Budget Workshop Agenda

1
BUDGET WORKSHOP AGENDA
Monday, April 13, 2009
Mayor 1:30 – 1:45 p.m. Explanation of Process

City Manager 1:45 – 2:15 p.m. Overview and Discussion of Issues
Director of Finance 2:15 – 3:00 p.m. Financial Overview
Police Chief 3:00 – 4:00 p.m. Police Department
Fire Chief 4:00 – 5:00 p.m. Fire Department
Parks & Recreation 5:00 – 6:00 p.m. Parks & Recreation Department
Director
Public Works Director 6:00 – 7:00 p.m. Public Works Department

7:00 – 7:30 p.m. Non-Departmental
7:30 – 8:00 p.m. Approve the Proposed General Fund
Tentative Fiscal Year 2010 Budget
NOTE: The schedule should be viewed as tentative. As much or as little time will be spent in
each segment of the agenda, as individual members of Council may believe is
appropriate.
4/8/2009
2
GENERAL FUND
PROJECTIONS
3
CITY OF PENSACOLA
GENERAL FUND
FY 2010 PROPOSED BUDGET
FISCAL YEAR 2009 BUDGET WITH PROJECTIONS FOR FY 2010 AND FY 2011
FY 2009 FY 2009 FY 2010 FY 2011
BEGINNING PROJECTED PROJECTED PROJECTED
BUDGET BUDGET BUDGET BUDGET
Sources:
Fund Balance - 213,603 - -
Revenues
Property Taxes 14,319,600 13,859,300 13,859,300 13,859,300
Franchise Fees/Utility Taxes 13,951,400 13,760,600 14,029,800 14,304,400
State Revenue 10,014,400 9,498,900 9,186,500 9,255,100
Other Revenue 3,134,900 3,089,300 3,029,300 3,071,600
ESP Transfer 8,000,000 8,000,000 8,000,000 8,000,000
Total Revenues 49,420,300 48,208,100 48,104,900 48,490,400
Total Sources 49,420,300 48,421,703 48,104,900 48,490,400
Uses:
Personnel Expenses 34,911,900 * 34,700,800 * 33,977,000 * 36,042,600 *
Operating Expense 8,955,700 9,098,800 8,545,300 8,705,600
Sub-Total 43,867,600 43,799,600 42,522,300 44,748,200
Capital Outlay 10,000 10,000 - -
Agency Funding 500,000 500,000 385,000 300,000
Saenger Theatre 150,000 150,000 200,000 200,000
Residential Stmwtr/Sanit Assist 6,200 6,200 6,100 6,100
Transfer To WFPL 1,346,300 1,346,300 1,346,300 1,346,300
Transfer to Urban Core TIF 1,783,700 1,751,800 1,664,200 1,664,200
Transfer to Eastside TIF 43,800 45,400 45,400 45,400
Transfer to Westside TIF - - - -
Transfer to Stmwtr Cap Prjcts 1,909,000 1,909,000 2,049,500 2,070,000
Transfer to TFFDSF 2,979,100 2,979,100 2,931,600 2,926,800
Transfer to Golf Course 140,000 140,000 130,000 120,000
Transfer to Tennis Center 55,000 55,000 27,500 -
Sub-Total 8,923,100 8,892,800 8,785,600 8,678,800
Cost Recovery - A/O (3,541,100) (3,559,100) (3,203,000) (3,042,900)
Compensation Adjustments 170,700
Total Uses 49,420,300 49,133,300 48,104,900 50,384,100
Difference - (711,597) - (1,893,700)
* No Pay Increases Included

