The Budget Process
The City of Tampa's annual budget process routinely begins in November with
the preparation of initial revenue and expense estimates, which are reviewed
with the Mayor. In February, departments prepare various objectives and
performance reports. The Mayor meets with department managers and develops
the service delivery objectives for each department. Then the Mayor determines
the amount of funding, or target budget, to be allocated to each department.
Targets are based on current budget levels, level of service desired by
the Administration and estimates of available revenues. Each department
then prepares its budget for the upcoming fiscal year within the target
The resulting budgets are reviewed and requests for additional funding are
considered. A Budget draft is sent to City Council in mid-July. The completed
Recommended City Budget is presented to City Council in August. Finally,
budget hearings are held and the Budget is adopted by the end of the current
fiscal year (September 30).
The Budget process allows for amendments as conditions change during the
year. An amendment may be initiated by the Mayor at any time and, after
City Council approval, the appropriations of funds are realigned.
November-December: Initial revenue and expense estimates
are prepared and reviewed.
February-March: Mayor meets with departments and develops service
delivery objectives and funding levels.
April: Target budgets are finalized and allocated to each department.
May: Departments prepare budgets within target amounts.
June: Mayor reviews budgets and requests for additional funding.
July-August: The Recommended Budget is presented to City Council.
September: Public hearings are held and the budget is approved by
October 1: New fiscal year begins.
The City's major budget and management objectives for FY97 and future
years are as follows:
- Keep recurring expenses in line with recurring revenues.
- Use private enterprise to supply public services when such agreements
are cost effective.
- Use tax increment financing to combat blight and to promote economic
- Strive for continued excellence in budgeting and financial reporting.
- Review rates, fees and charges annually to be sure they continue to reflect
the cost of services.
- Limit rate increases to one major enterprise (water, sewer, solid waste,
parking) a year, as necessary.
- Provide matching funds and "seed'' money to leverage grants and other
- Recognize employees for exceptional performance and creativity.
- Provide employee development by promoting training programs.
- Offer City employees training, counseling and referral services for stress,
drug abuse and other personal difficulties.
- Stabilize labor relations through multi-year contracts.
- Promote the safety and welfare of Tampa's citizens by controlling and
- Provide high quality utility services at reasonable rates.
- Develop long range plans in order to meet demands for City services.
- Support City housing programs by public and private financing.
- Contribute to the quality of life in Tampa by improving leisure services
- Continue implementation of the State Growth Management Act.
- Maintain existing infrastructure and require that development contribute
to growth related infrastructure improvements.
- Encourage public participation in developing solutions to City problems.
- Encourage the development of neighborhood organizations as a means of
- Obtain the support of the business community for improvements desired
by the citizens.
- Utilize local universities and the business community where their expertise
might offer improvements to City performance.
- Promote participation of women and minority business enterprises in City
- Improve planning for growth within the City by coordination of various
planning agency proposals.
- Cooperate with other local governments in matters of regional interest.
- Develop proposals for the Hillsborough County Legislative Delegation agenda
on matters requiring State action.
The FY97 Budget
Total funds available in FY97 will be $426 million.
The Tax Operating funds amount to $227 million, with nearly 50% allocated
to public safety.
Expenditures for Enterprise funds will total $169 million, with the largest
portion going to sewer.
Comparing FY96 and FY97
Funds available in FY97 will total $426 million. Of this, $414 million is
being appropriated for the various Tax Operating, Enterprise, Internal Service
and Grant funds. Additional funds available are Bond funds ($9 million)
and previously appropriated Job Training Partnership Act funds ($3 million).
A net increase of $20.4 million, from $406.0 to $426.4 million, is primarily
due to an increase in Enterprise, Tax Operating and Bond Funds.
Tax Operating funds are increasing from $220.0 to $226.9 million. In FY97,
Enterprise funds will increase $8.6 million to $169.1 million, primarily
due to increases in the Parking, Sanitary Sewer and Solid Waste Department.
City-Wide Construction Programs
In FY97, the Capital Improvement Program will be $35.6 million, an increase
of $3.4 million from FY96. This is primarily due to the addition of Utility
Tax Construction Bond Funds for Police and Fire capital improvement projects
($9.1 million), which is larger than last year's Sewer System expansion
program ($5.3 million).
In FY97, the City of Tampa will provide the necessary municipal services
to the citizens of Tampa with 4,397 authorized full-time equivalent positions,
a net increase of 83 positions from the October, 1995 level of 4,314.
Fifty-one Police officers were added during FY96 with funding from a three
year U.S. Department of Justice matching grant to promote Community Oriented
In an effort to control costs, the City has limited growth of total personnel
authorizations to 5% of the FY87 level, primarily in the public safety departments.
The Parks Department added 45 full-time equivalent positions for the Mayor's
City-wide clean up initiative.
Various other additions and deletions, including cost savings measures,
resulted in a net reduction of 13 positions in other City departments. Review
of department staffing continues in order to identify further opportunities
for downsizing, rightsizing or privatization.
During this same period, in order to address public safety concerns, the
City has increased Police Department staffing 30%.
Tax Operating Funds/Ad Valorem Taxes
Property tax revenue is $61 million, or 27% of Tax Operating funds. Other
State and local taxes supply $91 million (40%), and various fees, charges,
revenue sharing and interest account for the balance.
Taxable property values within the City have decreased by 0.71% from the
FY96 Budget to the FY97 Budget.
Newly constructed properties, placed on the tax rolls for the first time
in FY97, make up $154 million of the $9.8 billion tax roll, a 15% increase
from the FY96 level.
The property tax rate remains at 6.539 mills, the same rate used since FY90,
due to continued efforts to contain costs and through budget control measures.
In FY97, ad valorem taxes collected by the City will total $61.0 million.
The $.1 million decrease from the FY96 Budget was brought about by changes
in property valuation.
Value Adjustment Board actions have reduced current year tax yield by an
estimated $.7 million. Large mid-year reductions by the board cause revenue
shortfalls to budgets which are balanced using certification figures.
Again in FY97, the cost of police services alone exceeds property tax revenues.
The FY97 Sales Tax estimate, provided by the Florida Department of Revenue,
is $20.5 million; 5% higher than the $19.5 million projected for FY96. The
Florida Sales Tax rate remains at 6% and Hillsborough County has added a
local option 1/2 cent for indigent health care.
In FY97, Franchise Fees are expected to increase 4.5% over the FY96 level.
The rates charged are 6% on electricity, 5% on gas service, 1% on telecommunications
and 5% on cable communications.
Anticipated growth for Utility Tax revenues in FY97 is 7.4%. The tax rate
for utility services is 10%, except for telecommunications which is taxed
Neighborhood Environmental Action Team (NEAT)
The Mayor and the Parks Department created a new Parks division to clean
up the City. The NEAT program is a cooperative effort of neighborhood associations,
City departments (Business and Community Services, Solid Waste, Stormwater,
Police, Mayor's Office), and the judicial system.
Among the duties of this new division will be such activities as mowing
and trash removal in thoroughfares, rights-of way, and alleys. Other tasks
are removal of graffiti City-wide, removal of weeds in concrete medians
and mowing of grassy medians.
This $2 million dollar project includes salaries for 45 full-time equivalent
approved positions and major purchases of equipment, supplies, and tools.
This NEAT division will work in different areas of the City in conjunction
with neighborhood clean-ups already established by the Solid Waste Department.
NEAT crews will work seven days a week. Crews working Friday through Monday
will clean up neighborhoods, working with Neighborhood Associations and/or
Homeowner's Associations and the individual neighborhood volunteers. These
crews will also regularly maintain the City's inventoried thoroughfares.
Crews working Monday through Thursday will have the responsibility of continuing
and finalizing volunteer clean-up from the previous weekend.
To maximize flexibility of the program's work area, the City will be divided
into four quadrants. The crews will work in one quadrant at a time. Crews
will work four day weeks, ten hour days, Monday through Thursday or Friday
though Monday. Heavy equipment and mowers will be assigned according to
work schedules and will be utilized by all crews. A total of 37 full-time
and 16 part-time at-risk youth will be employed. Also, the City will be
working closely with the Salvation Army in coordinating the Community Services
workers who will be used extensively throughout the program.
New street sweepers will be purchased by the Stormwater Department and the
cycle for sweeping all the City's curbed streets will be reduced from 63
days to 40 days.
By maximizing the City work forces effectively and utilizing associations
and volunteers with specialized weekend clean up projects, the Mayor's new
Parks NEAT division will meet it's stated goal of making the City of Tampa
look clean again.
Cost Savings/Revenue Enhancements
During FY96, the Mayor asked City department managers to evaluate the efficiency
and effectiveness of their operations and suggest ways to cut costs and
enhance revenues. Results of the
departmental reviews which have been implemented include:
Cost Savings and Privatization-
- Consolidation of Solid Waste commercial routes with residential routes
- Consolidation of Fleet operations
- Contracting out Water Department landscaping and janitorial services
- Privatization of the Motion Picture Office
- Contracting out Tampa Museum security services
- Contracting out City-wide duplication and printing services
- Re-negotiation of Solid Waste collection contracts
- Updating of fees schedules for certain fire, police, parks, recreation
and land development coordination services
- Revision of charging methods for certain revenues, such as fire inspection
services being charged by square foot rather than a flat rate
These actions will generate about $3 million in annual savings/revenues.
The review is continuing and additional measures will be implemented as
they are determined to be feasible.
