected expenditures during the budget year. Current Service Level: See Maintenance Level Budget. Data Processing: Expenditures for computer services or computer-oriented purchases such as hardware and software. Debt Service: The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a pre- determined payment schedule. 324 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Department: A major administrative division of the City which indicates overall management responsibility for an operation or group of related operations within a functional area. Disbursement: Payment for goods and services in cash or by check. Encumbrance: The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Enterprise Fund: A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to insure that revenues are adequate to meet all necessary expenditures. Enterprise funds in Ogden City are established for services such as water, sewer, airport, golf courses, refuse, Union Station, recreation, and medical services. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by Council. Expenditure: This term refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure. An encumbrance reserves funds to be expended. Expenses: Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges. 325 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Fiduciary Fund Type: This type of fund is used for activities performed by a governmental unit that are of a trustee nature. The functions can be either governmental or proprietary in nature and are accounted for on the basis of either activity. Fiscal Year: The twelve-month period designated by the State Code signifying the beginning and ending period for recording financial transactions. Fixed Assets: Assets of long-term character which are intended to continue to be held or used such as land, buildings, machinery, furniture and other equipment. Fund: An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or government functions. Fund Balance: Fund balance is the excess of assets over liabilities. General Fund: The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges such as fire and police protection, finance, parks and recreation, public works and general administration. Governmental Fund Type: This type of fund is used to account for activities usually associated with a typical state or local government’s operations. The measurement of activity is on current financial resources for sources and uses of funds. 326 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee. Interfund Transfers: Amounts transferred from one fund to another. Intergovernmental Revenue: Revenue received from another government for a specified purpose. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis. Levy: To impose taxes, special assessments, or service charges for the support of City activities. Line-Item Budget: A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately along with the dollar amount budgeted for each specified category. MBA: Municipal Building Authority Major Fund: The general fund and any other governmental or enterprise fund whose revenue, expenditures/expenses, assets, or liabilities are at least 10% of the total for all governmental or enterprise funds in the appropriated budget. Maintenance Level Budget: Funds budgeted to maintain services and programs at present levels. 327 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Non-Departmental: Expenditure items in the General Fund that are not related to a specific department. The major items budgeted in this category include general obligation bond payments and transfers to other funds. Operating and Maintenance Supplies: Expenditures for goods and services used in day-to-day operations such as office supplies. Operating Budget: The portion of the budget that pertains to daily operations that provide basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel and fuel. Operating Expense: Expenditures incurred in day-to-day operations including operating and maintenance supplies, travel and education, charges and services, data processing and other operating expense. Other: Miscellaneous expenditures not included in other categories of expense. Other Operating Expense: Other miscellaneous daily operating expenditures. Personnel Services: Salary and payroll benefits paid to employees. Program Budget: A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget units or object classes of expenditure. Property Tax: Taxes levied on real and personal property according to the property’s assessed value. 328 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Proprietary Fund Type: This type of fund is used to account for activities that emulate the private sector. The measurement of activity is on an economic basis which allows the reporting of all assets and liabilities associated with an activity. RAMP: Abbreviation for Recreation, Arts, Museums, and Parks. This grant program is administered at the County level to fund recreation, art, museum, and park projects through a local sales and use tax levy of one-tenth of one percent within the boundaries of Weber County. RDA: Redevelopment Agency Range: The lower and upper limits of salary for each authorized employment position ranked according to difficulty of services performed. Advancement within a range occurs at periodic intervals (usually annual) based on merit. Reserve: An account used to indicate that portion of a fund’s balance that is legally restricted for a specific purpose and is, therefore, not available for general appropriation. Revenue: Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income. Risk Management: An organized attempt to protect a government’s assets against accidental loss in the most economical method. Salaries: Payments made to employees for services rendered. 329 ---PAGE BREAK--- BUDGET GLOSSARY (continued) Source of Revenue: Revenues are classified according to their source of point of origin. Step: Within a salary range, the level of pay earned by an employee. Structurally Balanced Budget: For a budget to be structurally balanced, recurring revenues equal or exceed recurring expenditures rather than using non-recurring revenues to cover ongoing, recurring expenditures. A structurally balanced budget supports financial sustainability. TRT: Transient Room Tax Transfers to Other Funds: To move money to another fund in order to assist that fund in meeting operational or special project costs. Travel and Education: Expenditures incurred for equipment and vehicle operating costs such as repairs and maintenance as well as costs associated with educational conferences and seminars. URMMA: Utah Risk Management Mutual Association Unencumbered Balance: The amount of an appropriation that is neither expended or encumbered. It is essentially the amount of money still available for future purchases. 330