NOTE: At the end of FY 08 Fund Balance of $2.1 Million Available to cover revenue
shortfall in FY 09 and FY 10.
4
GENERAL FUND
DEPARTMENTAL
BUDGETS BY LINE
ITEMS
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
PROGRAMS
24
CITY OF PENSACOLA
FISCAL YEAR 2010 BUDGET
PROGRAM PRIORITIZATION SUMMARY
GENERAL FUND
FISCAL YEAR 2009 ACTUAL BUDGET FISCAL YEAR 2010 RECOMMENDED BUDGET FISCAL YEAR 2011 PROJECTED BUDGET
TOTAL TOTAL TOTAL
DIRECT NET TOTAL DIRECT NET TOTAL DIRECT NET TOTAL
Department Main Program Name REVENUE COST FTE REVENUE COST FTE REVENUE COST FTE
Administration of Legal
City Clerk 70,000 1.30 - 64,400 1.00 70,300 1.00
Documents
City Clerk City Elections/Appointments 30,000 0.50 - 29,000 0.50 - 31,600 0.50
City Clerk Council Meeting Preparation 62,000 1.20 - 65,500 1.50 - 71,500 1.50
Subtotal City Clerk - 162,000 3.00 - 158,900 3.00 - 173,400 3.00
City Council City Council 33,700 - - 51,300 0.00 - 51,800 0.00
City Council Election 8,900 - - - 0.00 - 18,900 0.00
Subtotal City Council - 42,600 - - 51,300 0.00 - 70,700 0.00
City Manager City Management 16,900 2.00 - 28,000 1.75 - 129,100 1.75
City Manager Council Support Services 23,000 1.00 - 20,500 1.00 - 94,500 1.00
City Manager Enterprise Operations - 2.00 - - 0.55 - - 0.55
City Manager Neighborhood Services 36,900 2.00 - 11,200 0.70 - 51,600 0.70
Subtotal City Manager - 76,800 7.00 - 59,700 4.00 - 275,200 4.00
Assessment/Administrative
Civil Service - 102,700 1.70 - 106,400 1.80 - 118,600 1.80
Services
Civil Service Complaint Resolution - 17,400 0.30 - 11,800 0.20 - 13,200 0.20
Subtotal Civil Service - 120,100 2.00 - 118,200 2.00 - 131,800 2.00
Community
Administration 16,800 1.25 - 25,300 0.40 - 26,500 0.40
Development
Community
Business Licenses 925,000 55,100 1.00 910,100 54,300 1.00 919,100 56,800 1.00
Development
Community
Economic Development 58,700 0.50 - 57,600 0.50 - 60,300 0.50
Development
Community
Neighborhood Enhancement 154,500 1.00 - 165,900 1.70 - 173,600 1.70
Development
Community Pensacola Community
53,300 - - 53,200 0.35 - 55,700 0.35
Development Initiatives Program
Community
Planning Services 57,500 405,500 6.25 57,500 445,700 5.20 59,000 466,500 5.20
Development
Subtotal Community Development 982,500 743,900 10.00 967,600 802,000 9.15 978,100 839,400 9.15
M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 25 4/8/2009

CITY OF PENSACOLA
GENERAL FUND
TOTAL TOTAL TOTAL
Financial Services Accounting 98,900 2.36 - 4,200 2.36 - 5,700 2.36