The Tampa Police Department (TPD) is responsible for ensuring the protection,
safety and welfare of City residents and visitors; protection of property;
prevention of crime, with an emphasis on Community Oriented Policing(COP);
maintenance of community order and respect for the law. The Department is
responsible for enforcement of the Laws of the State of Florida and the
ordinances of the City of Tampa.
In October, 1996, Tampa received a Universal Hiring Grant to hire 51 officers
to augment the COP program. It was decided to assign two officers to each
of the twenty fire stations throughout the City and eleven in targeted areas
of the City.
In FY97 TPD will add two School Resource Officers and two clerks. The additional
positions bring the total number of full- time equivalent Police positions
to 1,239 (929 sworn and 310 civilian). This will give Tampa a ratio of 3.25
sworn officers to one thousand residents. Except for Orlando, Tampa is higher
than any other comparable law enforcement agency in Florida.
Total Police Department personnel is 4.35 per thousand population which
is significantly higher than the South Atlantic region average of 3.1 per
thousand. Staffing was reorganized to create District III to cover downtown
and Ybor City. This new district will put more emphasis on COP tactics.
The 1995 Annual Crime Report
All crime categories are down, a 30% reduction from 1994 in the following
categories. The first six months of 1996 continue this trend.
New Police Facilities
Due to the deteriorated condition and inadequate space of the current Police
headquarters building, acquisition of a newer facility was required. In
FY96 the City realized $23 million in proceeds from refinancing of the Utility
Tax Convention Center bonds. Part of the funds are being used to purchase
and renovate the former downtown Sun Bank building for Police headquarters
and District III offices. Then, a new communications center and two satellite
stations for Districts I and II will be built. This move is in keeping with
the concept of Community Oriented Policing (COP).
Decentralizing the three district offices will improve Police accessibility
while helping to build community loyalty and interaction.
Some of the bond funds will go for Fire Department and Public Works facility
improvements, vehicles and equipment. These acquisitions are described in
the highlights for those departments.
The Police Department has purchased a total of 200 mobile digital computer
units over the last several years to install in marked Police cars. The
Police cars will be on-line with the computer aided dispatch (CAD) mainframe
at Police headquarters.
The computer units will also be tied into the Police Department's records
computer. These computer links will give the Police officer a great deal
of information at his fingertips. If required, the officer can call for
backup before pulling a car over. The officer can research names, drivers
license numbers, serial numbers, tags, wants and warrants, addresses, report
numbers, and event numbers. He can communicate with dispatch and other Police
cars without using the radio, which is subject to interception. The officer
can retrieve a criminal record on a name search and stolen car information
on a plate and serial number search.
Other features include:
- One button call for help
- Ability to input field investigation notes for later use
- Instant access to standard operating procedures
- Instant access to Florida statutes
- Key term information for related crimes
(A key term such as "ski mask" can be entered and crimes relating
to wearing a ski mask will be displayed)
- Reduced research time
A new feature in the programming stage is a radio receiver homing device
enabling Police to find "low-jack" equipped stolen cars. A direction
indicator is mounted on the dash of the Police car and the description year,
make, model and color are given by the computer when the five digit code
Police Department Training
Prospective Police officers must meet high training and certification standards
to be hired by the Tampa Police Department. Further education requirements,
opportunities and incentives are provided throughout their careers. All
employees are encouraged to participate in training beyond the minimum requirements
for their current classification. Management also supports the concept of
continuing education at City of Tampa training units, university or college
degree programs, seminars, etc. Police officers are required by State regulation
to attend 40 hours of retraining every four years. However, Tampa requires
40 hours of retraining each year.
Training Programs for New Officers:
Those wanting to become Tampa Police officers must have two years of college
and attend the Law Enforcement Basic Recruit Program to become State certified
Police officers. After passing the State test, they can apply to any police
department in the State. The 20 to 28 week course is available at Hillsborough
Community College, a certified training school with Commission certified
instructors. New officers must then pass a physical including a drug test,
background investigation, and behavioral performance evaluation.
The Field Training and Evaluation Program is a 16 - 18 week Tampa Police
Department program providing one-on-one training and supervision for newly
appointed sworn personnel. This training includes a review of department
policies, procedures, rules, and regulations. Field training covers: classroom
course work, daily observation by three different veteran officers and a
weekly supervisor evaluation during the probation period.
Continuing Education Training Programs:
- Advanced Training Programs add to job related knowledge, skills, and abilities.
Advanced courses at least 40 hours long cover only one major topic. They
must be Commission approved, offered by certified instructors, and require
Commission approved examinations.
- Special Training Programs use a menu concept to fulfill local training
needs. This program uses Commission approved courses such as: Communication
skills, Crime Prevention, Investigations, and Management/Supervision.
- Career Development Programs help prepare officers for higher rank.
- An In-Service Training program curriculum is approved by the Chief's staff
based on statutory and contractual mandates.
- Degree Programs - Each officer is encouraged to get at least a bachelor's
degree from an accredited college or university. Officers with college degrees
are eligible for incentive pay and four year degrees may be required for
Public Safety Grants
Over the last several years, the City has been very successful in obtaining
grants for public safety. Some recent Police Department grants are:
- Police Hiring Supplement Grant
During 1996, the City of Tampa started the second year of a $2 million U.S.
Department of Justice grant for 30 extra Police officers, assigned to three
target areas (Palmetto Beach, Live Oaks Square, West Tampa). The 30 additional
officers, using Community Oriented Policing(COP) methods, are helping the
Police Department reach its goal of reducing crime, building and maintaining
citizen involvement, and accelerating the revitalization process in those
- Universal Hiring Grant
In October, 1996, the City of Tampa received a second three year grant allowing
for 51 more COP officers. Most of these officers (40) will be stationed
in the 20 Fire stations around the City. The remaining eleven will be assigned
to various neighborhoods and non-profit organization youth programs.
- State Motor Vehicle Theft Prevention Grant
The State of Florida awarded the Tampa Police Department a Motor Vehicle
Theft Prevention grant. The grant proceeds of $94 thousand provide a Police
officer and a detective to work exclusively on auto theft prevention.
- State Home Monitoring Detention Program
The State of Florida is in the second year of the Police Re-enforcement
of Monitoring Prior to Trial (PROMPT) grant. Youth are to remain at home
per detention court order unless permission has been granted for attending
school or work, or they are under direct parental supervision. Youth will
be monitored randomly on a 24 hour, 7 days per week basis.
- U.S. Department of the Treasury ATF Project Trackdown Violent Crime Task
The Alcohol, Tobacco and Firearms (ATF) division of the Department of the
Treasury provided a $32 thousand grant for investigating the sources of
firearms recovered from public schools, students, juvenile gang members,
and violent juvenile criminals. AFT will furnish one special agent and the
Tampa Police Department will furnish one detective to work full-time on
- U.S. Department of Justice Weed and Seed Grant
The ongoing Weed and Seed Grant, first received in 1994, helps communities
to empower themselves with education and job placement. In FY96 we received
$750 thousand. In FY97 we are re-applying for $750 thousand. The program
is law enforcement driven with a clear emphasis on partnership among the
residents, law enforcement and the private sector. This grant has enabled
the community to bring services into several neighborhoods, allowing residents
to become more cohesive and to attain a better quality of life.
-U.S. Department of Justice Domestic Violence Grant
The Domestic Violence Grant for $180 thousand will use COP methods to help
reduce domestic violence. The City of Tampa is in partnership with The Spring,
a non-profit domestic violence counseling center and shelter.
- Local Law Enforcement Block Grant
The local law enforcement assistance grant program from the Bureau of Justice
has approved a grant for Tampa of $2.2 million. This block grant will be
used for technology improvements, to further the mobile digital project
and for scanning equipment.
- Police Athletic League (PAL)
PAL conducts an after boot camp monitoring and care program. PAL pays the
Tampa Police Department for three officers that work full-time with PAL
to counsel these juveniles. This amounts to approximately $167 thousand
The addition of 21 new firefighter positions and 5 communication technicians
during FY96 is providing the community better coverage for fires and medical
emergencies. The added positions are also helping reduce employee stress
and overtime expense.
Recent donations of equipment are improving water rescue and airport protection
services. The Fire department received a 19 foot tri-hull boat donated by
a local boat builder. This provides the Fire Department's water rescue division
better coverage of the large expanse of water in the Tampa Bay area. The
Department also received a new air rescue and fire fighting truck from the
Tampa International Airport for use by our Airport Division. The vehicle
carries two firemen and can dispense water or foam. The $332 thousand vehicle
was purchased with airport improvement money.
Proceeds from Utility Tax bond refinancing will fund facility improvements
and enable the Fire Department to replace aging equipment, and to buy two
new rescue cars, one aerial truck, one supply truck and eight automobiles.
Also included are improvements to various fire stations and facilities.
The fire training tower will be renovated in FY97. The four story concrete
tower is used to simulate building fires, providing smoke and obstacles
to overcome. The Fire Department also maintains four burn pits to practice
fire suppression. These facilities help firefighters maintain a high level
Business and Community Services
Changes within Business and Community Services during FY96 and for FY97
include reorganization of the Standards and Enforcement Division; the addition
of City-wide historical preservation duties; and improvement of services
at the Construction Service Center (CSC).
During FY96, the Standards and Enforcement Division changed its name to
the Neighborhood Improvement Division. Along with the name change, new methods
were developed to streamline code enforcement efforts and improve the City's
Previously, those cases involving homeowners whose residences failed to
meet code were processed by the Code Enforcement Board the same way as properties
with major code violations. Now, division staff will first refer these cases
to other City departments and/or agencies who can help the homeowner obtain
home improvement loans or assistance from local volunteer programs. The
benefits of this new approach are twofold: first, it allows inspectors to
concentrate compliance efforts on investment properties with recurring violations;
and second, reduces the Code Enforcement Board's caseload.