Accounts
Financial Services 143,600 10.00 - 104,200 10.00 - 141,900 10.00
Payable/Receivable
Financial Services Audit 71,100 1.54 - 73,200 1.54 - 99,700 1.54
Financial Services Budget 108,400 2.80 - 63,800 2.80 - 86,900 2.80
Financial Services Payroll 133,700 3.30 - 134,200 3.30 - 182,700 3.30
Financial Services Purchasing 139,500 3.00 - 88,200 3.00 - 120,100 3.00
Subtotal Financial Services - 695,200 23.00 - 467,800 23.00 - 637,000 23.00
Fire Administrative Support 472,000 3.85 - 532,700 3.85 - 558,100 3.85
City Emergency
Fire 14,700 0.10 - 13,000 0.10 - 13,600 0.10
Management
Emergency Operations -
Fire 8,641,800 100.00 - 8,347,500 100.00 - 8,744,800 100.00
Fire Suppression
Emergency Operations -
Fire 419,600 6.00 - 540,400 5.00 - 566,100 4.00
Rescue
Facilities and Apparatus
Fire 515,000 1.00 - 642,100 1.00 - 672,700 1.00
Management
Fire Fire Code Enforcement 314,700 3.00 - 240,300 3.00 - 251,700 3.00
Fire Technical Support to City 6,600 0.05 - 6,600 0.05 - 6,900 0.05
Fire Training 116,000 1.00 - 118,500 1.00 - 124,100 1.00
Subtotal Fire - 10,500,400 115.00 - 10,441,100 114.00 - 10,938,000 113.00
Human Resources Administrative 24,400 1.50 - 22,800 1.00 - 29,600 1.00
Human Resources Budget & Administrative 21,300 1.00 - 21,300 1.00 - 27,500 1.00
Human Resources Director/Specialist Duties 68,300 3.00 - 67,900 3.00 - 87,700 3.00
Human Resources Insurance 28,400 1.00 - 26,500 1.00 - 34,200 1.00
Payroll & Personnel
Human Resources 32,500 1.50 - 30,900 1.00 - 39,900 1.00
Processing
Subtotal Human Resources 174,900 8.00 169,400 7.00 218,900 7.00
Legal Legal Services 186,500 3.00 - 231,000 3.00 - 269,200 3.00
Subtotal Legal - 186,500 3.00 - 231,000 3.00 - 269,200 3.00

CITY OF PENSACOLA
GENERAL FUND
TOTAL TOTAL TOTAL
Parks & Recreation Aquatics 12,000 302,500 1.00 52,200 310,200 1.00 53,200 321,200 1.00
Parks & Recreation Athletics Operations 307,600 - - 345,600 - - 357,900 -
Parks & Recreation Athletics Staffing 271,700 4.00 - 318,400 4.00 - 329,700 4.00
Parks & Recreation Ball Field Crew 451,500 5.00 - 408,600 4.00 - 423,100 4.00
Parks & Recreation Bldg Maint Administration 202,900 3.00 - 246,000 3.00 - 256,000 3.00
City Facility Maintenance &
Parks & Recreation 790,800 6.50 - 933,600 7.00 - 971,600 7.00
Repair
Community Center
Maintenance
Parks & Recreation Contracts 164,200 - - 169,900 - - 176,800 -
Parks & Recreation Drop-In Use 198,400 1.25 - 123,000 1.25 - 151,600 1.25
Parks & Recreation Landscaping 5,000 1,698,600 20.00 5,000 1,528,300 20.50 5,000 1,592,300 20.50
Parks & Recreation Maintenance Shop 146,300 2.00 - 142,100 2.00 - 148,000 2.00
Parks & Recreation Office of Director 490,100 6.00 - 579,000 8.00 - 606,300 8.00
Parks & Recreation Park Administration 227,400 2.00 - 263,100 3.50 - 274,100 3.50
Parks & Recreation Park Maintenance & Repair 565,800 8.50 - 623,000 8.00 - 649,100 8.00
Parks FDOT Right of Way
Parks & Recreation 490,200 391,900 4.00 504,900 371,900 4.00 520,000 389,400 4.00
Program
Parks & Recreation Programs/Classes/Activities 239,800 2.50 - 136,400 2.50 - 168,300 2.50
Recreation/Community
Center Administration
Parks & Recreation Rentals of Facilities 47,000 0.50 - 16,500 - - 20,400 -
Parks & Recreation Senior Center 278,600 2.00 - 241,600 2.00 - 298,000 2.00
Parks & Recreation Youth Programs 421,600 4.50 - 241,300 4.00 - 297,700 4.00
Subtotal Parks & Recreation 507,200 7,499,600 78.00 562,100 7,388,700 80.00 578,200 7,865,800 80.00

CITY OF PENSACOLA
GENERAL FUND
TOTAL TOTAL TOTAL
Police Chief's Office 1,300,300 12.00 - 1,238,600 12.00 - 1,295,000 12.00

Administration/Fleet
Police 257,300 2.00 - 262,400 2.00 - 274,300 2.00
Management
Police Cadets 311,100 7.00 - 337,300 7.00 - 352,700 7.00
Police Central Records 227,700 366,100 6.00 199,700 343,100 6.00 203,000 358,700 6.00
Police Communications Center 230,000 1,693,000 26.00 230,000 1,550,400 24.00 230,000 1,621,000 24.00
Community Oriented
Police 1,245,800.00 14.00 - 1,160,800 14.00 - 1,213,700 14.00
Policing Squad (COPS)
Police Crime Scene Investigations 542,000 7.00 - 606,700 7.00 - 634,300 7.00
Police Criminal Intelligence Unit 104,400 2.00 - 123,500 2.00 - 129,100 2.00
Police Investigations Unit 1,952,400 21.00 - 1,828,700 21.00 - 1,912,000 21.00
Police Property Management 330,900 5.00 - 323,000 5.00 - 337,700 5.00
School Resource Office
Police 217,000 654,000 7.00 217,000 614,400 7.00 221,300 642,400 7.00
(SRO)
Police Traffic 976,500 10.00 - 902,500 10.00 - 943,600 10.00
Police Training/Personnel 515,000 5.00 - 540,300 5.00 - 564,900 5.00
Police Uniform Patrol 6,997,700 81.00 - 6,810,600 80.00 - 7,120,700 80.00
Police Vice and Narcotics 672,400 7.00 - 643,800 7.00 - 673,100 7.00
Subtotal Police 674,700 17,918,900 212.00 646,700 17,286,100 209.00 654,300 18,073,200 209.00
Administration Daily
Public Works 295,600 2.35 - 356,900 2.00 - 368,100 2.00
Operations
Public Works Inspection Services 20,800 0.22 - 27,900 0.25 - 28,800 0.25
Public Works Parades 23,800 0.64 - - - -
Public Works Street Daily Operations 543,400 3.27 - 403,000 4.00 - 415,700 4.00
Public Works Traffic Miscellaneous 75,800 0.51 - 60,300 0.93 - 62,200 0.93
Public Works Traffic Signage 126,700 0.56 - 168,500 2.70 - 173,800 2.70
Traffic Signals & Street
Public Works 250,000 1,045,500 3.05 257,100 1,064,800 2.50 264,300 1,098,400 2.50
Lighting
Public Works Traffic Striping 60,300 0.40 - 63,700 1.00 - 65,700 1.00
Subtotal Public Works 250,000 2,191,900 11.00 257,100 2,145,100 13.38 264,300 2,212,700 13.38

CITY OF PENSACOLA
GENERAL FUND
TOTAL TOTAL TOTAL
CRA
Non-Departmental 1,783,700 - - 1,664,200 - - 1,664,200 -
Tax Increment District
Eastside
Non-Departmental 43,800 - - 45,400 - - 45,400 -
Westside
Non-Departmental - - - - - - - -
Non-Departmental Escambia-Pensacola Library 1,346,300 - - 1,346,300 - - 1,346,300 -
Non-Departmental Saenger Theatre 150,000 - - 200,000 - - 200,000 -
Pensacola-Escambia
Non-Departmental Development Commission 120,000 - - 120,000 - - 90,000 -
(PEDC)
Escambia-Pensacola
Non-Departmental Human Relations 70,700 - - 88,700 - - 79,000 -
Commission
Pensacola Area Chamber of
Commerce - Foundations
Human Services
Non-Departmental 70,000 - - - - - - -
Appropriations
Arts Council of Northwest
Florida
Historic Pensacola
Preservation Board
Gulf Coast African American
Chamber of Commerce
Pensacola Sertoma Clubs
(4th of July)
Non-Departmental First Call for Help 10,000 - - 10,000 - - 7,500 -
Non-Departmental Lakeview Center, Inc. (LCI) 30,000 - - 25,000 - - 20,000 -
National Museum of Naval
Aviation Flight Academy
Non-Departmental Pensacola Clean and Green 13,000 - - - - - - -
Non-Departmental Pensacola Promise 5,000 - - - - - - -
Non-Departmental Bay Area Resource Council 7,300 - - 7,300 - - 5,500 -
Residential Sanitation
Assistance Program
West Florida Regional
Planning Council