The Neighborhood Improvement Division has become more efficient via implementation
cross-training program for all their structural and environmental inspectors.
This allows the division to assign one inspector to investigate and track
cases involving multiple infractions rather than having to schedule several
inspections by different inspectors and maintaining separate case files.
Another change in FY96 has been the creation of the Historical Preservation
unit within Business and Community Services. In this case of reverse outsourcing,
City taxpayers realized annual savings of approximately $17 thousand by
not renewing outside contracts with the Barrio Latino and Architectural
Review Commissions and instead, incorporating those commissions as part
of the Land Development Coordination Division. An added benefit has been
that homeowners or businesses within historic districts that apply for exterior
permits, variances, tree and/or sign requests may now obtain final approval
through one consolidated review process.
Last, the Construction Service Center (CSC) has improved customer service
by providing an after-hours drop-off box for new single family construction
plans and offering a new service for customers. Starting in January, 1996,
for those customers that drop off completed Notice of Commencement certificates,
CSC staff will file the notices with the County Clerk of the Circuit Court.
The cost of this service is $8.00 and includes all recording, copying and
Budgeted for FY96, a new project is being initiated to provide lap top personal
computers (PC's) to Business License Inspectors operating in the field.
These lap top computers will provide direct on-line access to the Business
License System and will enable inspectors to perform on-site reviews of
tax records. This allows inspectors to issue compliance notices at business
locations, thus increasing efficiency and improving service to the business
community. Field tests with three lap top PC's are to begin during the summer
of 1996. If successful, funds are budgeted to acquire the remaining PC's
Management Information Systems Technology Improvements
The Management Information System (MIS) Department provides wide-area network
(WAN), local area network (LAN) and personal computer (PC) support for approximately
1,550 PC's and 2,700 users. The City's 25 LANs provide office automation
support, City-wide E-mail, communications, and department specific applications.
Typical services include hardware and software installation, problem resolution,
equipment maintenance, acquisition assistance, and inventory management.
The evolution of WAN, LAN, and PC technology makes departmental computing
a practical and fiscally sound alternative to expanding centralized computing
The City's new fiber optic network became operational in FY96. It provides
high speed connectivity for data and video applications among City facilities
in the downtown area.
MIS adopted the Windows 95 PC operating system as a standard in FY96 to
improve productivity at the desktop. This environment will be expanded in
FY97 to include new applications standards for office, work group, City-wide
E-mail, and electronic forms software. The City-wide transition to a Windows
95 network environment will be accomplished over the next few years.
Financial System Review
The City has commissioned a consultant to study its nearly 20 year old financial
system. Upgrade and/or replacement of the system is needed to increase functionality,
decrease maintenance and solve the year 2000 problem. The City system, along
with most other computer systems world-wide, will require substantial modifications
in order to accommodate the calendar changeover to the year 2000.
After analysis of our requirements and options, appropriate software and
hardware solutions will be recommended. The analysis may also surface opportunities
for re-engineering and improvement of City financial procedures.
Enterprise Community/Enterprise Zone
The U.S. Department of Housing and Urban Development has provided funding
for Tampa's Enterprise Community (EC) and the Florida Department of Commerce
funded Tampa's Enterprise Zone (EZ). These programs have a ten year designation
and two year payout period. Beginning in early FY96 $2.95 million was made
available for EC and $500 thousand for EZ.
The EC/EZ provides benefits to eligible area residents through job creation
and improvement of community conditions. Policy for the EC/EZ is established
by the Tampa Enterprise Community-based Partnership. The goal of the Partnership
is to improve employment and economic conditions so that residents in the
targeted neighborhoods can live and work in a safe environment and achieve
a better future. The Partnership has focused its programs on participation
in the revitalization of the following seven communities: Sulphur Springs,
Belmont Heights, Jackson Heights, Ybor City, Palmetto Beach, Tampa Heights,
and West Tampa.
One of the first accomplishments of the Partnership is the initiation of
the Good Faith Micro Loan Program. This program has created ten new businesses
through expansion and new startup. These ten businesses hired 25 new employees
in the Enterprise Community area. These business owners are required to
complete 15 hours of business management consultation sessions and attend
monthly borrower's group meetings. The micro loan program is expected to
produce three additional new businesses and provide a minimum of eight new
The Partnership is working to encourage economic development in the area
by creating jobs and empowering the community to identify and implement
needed community programs. So far 313 jobs have been created or retained
in the EC/EZ through new business activity. An additional 211 jobs will
be created within this fiscal year through business expansion currently
Some other accomplishments occurring in the EC/EZ area have been:
- Community Outreach Program - 635 people have received assistance through
this program; 52 completed Employability Skills classes, 508 received job
referrals, and 75 received job placements.
- Project Enterprise - The Tampa Hillsborough Community Development Corporation
created three new businesses in the EC/EZ area. They are an electronic refurbishing
and repair company, garment manufacturing company, and sign/advertisement
Various projects in the EC/EZ area receiving EC/EZ funds have assisted 2,040
families and individuals. An estimated additional 808 families and individuals
will receive service in the next year. The projects include dental, medical,
education, counseling, self-improvement and family development. Many of
the Tampa EC/ EZ projects have incorporated job training into their program
model and address the problems of adult literacy, family literacy, basic
education skills, and parents' involvement in their children's education.
These programs have served 102 students and will serve an additional 28
Mayor's Challenge Fund for Small Business Development
In FY96 the City's Challenge Fund for Small Business Development was amended
to include job credit payments to the State of Florida Qualified Target
Industries (QTI) Tax Refund Program. This new program was included to encourage
further business development, investment and job creation throughout the
City of Tampa. QTI is available to all areas of the City. Private businesses
which create new job opportunities and serve to relieve regional negative
economic impacts will be given top priority.
State approved refunds (up to $5,000 per qualified new job creation) are
earned over a four year period, with the State program requiring the local
government to provide 20% of the total tax refunds and the State paying
the remaining 80%.
Commitments for Small Business Development continue. This will be the third
year of the five year program. Eight local banks, the Tampa Bay Economic
Development Corporation (TEDCO) and Tampa Downtown Partnership are promoting
the program to existing or new businesses in need of capital for fixtures
and equipment, real estate acquisition or leasehold improvements. Loans
feature lower than market rates with a maximum loan of $100,000. The City's
commitment is in the form of limited loan guarantees which decrease the
exposure of the lenders. TEDCO, a not-for-profit development company administered
by the City, markets and processes the loans.
Job Training Programs
The mission of the Division of Urban Development and Job Training is to
provide a qualified work force for employers, career employment and training
opportunities for individuals in need, and to assist in the economic development
of Tampa. Job training initiatives are funded through the Federal Job Training
Partnership Act (JTPA) and City General Revenue funds. JTPA funds are used
to pay for training costs (tuition, books, supplies, etc.) and support services
(transportation, child care, etc.) and are targeted to four major program
- Title II serves economically disadvantaged adults with one or more significant
barriers to employment, such as lack of education or skills.
- Title IIB funds the Summer Youth Program for economically disadvantaged
youth, ages 14 - 21.
- Title IIC is the year-round youth program aimed at economically disadvantaged
youth, 16 - 21 year olds.
- Title III assists adults who are dislocated workers due to layoff or long
JTPA funds have been significantly reduced in recent years and are expected
to be replaced by a Federal Work Force Development Block Grant system in
In addition to changes at the Federal level, the State of Florida has transformed
its administration of work force development activities through Executive
Order 95-468 and the "Work Force Florida Act" adopted in the 1996
legislative session. The State Jobs and Education Partnership, a unit of
Enterprise Florida, has been designated to manage work force development
programs throughout the State. Regional boards were given the responsibility
to oversee JTPA activities and all other work force development programs
at the local level.
The statewide work force development strategy is comprised of four key components:
- One-Stop Career Centers
- High Skill/High Wage Jobs
In keeping with new initiatives, the State realigned all Service Delivery
Areas (SDA) within the State to coincide with labor market areas and community
college districts, with the requirement that no SDA would split a county.
The City of Tampa and Hillsborough County are now combined into a single
SDA. In the Spring of 1996, the new Jobs and Education Partnership Regional
Work Force Development Board was seated to oversee all local work force
development initiatives county-wide.
The goal of job training programs is to increase employment opportunities
and earnings, increase educational and occupational skills, and decrease
welfare dependency. The results are economic independence for the participants
and an improvement in the quality and productivity of the work force, which
enhances the competitiveness of the community.
The Division of Urban Development and Job Training administers JTPA programs
and provides intake; eligibility determination; career planning; case management
and counseling; and job placement assistance to JTPA program participants.
Training is provided primarily through the Hillsborough County School System
Vocational Technical Centers, Hillsborough Community College and a number
of private schools.
The Division also joins with private non-profit agencies on innovative programs
focusing on hard-to-serve populations. These initiatives include:
- Youthbuild, implemented by the Tampa United Methodist Centers through
a grant by the U.S. Department of Housing and Urban Development, teaches
building trade skills and provides academic instruction while helping to
revitalize low income neighborhoods through new home construction.
- Tampa/Hillsborough Urban League's Clerical/Word Processing program combines
technical training with employment readiness and life skills training.
- Lee Davis Neighborhood Development Corporation provides employment readiness,
job search and on-the-Job training opportunities.