CITY OF PENSACOLA
GENERAL FUND
TOTAL TOTAL TOTAL
Residential Stormwater
Non-Departmental Assessment Assistance 100 - - 100 - - 100 -
Program
Transportation Planning
Organization
Subtotal Non-Departmental 3,830,000 - 3,647,000 - 3,562,000 -
TOTAL GENERAL FUND 2,414,400 44,142,800 472 2,433,500 42,966,300 468 2,474,900 45,267,300 467

CITY OF PENSACOLA
PROGRAM PRIORITIZATION DETAIL
GENERAL FUND
TOTAL TOTAL COST REDUCTIONS/ TOTAL COST REDUCTIONS/
DIRECT NET TOTAL DIRECT NET TOTAL SERVICE LEVEL DIRECT NET TOTAL SERVICE LEVEL
Department Main Program Name Description REVENUE COST FTE REVENUE COST FTE IMPACTS REVENUE COST FTE IMPACTS
Primary responsibility consists of maintaining

custody of official City records (ordinances,
resolutions, contracts, leases, agreements, deeds
and Council meeting minutes) and serving as the
City's historical archives. Dept. compiled and
maintains a document which includes the elected
officials and mayors that have served the City
since its inception in 1821. Document includes
Florida governors from 1816 to present. Dept. has
Administration of Legal compiled documents reflecting the policies adopted
City Clerk 70,000 1.30 64,400 1.00 No service level reductions. 70,300 1.00 No service level reductions.
Documents by City Council and the Rules and Procedures of
City Council. Above documents are scanned and
available on-line. All current documents are
scanned prior to filing. Historical preservation is
only part of the Program. All documents requiring
such action are advertised in local media.
Document information requested by the public, City
departments, and City auditors is disseminated and
appropriate ordinances are incorporated into the
Code of the City of Pensacola.
The execution of the duties of this program carries

the responsibility of supervising the City Council's
election which takes place on a biennial basis and Employee elections usually occur
the appointments of City Council Members to during a Council week and requires
Boards and Commissions. The program is also coverage from the Clerk's office,
responsible for conducting annual City employees' thus creating difficulties for the staff
City Elections/Appoint- elections as they relate to the respective employee of three to prepare for Council
City Clerk 30,000 0.50 29,000 0.50 31,600 0.50 No service level reductions.
ments Boards. agenda items and cover election on
In addition, this program records and updates the the same day. Historically,
appointment of citizens to various Boards and employee election turn out is
Commissions by the City Council. A booklet which extremely low, but requires all day
describes the function, as well as the membership coverage 8:30 a.m. - 4:30 p.m.
requirements of these Boards and Commissions is
prepared by Clerk staff.
This program consists of preparation and posting

of the agendas for City Council and Committee of
Due to lack of funds, court reporter
the Whole meetings to the City website. Links to
services are no longer available
the agendas in full are electronically forwarded to
(verbatim minutes). Summary
City Council Members, Department Directors and
minutes are prepared solely by one
Council Meeting media. This activity also requires attendance at
City Clerk 62,000 1.20 65,500 1.50 staff member along with all 71,500 1.50 No service level reductions.
Preparation City Council, and Council Committee meetings,
workshop minutes, thus contributing
Community meetings, as well as any workshops
to extreme increased time needed
scheduled by and/or for the City Council. All
to prepare of minutes (3 day
Council action is scanned and made available on
average time for one meeting).
line by the close of business on the Friday,
following the Council meeting.
Department Subtotal - 162,000 3.00 - 158,900 3.00 - 173,400 3.00
M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 31 4/9/2009