The City of Tampa excelled in all Federal JTPA performance standards for
Program Year 1994 and is expected to do so for Program Year 1995. In addition,
the City of Tampa was one of only two SDA's in Florida to achieve each of
the Governor's objectives thereby earning the maximum incentive funds award
for Program Year 1994.
Summer Jobs Campaign
The Summer Jobs Campaign Committee coordinates summer employment activities
for area youth between the ages of 14 and 21. The Division operates the
JTPA Summer Youth Employment and Training Program which is providing job
training, academic enrichment, and employment at City departments, public
school sites and non-profit agencies for 532 economically disadvantaged
youth during the Summer of 1996. Transportation assistance is provided through
HARTline bus passes.
The City of Tampa and Hillsborough County joined forces for the 1996 Summer
Jobs Campaign in an innovative approach to implement private sector initiatives.
These jobs are open to all youth regardless of income level. In addition
to donations from caring individuals and businesses, the City and County
each provided funding to the Boys and Girls Clubs of Tampa Bay, Inc. to
administer these private sector programs:
- Pledge-A-Job enlists businesses and organizations to provide summer jobs
and matches high school and college age youth to appropriate opportunities.
- Career Experience is a mentoring program that allows participants to explore
career interests and obtain job readiness skills.
- Keep it Clean Kids (KICK) provides youth to assist with neighborhood beautification
- Youth Volunteer Corps provides youth with valuable volunteer experience
at various non-profit agencies.
- Humanitarian Programs focus on intergenerational volunteer service at
nursing homes, retirement centers and other sites.
Utility Tax funding for Leisure Services capital projects will amount to
over $1.3 million. In addition, Federal funds for Urban Development Action
Grant and Community Development Block Grant projects will provide $971 thousand
in FY97. Improvements are scheduled to maintain facilities at standardized
levels. By leveraging funds with community associations, State and Federal
grants, and businesses, the City is able to expand the scope of the program
and undertake additional projects for which funding may not have previously
been available. Matching funds in FY97 will exceed $135 thousand. Examples
of leveraged projects include Landscaping Improvements, Major Thoroughfares
and Highway Beautification, and Beautification with Clubs/Associations and
Developers. The FY97 Leisure Services construction program utilizes $1.3
million in funding from Utility Taxes.
Urban Development Action Grant (UDAG) Repayment Program
The Urban Development Action Grant Repayment Fund was established for repayments
of UDAG loans made by the U.S. Department of Housing and Urban Development
through the City of Tampa in prior years. Repayment revenue is to be used
for eligible community development activities.
Community Development Block Grant (CDBG) Leisure Projects
In FY97, Tampa will receive CDBG funds from the Federal Government for various
activities, including capital projects. CDBG expenditures are subject to
federal guidelines and generally are applicable to specific neighborhoods
occupied by citizens of low and moderate income.
Tampa Convention Center
For FY97, the Tampa Convention Center has scheduled more and larger conventions
as well as attracting repeat business. Because larger meetings use more
space, the convention center's occupancy rate is expected to post a record
year with a booking rate of at least 55 to 60 percent. Although completion
of the proposed Convention Center hotel is not anticipated until 1999, it
already is attracting attention to this market area.
Thirteen groups will use most of the Convention Center's 200,000 square
feet of exhibit space, compared to seven conventions that will occupy that
same amount this year. The center is doing better than the national occupancy
average for convention centers its size. Nineteen groups are repeat or multi-year
bookings. Some events are even scheduled into the early years of the 21st
Completion of the proposed Convention Center hotel three years from now
should greatly improve our competitive position and increase bookings.
Convention Center Hotel
It has been difficult for the City to attract major conventions to the Convention
Center because of the lack of a large first-class hotel nearby. During FY96,
the Administration and City Council agreed to negotiate with Sheraton Hotel
representatives regarding their proposal for a new hotel, as recommended
by the Mayor's Convention Center Hotel Review Committee.
Construction will begin after successful negotiation and securing of financing.
The 26 story, 700 to 900 room, $92.5 million luxury tower will be located
across the street from the Convention Center, near the waterfront on Garrison
Channel. A 1,500 car City parking garage, nearing completion, will be shared
by the downtown arena and the new hotel.
Tampa Museum of Art
The Sculpture Courtyard, located at Ashley Drive and Zack Street serves
as an outdoor gallery for rotating exhibits of world-class sculpture and
as a venue for City-wide celebrations and festivals. A sculpture competition
was held for this joint venture between the Tampa Museum of Art and the
City of Tampa, which resulted in the installation of a major sculpture fountain
by C. Paul Jennewein.
The new Planet of the Arts festival attracted almost 4,000 new visitors
to the Museum for children and family activities, along with arts exposure. The
Museum's 1996/1997 season opens in September with an exhibition of ceramics
by Pablo Picasso. It will be followed by an exhibition called Affinities
of form, a multi-cultural showing of eastern ethnic art.
Phase I of upgrading the courtyard and light wall is planned for construction
One Percent for the Arts
The City of Tampa Art in Public Places program seeks to visually enhance
and enrich the community by placing art that is accessible to the public.
The public art program is funded by one percent of municipal construction
costs and augmented by private contributions and grants. Since the program's
inception ten years ago, the City has acquired and maintained 78 works of
art valued at more than $1.2 million.
- Acquisitions - The City of Tampa Art in Public Places program acquired
ten new works of art this year for its prestigious Portable Works Collection.
- Restorations - The H. B. Plant Memorial Fountain, "Transportation"
,the City's oldest sculpture, was rededicated in October, 1995 after undergoing
extensive restoration and conservation efforts. The exterior aluminum sculpture,
"ZIG ZAG", was recently restored and permanently installed in
the courtyard of the Tampa Bay Performing Arts Center. The large stainless
steel sculpture, "Family of Man", is currently undergoing restoration
and will be relocated on the median at Bayshore and Gandy Boulevards.
- Community Public Art Projects - The City's public art program actively
assists others in the community with public art projects. The Tony Pizzo
sculpture was dedicated in September,1995, in Tampa's Centennial Park. The
City also assisted HARTline in commissioning a public artwork for the downtown
- Mayor's Art in Public Places Breakfast - The Mayor of Tampa hosts an annual
breakfast to honor and present awards to those who have made a significant
contribution to visually enhancing the community through public art. This
year, awards were given to the Tony Pizzo Sculpture Committee, Friends of
Al Lopez, Immigrant Statue Committee, the University of South Florida, and
the University of Tampa.
- Grants - Tampa's public art program is the lead organization for the national
public awareness campaign, Save Outdoor Sculpture !, (SOS!) through the
National Museum of American Art, Smithsonian Institution, and the National
Institute for the Conservation of Cultural Property. This year, the City
facilitated obtaining a $2,000 conservation assessment survey grant from
SOS! for Hillsborough County's "Memoria in Aeterna" memorial sculpture
outside the County Courthouse.
Parks and Recreation Programs
Programs to address the parks and recreational needs of the community will
again be funded in FY97. They provide a comprehensive approach for improvements/upgrades
to meet the concerns of citizens and neighborhoods, and to provide enhanced
facilities for youth and adult programs.
Incorporated into the Park's Matrix Plan, projects will provide City-wide
improvements to shelters, fencing, picnic tables, grills, play equipment,
and other replacement items.
Also, Park's Neighborhood Environmental Action Team division has been established
for the Mayor's Clean-up Tampa initiative. This program works in conjunction
with neighborhood associations, other governmental entities and volunteers.
In addition to the year-round services and facilities provided by the Parks
and Recreation Departments, the Recreation Department conducts approximately
15 special events throughout the year, serving over 120,000 people. Events
such as the International Festival, Taste of Tampa, Tampa Bay Senior Games,
Halloween Fun Fest, Gasparilla Distance Classic and Children's Parade, and
Hoop-It-Up provide leisure entertainment for residents and a community focus
for the neighborhoods.
Steps Toward Environmental Partnership
The Parks Department, in conjunction with the Mayor's Beautification Program
over the past few years, developed a program to train youngsters in landscape
work and provide a future source of employees for the Department. This program
is entitled Steps Toward Environmental Partnership (STEP).
The program's slogan is: "Give the child a dream, then give him the
skills to make that dream come true."
STEP is comprised of the Environmental Services Program, a summer program
where the Jobs and Education Partnership Regional Work Force Development
Board select over 30 youth to work and train in the Parks Department. These
workers are then eligible to apply to a year-round weekend work effort through
the Youth Environment Partnership (YEP) or the Neighborhood Environmental
Action Team (NEAT) which keeps workers challenged on Friday, Saturday and
Sunday. NEAT provides entrepreneurial opportunities and much needed support
in the Enterprise Community/Enterprise Zone Neighborhoods.
Nationally recognized STEP is a one-of-a-kind on-the-job training program.
Several graduates are employed by the City of Tampa Parks Department while
participating in the Hillsborough Community College Horticulture Program.
The STEP's Advisory Council of the Mayor's Beautification Program is building
networks to provide scholarships, job opportunities and access to other
important community resources.
The City of Tampa completed the first segment of the Downtown Riverwalk
as part of the Curtis Hixon Park project. Additionally, the Federal Highway
Administration has identified funds for:
- Design, engineering, and permitting ($500 thousand) of the Riverwalk from
Curtis Hixon Park to Tampa's Convention Center.
- Construction funds ($1.29 million) to complete the next phase of the Riverwalk
from Curtis Hixon Park to Washington Street on the east side of the Hillsborough
The work, administered by the Florida Department of Transportation, is planned
- Completion of the design, engineering and permitting phase will begin
the Fall of 1997.