CITY OF PENSACOLA
GENERAL FUND
Serves as the legislative and policy-making body of

the City. City Council is comprised of the Mayor
and nine Council Members. Operating under the
City Charter, the City Council appoints the City
Manager, the City Attorney and the members of
Continuation of Council Meeting
various advisory boards and commissions. Reduction in Allocated
City Council City Council 33,700 - - 51,300 - 51,800 - Support Refreshment & Awards at
Council adopts all City ordinances, establishes the Overhead/Cost Recovery
same reduced Level of FY 2010.
city strategic goals, makes policy decisions for
implementation by the City Manager, approves
major expenditure items and substantiates the
City’s program of services through the adoption of
the annual budget.
The City Council serves as the legislative and

policy-making body of the City. This program
provides funding to execute the duties and
responsibility of supervising the biennial election of
City Council Election 8,900 - - - - Non Election Year 18,900 - Election Expenses
the Mayor and City Council Members and includes
advertising and overtime costs associated with the
primary election and if needed, the run-off election.
This program is active when election is held.
Department Subtotal - 42,600 - - 51,300 - - 70,700 -

The City Management function is to provide day-to-
day administrative oversight of the various
departments of the City of Pensacola. This
includes assisting Department Directors in the
implementation of Council policies and City
Manager directives, maintaining communication
flow between the City Manager and the Department
City Manager City Management Directors, and assisting the Department Directors 16,900 2.00 28,000 1.75 City Manager Reorganization. 129,100 1.75 To Be Determined By Reorganization
in long-range planning efforts for their individual
departments.
The function is to serve as a resource to the
departments to ensure that required policy
changes for departmental operations are brought
to the attention of the City Manager and/or the City
Council.
The Council Support function provides support

services to the Mayor and nine Council members in
the form of meeting arrangements, payment of
Council Support
City Manager invoices, travel arrangements, and processing of 23,000 1.00 20,500 1.00 Expense Reductions 94,500 1.00 To Be Determined By Reorganization
Services
interoffice and citizen communications. This
function also serves to coordinate scheduling of all
public meeting rooms in City Hall.
The Enterprise Operations function is oversight of

enterprise departments including the Airport,
Energy Services of Pensacola, Saenger Theatre, No change - Funded through
City Manager Enterprise Operations Housing and the West Florida Library System. This - 2.00 - 0.55 Enterprise Funds - Allocated - 0.55 To Be Determined By Reorganization
program is fully funded by the cost Overhead/(Cost Recovery)
recovery/allocated overhead received from the
enterprise fund departments.

CITY OF PENSACOLA
GENERAL FUND
The Neighborhood Services function is oversight of

neighborhood services departments including
Public Works, Parks and Recreations, Police, Fire,
City Manager Neighborhood Services 36,900 2.00 11,200 0.70 City Manager Reorganization. 51,600 0.70 To Be Determined By Reorganization
Sanitation and Fleet Management, and
Engineering. Additionally, certain special events
within City limits are coordinated through this office.
Department’s primary responsibility and includes

staffing functions, such as: advertising, recruiting,
screening, and testing for more than 200 job
Funding levels require working with
classifications in the classified service workforce
limited resources, working as cost-
Assessment/Administrat and administrative duties to carry out these
Civil Service - 102,700 1.70 - 106,400 1.80 efficiently as possible, and - 118,600 1.80 No Impact
ive Services functions. The objective is to provide staffing
partnering with others when
services that provide the best-qualified applicants
possible.
for employment, promotion, and transfer/place-
ment, using efficient, effective, and fiscally
responsible means.
Provides effective, efficient, and timely information

to classified service employees and administration,
concerning personnel policies and procedures for Funding levels require working with
complaint resolution and provides an appellate or limited resources, working as cost-
Civil Service Complaint Resolution due process for disciplinary actions. The goal is to - 17,400 0.30 - 11,800 0.20 efficiently as possible, and - 13,200 0.20 No Impact
resolve grievances and conflicts that may affect partnering with others when
the efficiency of the City, its employees and its possible.
operations, through mediation/alternative dispute
services and disciplinary appeals.