- Completion of the construction of the next phase of the Riverwalk from
Curtis Hixon Park under the Kennedy Boulevard Bridge to Washington Street
is scheduled for late 1998 or early 1999.
North Tampa Recreation Center
Using a National Park Service grant from the Urban Parks and Recovery Act
Program and Community Development Block Grant dollars, renovations to the
North Tampa Recreation Center have been completed this fiscal year. This
$525 thousand project updated the 8,000 square foot facility to a larger
more modern center.
Renovations included adding classrooms, arts and crafts rooms, game room,
and renovating the kitchen and restroom. Also, included is a weight room,
handicap accessible restroom, new roof and outdoor picnic area.
Not only children, but adults, teenagers and senior citizens are in attendance
on a daily basis. The facility offers a variety of classes for all age groups,
from team sports to high school equivalency courses.
Mayor's Beautification Program
The Mayor's Beautification Program Committee, comprised of approximately
50 members of the community, was established in February, 1988. This non-profit
public/private partnership's objective, in conjunction with the City of
Tampa Parks Department, is to landscape public property. This program utilizes
the STEP toward Environmental Partnership, an at-risk youth on-the-job training
Projects for FY97 include landscaping for 13th Street, the downtown arena
area, Our Avenues and Boulevards Program, and Blake Senior High School.
Other beautification programs supported by the Committee include the "Adopt-A-Median"
program; volunteer planting highway beautification projects; the Trees for
Tampa program; and the Neighborhood Tree Planting Program. The Parks Department
administers the Neighborhood Tree Planting Program and will order and install
trees on the rights-of-way in a neighborhood if the residents pay for the
Grants received in FY96 include:
- Preservation 2000 (Florida Communities Trust) and Hillsborough County
Environmental Lands Acquisition and Protection Program (ELAPP) grants to
acquire Mullett Point, properties at Cypress Point and Cypress Creek, the
old drive-in theater site along McKay Bay and 22nd Street Causeway, and
additional Palmetto Beach property.
- A Pollution Recovery grant was received for McKay Bay Park and Cypress
Point habitat restoration.
- A bikeway grant for McKay Bay from the Florida Recreation Development
- A Historic Preservation Grant for Robles Park Recreation Center restoration
approved from the State Division of Historical Resources.
- An Enterprise Community Grant started a jobs program for nine youth 16-18
years old residing in the grant area. These youth work 20 hours a week removing
graffiti, mowing and cleaning up neighborhood thoroughfares.
The City has applied for the following grants for FY97:
- Additional Historic Preservation Grants for Robles Park Recreation Center
from Florida Department of State, Division of Historical Resources.
- A $50 thousand grant from Tampa Port Authority's Sovereign Lands Management
Program for wetland restoration and environmental improvement of two acres
in the McKay Bay Nature Park.
- A Cultural Facilities Program through the Department of State Division
Affairs for restoration of the Centro Espanol de West Tampa theatre (in
conjunction with the Urban League).
- A State of Florida, Department of Environmental Protection (DEP) Commission
grant from the Gardinier settlement trust fund to restore the natural habitat
of the Desoto Trailer Park site and a DEP grant from the Greenway and Trails
Program to purchase 24 acres around McKay Bay for a bike trail.
City and Community Volunteers
The extensive volunteer efforts of City employees and Tampa citizens are
making a difference in the quality of life for people and neighborhoods
City employees were instrumental in getting the "Paint Your Heart Out"
program started, which is now in its eighth year. Several thousand volunteers
turned out April 20th to paint one hundred twenty homes for low income,
elderly residents of Tampa who could not otherwise maintain their homes.
Many volunteers added the finishing touches by doing yard clean-up and landscaping
Additionally, employees were busy participating in the 15th Annual Bowl
for Kids' Sake on behalf of Big Brothers/Big Sisters, the March of Dimes
sponsored Walk America, and the annual blood drive for Florida Blood Services.
Citizen volunteers provided services for the City through the "City
Corps" volunteer service program started by the Community Information
Office. Volunteers are used in three areas: Service and Information, Special
Events, and as Docents. Volunteers are used to welcome visitors to the Tampa
Municipal Office Building and provide information to the public on City
services, events, history and amenities.
The Department of Public Works will continue to provide public services
at a high level of quality and efficiency. Public Works will focus on traffic
concerns and street infrastructure maintenance, as well as maintenance of
the sidewalk program, street lighting and traffic signage.
In FY97, $5.4 million of transportation improvement projects are funded
from Local Option Gas Taxes.
Transportation Impact Fee
Ordinance No. 9362A, passed in 1986, imposes an impact fee on land development
in the City. Impact Fee revenues are used to provide for roads and related
facilities necessitated by new development.
In FY97, the Stormwater Management Division will continue its Capital Improvement
Program designed to reduce structural flooding in the City of Tampa, rehabilitate
the older portions of existing systems and improve the quality of stormwater
Projects planned for FY97 are in the following general areas:
- Palma Ceia Drainage Improvements Project: Work continues to reconstruct
the existing pipe system.
- 43rd St. Outfall Construction Project: Installation of a new stormwater
system needed in the area north of Broadway Avenue.
- Temple Crest Drainage Improvements Project: Construction of drainage improvements
at Regnas and 40th Street.
The $3.9 million Stormwater program represents over 15% of the Capital Improvement
Project funds appropriated for the General Fund Departments.
Utility Tax Construction Bond
In FY96, the City issued $23.6 million in Utility Tax Construction Bonds.
The bonds included almost $16 million for public safety capital improvement
projects which will be accomplished over the next two fiscal years.
In FY97, the Parking Department will continue to operate and maintain facilities
in the Central Business District and outlying areas. Listed below are projects
that will take place in FY97:
- The South Regional Parking Garage, located next to the new downtown arena,
will open in October, 1996 with approximately 1,500 parking spaces.
- The City will administer parking revenue agreements with private parking
operators for sharing parking revenue generated by the arena.
- More than 200 new electronic parking meters will be installed near the
downtown arena. The electronic meters will provide collection records.
- In Ybor City, a 170 space parking lot will be constructed at the Sheriffs
Complex. The lot will be utilized by the Sheriff's Department during the
day and visitors during the evenings and weekends.
- Secure, lighted parking will be provided in all nine lots in Ybor City.
Also, 140 twelve hour parking meters and one multi-space meter box that
can handle 140 parking spaces will be installed.
- An employee training program to educate cashiers and guards to improve
customer service is planned.
- A comprehensive parking study is planned to assess the parking needs for
various areas within the City. The study will include short and long range
A parking rate adjustment averaging 15% will be effective October 1, 1996,
on most lots and garages. The rate adjustment will allow the Parking Department
to meet its operating expenses and existing bond obligations. This is only
the Parking Department's second rate increase to lots and garages in the
past twelve years.
Average Monthly Residential Utility Bill
The current monthly bill for an average home user is $48.80. With a proposed
Solid Waste adjustment of $1.00 per month and a proposed Sanitary Sewer
adjustment of $.50 per unit, this will increase to an average of $54.80
per month. This is lower than many local jurisdictions.
The Solid Waste rate increase of $1.00 per month for residential customers,
and a corresponding increase for commercial accounts, is necessary to prepare
for the required improvements to the McKay Bay Refuse-to-Energy facility.
This results from new emission standards and limitations imposed by Federal
and State governments.
The Sanitary Sewer rate increase of $.50 per unit is necessary due to increasing
personnel and operating costs, as well as to adjust for revenue lost as
a result of the closure of the Busch Brewery in December, 1995.
Small User Charges
The effect of the proposed increase in the Sanitary Sewer rate has a lesser
effect on a single user household than the average household increase. The
average household increase is based on a usage level of ten units per month
while a single user household averages three units. This would make the
effect of the increase on single user households $1.50 per month.
The Sewer Department's goal is to provide complete and cost effective service
and to respond in a timely manner to expanding service requirements. Department
personnel collect, treat and dispose of more than 55 million gallons per
day of raw sewage from over 98,000 customers in Tampa and its immediate
suburbs. Sanitary treatment of wastewater requires the careful removal of
pollutants and pathogens from wastewater in a manner consistent with Federal,
State and local regulations so that the end product can be returned to the
environment for natural recycling.
To control hydrogen sulfide odors at major pumping stations, odor control
equipment was installed in the early 1980's. Currently, a study is under
way to use an ozone system in conjunction with in-line microbial treatment.
The process was expanded in FY96 to include 28 of the City's 192 pumping
stations. Three of the pump stations are combining the ozone and microbial
systems and 25 use only the microbial treatment. Using these methods reduces
use and costs of chemicals needed for odor control.
Expansion of the Howard F. Curren Advanced Wastewater Treatment Plant from
a daily effluent processing capacity of 60 million gallons to 96 million
gallons per day continues. This expansion is nearing completion, with the
expanded facility operation start up scheduled for the Fall of 1996.
Water Resource Recovery Project
This project would provide treated effluent to be pumped into the Tampa
By-Pass Canal to supplement water sources for the growing needs of the region,
while providing a net environmental benefit. A 1993 pilot study determined
that it would be technically feasible to produce water of as good a quality
as the Hillsborough River raw water supply through supplemental treatment
of effluent from the Howard F. Curren Advanced Waste Water Treatment Plant.
An implementation study, funded in conjunction with the United States Environmental
Protection Agency, the Southwest Florida Water Management District and the
West Coast Regional Water Supply Authority began in FY96 and will continue
for approximately 18 months. This study will: evaluate the proposed project
sizes, sitings, conveyances and alternatives; complete conceptual design,
cost estimates, economic analysis and funding scenarios; develop an implementation
plan; and develop a project schedule for design, construction and start-up.
Tampa continues to be a leader in water treatment and water conservation
techniques both locally and nationally. Considered a major public water
supply system, the department serves approximately 435,000 people using
over 121,000 meters. One third of the customers are located outside City
limits in Hillsborough County. Two water treatment plants, Hillsborough
River (HRWTP) and Morris Bridge (MBWTP) produce water that meets or exceeds
current Federal water quality requirements. Since the start of an aggressive
water conservation program in 1989, water consumption has been reduced to
approximately 66 million gallons per day. The potential for further reductions
is being considered. Tampa has set the standard for the region by maintaining
an adjusted per capita use of 115 gallons per day.
"Water Quality 2000", started in FY96, is a guideline for improvements
in the Production division to ensure that water quality continues to exceed
all current and anticipated regulations. The first phase is a Water Quality
Master Plan, which reviews water quality conditions and requirements from
the source to the tap. Various water treatment options for organic compound
removal, corrosion control and microbial inactivation are being evaluated
at the new pilot water treatment plant constructed at HRWTP. The primary
focus of short-term improvements will be to minimize the microbial risk
associated with cryptosporidium, which is found in all surface waters in
the United States. FY97 plans include a new rapid mix junction box and basin
A re-engineering of the Production division, begun in FY96, continues in
FY97 to reduce operating and maintenance costs, while increasing plant reliability.
The first part of this re-engineering was a competitive assessment performed
by a panel of experts familiar with public and private sector operation
and maintenance of water production facilities. The assessment evaluated
the operation and maintenance of the Production division to determine how
a contract operator would perform these functions to be competitively successful
and reliably produce quality drinking water. The results showed a need for
increased automation and updated equipment, primarily at HRWTP.
Enforcement of new rules (Federal Information Collection Rule, Enhanced
Surface Water Treatment Rule, Disinfection/ Disinfection By-Product Rule
and the Safe Drinking Water Act Reauthorization) requires additional treatment
and testing at the Water Department's certified laboratory. These rules
increase the duties of the laboratory staff.
Three positions have been eliminated from the Production Division in FY97
by contracting janitorial, landscape and mowing duties.
Consumer Affairs Program
Residential conservation programs such as the low-volume toilet rebate,
in-school education and "Sensible Sprinkling" continue. The Great
Toilet Rebate Program added 4,000 rebates in FY96 to make its total over
9,000. This program offers rebates of up to $100 for the cost of an ultra-low
volume toilet. In FY97, 5,000 additional residential and 2,000 commercial
rebates will be offered. The Sensible Sprinkling program has reached 650
homeowners since its 1993 start. Water savings showed a reduction of 151
gallons per day per house or 35 million gallons per year for the 650 participating
homes. In FY97, commercial and educational facilities will be added.
In-school educational programs continue. In FY96, 45,000 elementary students
were reached by the "Mermaids Tail" theatrical production. In
four years, 140,000 students have seen theatrical conservation programs.
The Water Ambassador interactive conservation program reached 4,000 third
graders in FY96, with another 4,000 scheduled in FY97. Over 4,000 students
and adults toured HRWTP in FY 96.
North Boulevard Interconnect with Hillsborough County Water System
In FY96, an agreement was reached with the West Coast Regional Water Supply
Authority (WCRWSA) to construct a connecting pipe from the City's water
system into the water system of Hillsborough County. This would be used
to provide extra water during the rainy season to help replenish ground
water supplies. The construction costs (estimated at $1.4 million) are being
fully reimbursed by WCRWSA and Hillsborough County. Construction of the
pipeline should be completed by December, 1996. Control of this water supply
will be at the City's discretion, based on the water levels of the Hillsborough
River and the capacity of our treatment and distribution systems.
Morris Bridge Re-engineering
A project to modernize the Morris Bridge Water Treatment Plant began in
FY96. This project improves our secondary water treatment facility by upgrading
the treatment process, engineering and automation at the plant. The estimated
cost of this project is $11.1 million with completion slated for FY98.
The Solid Waste Department operates an integrated solid waste management
system (waste reduction, recycling, waste-to-energy, landfill) to provide
efficient and environmentally safe collection and disposal service. Solid
Waste personnel continue to concentrate on environmentally critical programs
such as illegal dumping, recycling and the retrofitting of the McKay Bay
In FY 96, the Environmental Crimes Investigation Unit arrested 29 people
for felony dumping, 21 people for misdemeanor illegal dumping and 58 people
were cited for civil violations. The number of known illegal dump sites
has grown to 160, but the frequency and volume of illegally disposed debris
During FY96, the Crimes Investigation Unit performed on-site inspections
of all tire stores within the City limits to determine if they had Tire
Disposal Permits and if the disposal laws are followed. At the conclusion
of the inspections, the number of tires illegally dumped within the City
limits decreased dramatically. The Crimes Investigation Unit continues to
be active in the Federal Task Force on Environmental Crimes and one officer
is currently the Chairperson of the Task Force. All officers are trained
to act as first responders to a hazardous incident.
Continued success of the program is attributed to patrolling known illegal
dump sites, prompt response to citizen complaints, prompt collection of
debris, education of citizens and routine day and night surveillance of
known "hot" sites.
Community interest in recycling continues to be strong. Prices for recycled
materials have fluctuated greatly over the last year. They were at an all
time high last year. However, this year they have been going down.
In December 1995, the City changed contractors for curbside recycling collection
service to obtain a reduced rate. The department is reviewing servicing
additional homes and adding plastic collection to the program in FY97. Some
neighborhoods have a higher recycling rate than others. Therefore, the City
will target incentive programs to several neighborhoods to increase their
Hillsborough County, including the City of Tampa, has a State mandated County-wide
recycling goal of 30%. The current County-wide rate is 35%.
The City's recycling program includes:
· Drop Off Recycling Program - The City has 24 sites where residents
may drop recyclables. This is one of the highest volume drop-off programs
in Florida. Over 300 tons of glass, aluminum, milk cartons, newspaper, drink
boxes and cardboard are collected each month. Large corporations have become
sponsors of the program by purchasing containers and setting up sites for
drop-off. Other sites are various City parks, supermarkets, parking lots,
schools, and churches.
· Recycling Art Contest - This is an art contest for high school and
college students. This year, over 200 entries were received (an increase
of 75 over last year). The art was shown for six weeks at the Tampa Museum
· Christmas Tree Recycling - Eleven collection sites are available
County-wide, with four in the City, to collect discarded Christmas trees.
The City Parks Department mulches the trees for use in landscaping. Residents
receive seedlings in return for their trees. FY97 will be the eighth year
of the program. County-wide, 50,000 trees were collected in 1995 (up from
35,000 trees in 1994).
The City, in conjunction with Hillsborough, Pinellas and Sarasota Counties,
will be focusing an educational campaign on waste reduction, a home composting
program and buying recycled products. A composting demonstration site will
be set up at the Port Tampa Recreation Center for workshops and to be an
on-going educational tool.
McKay Bay Refuse-to-Energy Facility
The McKay Bay Refuse-to-Energy (RTE) Complex consists of a scalehouse, a
transfer station and the RTE facility. The scalehouse weighs all incoming
and outgoing waste. The transfer station is used to sort waste into various
categories for further processing. About 88% of the incoming waste goes
directly to the RTE facility; 3% to the landfill; and 9% is recycled.
In 1989, the Federal Government passed major revisions to the Clean Air
Act. In 1995, the Environmental Protection Agency released the new emissions
standards, with a five year compliance deadline. The new standards will require
state of the art combustion control in the furnace and state of the art
air pollution control equipment in the back half of the facility. This will
require a reconstruction of the current facility in order to meet the new
standards and insure that the facility will be able to function effectively
for 20 years after retrofit. The capital cost is expected to exceed $80
million and will be financed by selling new revenue bonds. The construction
should begin in 1999 and be completed in 2000.
In order to prepare to meet the new standards, there will be a residential
rate increase of $1.00 per month for the second year in a row. The FY97 monthly
charge will go from $17.00 to $18.00 with a corresponding increase for commercial
Commercial Compactor and Roll-off Service
The Solid Waste Department will start commercial compactor and roll-off
service in FY97. Commercial compactors are a very efficient and effective
means for collecting large quantities of commercial refuse. Estimated additional
revenue of $3 million is expected to be realized from this service over
the next five years.
Consolidation of Commercial Bulk Services
The department provided bulk services for approximately 4,100 small businesses
by running separate collection routes. The total annual collection cost
to run these routes was approximately $550 thousand. In FY 96, the commercial
bulk routes were consolidated with the residential routes. This consolidation
is expected to yield an annual savings of approximately $260 thousand while
continuing to maintain a high level of service.
In FY97, Fleet will consolidate operations to its central maintenance facility
and close four satellite operations. This reorganization will allow Fleet
to reduce personnel, expand the operating hours at the central facility,
reduce expenses and increase efficiency. This consolidation, expected to
save $750 thousand annually, resulted from the recommendations of a Blue
Ribbon review panel.
Beginning in FY95, the City has been making a significant effort to accelerate
the replacement of City vehicles. This includes:
- FY95: Solid Waste accelerated the purchase of 19 vehicles which included
11 side loaders, three 25 yard rear loaders and five front loaders for $1.8
- FY96: The City is using a portion of Utility Tax bond funds for vehicle
replacement in the Fire, Police, Business and Community Services, Parks,
Recreation, Public Works, and Stormwater departments. Total bond funds available
for vehicles is $7.1 million. This includes $1.0 million to replace a Police
Efforts will continue in FY97 and FY98 to accelerate the replacement program.
The department is also reviewing the way the Police Department refuels its
vehicles. Currently the cars must be taken to one of the City's fuel tanks.
Often this entails driving out of the way to refuel which reduces the officers'
patrol time. The City is looking into agreements with gasoline companies
which would issue credit cards to be used at their facilities. A pilot program
with the detectives should be underway in the first quarter of FY97.
Housing Programs and Rehabilitation
The City's housing programs in FY97 will build on past successes toward
the goal of decent and affordable housing for all citizens. The Mayor's
Challenge Fund Partnership is the driving force behind Tampa's record level
production of affordable housing units. The partnership is made up of banks,
credit unions, businesses, non-profit agencies and the City. Its strength
lies in the synergy derived from the lending capacity of the banks and credit
unions, the dedication of the non-profits and the leveraging capability
of the public sector.
The Community Redevelopment Agency is responsible for the City's affordable
housing program. These programs are designed to assist residents in emergency
situations, to preserve the City's housing stock and to provide first-time
home ownership opportunities. The programs combine various financing tools
from Federal and State housing agencies along with commercial bank loans
from the Mayor's Challenge Fund Partnership.
Tampa's affordable housing programs have received several national and regional
awards. Worth noting are: The Award of Merit presented by the National Association
of Housing and Redevelopment Officials; The Award of Excellence given by
the Association of Local Housing Finance Agencies; and the Future of the
Region Award of Excellence received from the Tampa Bay Regional Planning
Council. In July, 1996, Tampa's program was among eight selected by the
U.S. Conference of Mayors as the best in the nation.
Housing and redevelopment activities in FY97 will concentrate on construction
of seven new affordable housing subdivisions, City-wide rehabilitation and
infill construction, and business development in the newly designated Federal
Enterprise Community and State Enterprise Zone. The latter is promoted by
the efforts of the Tampa Enterprise Community-based Partnership, and the
City's Community Redevelopment Agency.
Funding from Federal and State housing programs in FY97 is $8 million. In
addition to Federal HOME dollars, the City allocates a substantial portion
of its Community Development Block Grant funds for housing services. The
City has also received its third HOPE 3 grant from the Federal government,
which will be available in FY97. The State Housing Initiatives Partnership
grant, now in its fifth year, will provide more than $1.5 million. The reach
and impact of these housing programs are substantially expanded by the leveraging
of Federal and State resources with local sources, utilizing Challenge Fund
and other private financing.
In conjunction with City assistance and the Tampa Housing Authority, various
approaches to providing affordable housing will allow the City to produce
about 2,100 units of newly constructed, rehabilitated or first-time home
ownership units in FY96.
Since the inception of the Challenge Fund in mid-1987, the City will have
assisted in the construction or rehabilitation of nearly 9,000 housing units.
Community Development Block Grant (CDBG)
In order to develop the Community Development Block Grant program, the City
provides to residents, public agencies, and all other interested parties
full public access to program information through media announcements, advertisements,
citizen advisory committee meetings, public hearings and the dissemination
of information through the City's community services outreach staff.
Public hearings and notices are provided to obtain citizen views and to
respond to proposals and questions at all stages of the program, including
the identification of housing and community development needs, review of
and review of program performance.
In FY97, the City will receive $5 million in CDBG entitlement funds. Additional
program income of $435 thousand and reprogrammed prior year funds of $745
thousand bring the total FY97 program to $6.18 million.
The Community Development housing allocation in FY97 continues the City's
commitment to housing rehabilitation activities. Funding for all CDBG housing
programs in FY97 is $3.8 million, representing over 61% of the total CDBG
program. These Federal funds provided to the City will be utilized to conduct
a number of housing rehabilitation activities, programs for public agency
residents and program delivery services. Through these programs, the City
provides low cost housing repair financing to homeowners who earn below
80% of the area median income, adjusted for family size. The assistance
is provided through a combination of deferred payment loans and low-interest
Challenge Fund leverage loans.
Other CDBG funded programs include $756 thousand for public service agencies;
$936 thousand for general grants administration activities; and $840 thousand
for capital improvement projects. This combination of programs is designed
to promote substantial long-term community improvements.
Tampa Housing Authority (THA)
In FY97, the City will allocate $132 thousand in CDBG funds for the neighborhood
demonstration projects in various public housing areas and $401 thousand
for capital THA projects. The City continues to work with the Authority
to reduce the number of substandard units and reduce the average length
Highland Pines Community Center
After Tampa Housing Authority's completion and occupation of the Highland
Pines 22 unit subdivision, the area lacked a place for local children to
attend planned activities. The City of Tampa, Tampa Housing Authority (THA)
and the Highland Pines neighborhood association negotiated a plan to obtain
a community center to help local children avoid the enticement of crime
The City's Community Development Block Grant allocated first time homeowners
housing assistance dollars toward the purchase of a 1,100 square foot home
adjacent to Highland Pines Park suitable for a community center. THA will
buy the home, incorporating renovations for conversion to a community center.
THA will lease the house to the neighborhood association for a year before
turning over ownership. The neighborhood association will be responsible
for the day to day operation of the facility. Plans outlined for the community
center consist of daycare, educational activities, and other activities
consistent with community needs.
Mayor's Challenge Fund Partnership
This partnership is a cooperative effort among the City, lending institutions
and non-profit organizations to increase the quality and amount of affordable
housing in Tampa. The City coordinates the program, provides loan guarantees
and inspects construction progress. The lenders provide liberalized underwriting
conditions and below market interest rates. The following non-profits provide
a bridge to Tampa's local communities through housing counseling, loan packaging,
construction and marketing.
- Coach Foundation - Assists first-time home buyers in locating affordable
- Tampa-Hillsborough Action Plan, Inc. - Provides a wide range of affordable
housing, construction and marketing.
- Tampa United Methodist Centers, Inc. - Develops and markets rehabilitated
and newly constructed homes. Counsels first-time home buyers.
- Tampa Preservation, Inc. - Renovates older homes and builds historically
compatible new homes in the Tampa Heights area.
- OASIS - Assists elderly residents in resolving housing related problems.
The Mayor's Challenge Fund and the Tampa Housing Partnership have provided
a solid foundation for increasing the opportunities to the citizens of Tampa
for affordable and decent housing.
The affordable housing goals of the City and the Tampa Housing Partnership
for FY97 are as follows:
- To increase the opportunities for citizens to purchase or rent affordable,
decent, safe, and sanitary housing by encouraging the rehabilitation, revitalization
and redevelopment of the City's existing housing stock.
- To encourage the planned development of new residential areas that will
provide the appropriate number of single and multi-family housing units
to meet the needs of current and future housing deficient residents.
- To provide a beneficial economic impact to the community through activities
such as new construction, rehabilitation and community redevelopment.
- To rehabilitate existing housing, reversing the past rate of decline and
extending its economic life, while providing a source of decent and affordable
housing to build upon the positive aspects of existing neighborhoods.
Consolidated Housing and Community Development Plan
The City of Tampa receives Federal funds that are expended for housing rehabilitation,
infrastructure improvements, park and recreational facilities, public services
throughout the City, and other activities considered essential to the comprehensive
revitalization of neighborhoods. These limited resources have been directed
toward the provision of services which benefit low and moderate income residents,
the reduction of slum and blight and as a match for other grant programs.
Each grant application was prepared separately at various intervals during
the year, based on unique guidelines and requirements.
For FY95, the City of Tampa took advantage of an opportunity offered by
Housing and Urban Development(HUD) to consolidate Community Development
Block Grant, HOME Investment Partnership Program, Emergency Shelter Grant
Program, and Housing Opportunities for Persons with AIDS under a single
plan. Tampa thus became one of five cities nation-wide, and one of two in
Florida, to have a consolidated plan approved by HUD. The advantage of this
approach is that all of the housing and community development needs are
reviewed together. Then, the various grant programs are tailored to meet
this array of needs.
In FY96, the City submitted its One Year Action Plan of resources to be
expended, addressing priority needs and specific objectives identified in
the Consolidated Plan, utilizing HUD provided software. This method was
implemented to allow federal report transmission via computer disks as well
as a means of providing easier access to the public.
For FY97, HUD is incorporating additional technology accessible to the City
by means of the Integrated Disbursement and Information System (IDIS) Set
Up, Reporting and Distribution modules. This will permit the City to have
direct access to HUD's headquarter mainframe for immediate updating of grant
information. IDIS is intended to simplify the grants management process
for entitlement grant programs, as well as reducing the amount of time required
in producing reports. It also provides a method for comparing effectiveness
of the programs and reduces the number of documents generated to satisfy
performance reporting requirements for HUD.
HOME and HOPE3 Federal Housing Programs
In 1990, the Cranston-Gonzalez National Affordable Housing Act reauthorized
the Community Development Block Grant program and created the HOME Investment
Partnership and Housing for People Everywhere (HOPE3) programs. These programs
emphasize the development of public/private partnerships in the housing
delivery system and commitment of local resources to secure and supplement
The HOME program is a grant entitlement housing program designed as a partnership
among Federal, State and local governments, and those in the for-profit
and non-profit sectors who build, own, manage, finance and support low-income
and affordable housing initiatives. Funds under the HOME program may be
used for acquisition; construction, reconstruction; moderate to substantial
rehabilitation of affordable rental and ownership housing; and for tenant-based
Since 1992, the City has received $9.3 million in HOME dollars. The HOME
program emphasizes affordable home ownership and neighborhood revitalization
in low-income housing areas.
The implementation of the Cranston-Gonzalez Act also incorporated the HOPE3
programs. The City of Tampa, in conjunction with Tampa United Methodist
Centers (TUMC), Inc. was awarded the three largest competitive HOPE3 grants
in the United States, totaling $8.0 million. The HOPE3 program is designed
to create home ownership opportunities for low and moderate income families
utilizing the inventory of government-owned properties, such as those of
the Resolution Trust Corporation and the Veterans Administration. These
properties are acquired by TUMC, rehabilitated and marketed to first-time
homebuyers. Tampa's efforts in obtaining these competitive grant funds will
allow the City to remain one of the nation's affordable housing leaders.
State Housing Initiatives Partnership (SHIP) Program
The William E. Sadowski Affordable Housing Bill of 1992 includes the State
Housing Initiatives Partnership program. The SHIP program provides flexibility
for local governments to determine which housing initiatives would best
serve their own communities and design a program to meet those needs. The
funding comes from a documentary Stamp Tax of 10 cents for every $100 in
property value. This revenue represents the first source of funds within
the State specifically dedicated for housing services at the local level.
In FY95 the Florida Legislature voted to match the 1992 stamp tax increase
with an equivalent value of general revenue from existing documentary stamp
With the Federal programs emphasizing the development of local partnerships
and matching commitments, the annual allocation of documentary stamp dollars
allows the City maximum leverage of those Federal funds, providing greater
flexibility in the housing program delivery. Some of the activities to be
provided include: down payment assistance; guaranteed mortgage loan; incentives
to developers to build low income multi-family housing; and assistance for
existing homeowner rehabilitation loan programs.
Since 1992, the City has received $3 million in SHIP dollars. With the addition
of the new State general revenue match in FY95, the annual allocations for
future years are expected to be approximately $1.6 million.
The City has implemented various Federal and State programs that have allowed
considerable expansion of our housing programs. These programs include infill
and subdivision development, thus creating affordable homes for first-time
home buyers. Four of these development projects are complete, for a total
of 121 units added to Tampa's housing stock. However, several are in initial
development stages. They are:
- Lemon Bay Apartments, a 24 unit apartment building for low to moderate
income families being developed by the Tampa-Hillsborough Action Plan;
- Busch Oaks, a 42 unit subdivision near Busch Boulevard and 50th Street;
- Newport Gardens, a 16 home development located near the intersection of
Rome and Waters Avenues;
- Kelly Ridge, a group of eight homes being constructed near Sligh and 22nd
- White Way and Pocahontas, the site of a five home group of affordable
- Oak Haven, a 22 home subdivision being built at Hanna Avenue and 3rd Street;
- Sperry Grove, consisting of 18 homes located near Giddens Avenue and 22nd
- Martin Luther King, Jr. Village, located at Dr. Martin Luther King, Jr.
Boulevard and 26th Street, a 27 home subdivision;
- Manhattan Manor, a 33 home subdivision located at South Manhattan Avenue
Metropolitan Ministries Project Uplift
A Community Development Block Grant project was established in FY96 to assist
Metropolitan Ministries Project Uplift. This comprehensive care center will
offer homeless families greater opportunities to become self-sufficient.
Services currently offered at Metropolitan Ministries will be enhanced and
new programs implemented. These programs will address the causes of homelessness
such as limited education, joblessness, illness, substance abuse and lack
of family support.
Project Uplift will consolidate all Metropolitan Ministries programs into
one 155,000 square foot facility located directly adjacent to the Ministries
current facility on North Florida Avenue.
Public Safety Employees Home Ownership Incentive Program
This program is designed to give extra incentives for Police officers and
firefighters to buy homes within the City limits by providing lower down
payment requirements, closing costs and monthly payments. Loans are made
by banks and credit unions that are partners with the City in the Mayor's
Challenge Fund. This incentive program made 18 home ownership opportunities
available to Tampa's public safety employees in the last year. The program
improves neighborhoods through the presence of public safety officers as
Emergency Shelter Grant
The Stewart B. McKinney Homeless Assistance Act makes Federal funds available
to assist communities in coping with the needs of the homeless population.
The Emergency Shelter Grant program will award the City its eleventh grant
for FY97 totaling $132 thousand. The grant will be used, in conjunction
with Hillsborough County's program and other local funds, to assist four
homeless assistance providers. They include:
- Agency for Community Treatment Services, Inc.
- Alpha-A-Beginning of Tampa, Inc.
- Metropolitan Ministries, Inc.
- The Spring, Inc.
The funding allocations were recommended by the Hillsborough County Homeless
Housing Opportunities For People With AIDS (HOPWA)
The HOPWA program is a specialized Federal grant used to provide affordable
housing for low income persons with AIDS or related diseases. HOPWA funds
are being distributed among Hillsborough, Pinellas, Polk and Hernando Counties
with the City of Tampa as grant administrator. FY97 program funds in the
amount of $1.3 million will be used to acquire, expand and support approximately
100 housing units and provide housing information, rental assistance and
other supportive services to more than 2,300 people.
Six service providers: Tampa AIDS Network, Tampa-Hillsborough Action Plan,
Francis House, Family Enrichment Centers, Catholic Charities, and The Harbor
Behavioral Institute are sharing the FY97 grant to provide housing and rental
assistance and services to AIDS/HIV patients and their families.
Although employee insurance for health, workers' compensation, and general
liability continues to be costly, efforts to control costs are slowing the
escalation. The City's estimated cost for these insurance programs is $25.3
million in FY97.
Health costs have risen at a dramatic rate over the past several years.
The City's efforts to continue to provide employees with comprehensive coverage
at an affordable rate has thus become increasingly difficult.
The City's Health Maintenance Organization (HMO) provides a full range of
medical services at a reasonable cost. As a managed-care program, the HMO
offers an alternative to traditional fee-for-service health care.
Over the past four years, participation in the HMO has steadily increased.
Presently, 94% of all City employees are enrolled in the HMO. The other
health coverage alternative is the Point-of-Service plan. This option offers
the advantages of an HMO and the choice of utilizing out-of-network providers.
The City continues to evaluate medical services and insurance plans to ensure
a reliable provision of medical care for its employees and retirees at affordable
cost. To maintain market competitiveness of the City's medical provider,
the City added a new health provider in 1995, thus increasing the options
for employees and retirees.
Workers' Compensation costs have been a substantial part of the City's insurance
expense and efforts are underway to control these costs. The City is currently
developing a managed care solution to the Workers' Compensation problem
which will be implemented by January 1, 1997. The managed care approach
will feature integrated services including a medical provider network that
will offer a quality assurance program and cost containment features such
as utilization review, case management and an employee tracking system designed
to reduce lost time. Results from our loss reduction program have been impressive.
In a period in which most insurance costs are rising, Workers' Compensation
costs have been held below the FY91 level for the past four years.
Long Term Disability
The City of Tampa has contracted to provide long term disability insurance
for eligible City employees. This plan covers long term illness and injury,
enhancing the overall employee health benefits program.
Pay and Labor Agreements
The proposed budget includes sufficient funds for estimated employee step
increases, as well as funds for labor agreements. The City is currently
negotiating a renewal contract with the Amalgamated Transit Union.
The Tampa Comprehensive Plan, mandated in the Florida Growth Management
Act, is intended to guide and control future growth and development. The
Plan includes levels of service and plans for construction of infrastructure
needed to meet those levels of service for:
- Recreation and Open Space
- Stormwater Drainage
- Sanitary Sewer
- Solid Waste
The Florida Department of Community Affairs recently approved an update,
including a report of accomplishments during the first five years of the
Plan and a complete re-evaluation of future needs. This review resulted
in over 400 changes to the various elements of the plan.
A 517 acre undeveloped parcel, nearly a square mile, was voluntarily annexed
to the City of Tampa during FY96. City services are being phased in as development
takes place. A population of about 1,000 is projected at build out of the
property west of Tampa Palms.
Tax Increment Financing
In FY97, the City will continue to make deposits from property tax receipts
into the Community Redevelopment Agency Trust Fund.
This deposit of $1.3 million, along with additional deposits from Hillsborough
County; the Hillsborough Area Regional Transit Authority; the Tampa Port
Authority; and the Children's Board, will bring the FY97 Downtown Non-Core
district deposit to $3.0 million.
FY97 funds for the Non-Core will be applied exclusively toward retirement
of the Convention Center's bond debt.
The City, County and Port Authority will also contribute $237,624 to the
Ybor City District. These funds will be used for Ybor City redevelopment
Tax Funds Debt Service
- Performing Arts Guaranteed Entitlement Bonds - $4.8 million fromGuaranteed
- Convention Center - $13.8 million: $10.8 million from Utility Tax funds,
$3.0 million from FY97 Tax Increment Financing District funds.
- General Utility Tax Bonds - $3.4 million from Utility Tax funds and sinking
Amounts budgeted in the contingency reserve for unanticipated expenses and
for such emergencies as floods or hurricanes during FY97 include: General
Fund - $2,610,000 and Utility Tax Fund - $250,000 for a total of $2,860,000.
General Fund contingency has been increased by $860 thousand this year for
anticipated costs associated with Arena, Convention Center and Aquarium
Due to continued concern regarding undercollection of State and local revenues,
a $1.7 million revenue reserve is also budgeted for potential revenue shortfalls.
This budget includes transfers of $1 million to the Fund Balance accounts
of the General Fund and Utility Tax Fund, in accordance with the external
auditor's recommendation that the City maintain the current level of Fund
Balance in the Tax Operating Funds.