Community The primary mission is to provide support to the
Administration 16,800 1.25 25,300 0.40 No Impact 26,500 0.40 No Impact
Development entire department.
Community Responsible for the collection of and the monitoring

Business Licenses 925,000 55,100 1.00 910,100 54,300 1.00 No Impact 919,100 56,800 1.00 No Impact
Development of business licensing in the City.
The primary mission is to enhance and sustain the

vitality of the city’s economy. The initiative is
designed to support and develop partnerships with
businesses and business associations in order to
preserve and promote a robust and diverse
Community economy. Focuses on assisting businesses in
Economic Development 58,700 0.50 57,600 0.50 No Impact 60,300 0.50 No Impact
Development relocating, starting up, expanding or remaining in
the City. Inherent in the focus is the recognition that
not all businesses have the same need for
government services, and a coordinated service
delivery approach should not offer a boilerplate
service package to every business or district.

CITY OF PENSACOLA
GENERAL FUND

vitality and livability of the city’s neighborhoods and
the quality and safety of the city’s built
environment. The initiative is designed to support
and develop partnerships with neighborhoods in
order to preserve and promote a high quality of life
in our diverse community. Focuses on assisting
neighborhood residents in preserving and
improving the physical health of neighborhoods,
Community Neighborhood supporting neighborhood self-reliance, facilitating
154,500 1.00 165,900 1.70 No Impact 173,600 1.70 No Impact
Development Enhancement neighborhood economic development and
revitalization, developing and implementing
neighborhood plans and enhancing the quality of
life of residents through community-based problem
solving and public/private partnerships. Inherent in
the focus is recognition that not all neighborhoods
have the same need for government services. A
coordinated service delivery approach should not
offer a boilerplate service package to every district
and neighborhood.

vitality and livability of the city’s neighborhoods and
the quality and safety of the city’s built
environment. The initiative is designed to provide
grants to grassroots, neighborhood organizations
to support and develop partnerships with
neighborhoods in order to preserve and promote a
Community Pensacola Community high quality of life in our diverse community.
53,300 - 53,200 0.35 No Impact 55,700 0.35 No Impact
Development Initiatives Program Focuses on assisting neighborhood residents in
preserving and improving the physical health of
neighborhoods, supporting neighborhood self-
reliance, facilitating neighborhood economic
development and revitalization, developing and
enhancing the quality of life of residents through
community-based problem solving and
public/private partnerships.

CITY OF PENSACOLA
GENERAL FUND
Involves implementation of the City's

Comprehensive Plan, development and
implementation of special area plans and studies,
reviewing Census information and issuing reports
about the City’s demographic, economic, housing
and economic characteristics, implementation of
the City's Land Development Code (LDC),
concurrency review and publication of an annual
public facilities capacity monitoring report, and
administration of the sidewalk program. Reviews
the Comprehensive Plan to ensure implementation
Community of adopted Goals, Objectives and Policies (GOPs),
Planning Services 57,500 405,500 6.25 57,500 445,700 5.20 No Impact 59,000 466,500 5.20 No Impact
Development participates in regional transportation planning
initiatives through participation with the
Metropolitan Planning Organization. Provides
support and meeting materials/reports to the
Planning Board, Zoning Board of Adjustment,
Gateway Review Board and Architectural Review
Board. Reviews site plans for new development
and redevelopment to ensure compliance with
Land Dev. Code and Comp. Plan requirements and
to determine concurrency with the level of service
standards for public facilities adopted in the Comp.
Plan.
Department Subtotal 982,500 743,900 10.00 967,600 802,000 9.15 978,100 839,400 9.15
The Accounting activity maintains the City’s
financial management system in accordance with
legal, regulatory and professional requirements.
Its primary function is to provide accurate, relevant Increase in Allocated Overhead
and timely financial information to City Council, City (Cost Recovery) and Decrease in
Financial
Accounting departments, citizens and federal and state 98,900 2.36 4,200 2.36 MIS Allocation. Also, reduction in 5,700 2.36 No impact
Services
agencies. The Accounting activity is also training could impact knowledge
responsible for maintaining the fixed asset base
information system which involves costing,
valuation and maintenance of property accounting
records.
The Accounts Payable activity is primarily

responsible for payment to contractors and
vendors accurately, with all required supporting
documentation and authorizations, in a timely and
Prior Year U/F Liability Not
Financial Accounts consistent manner, which is in accordance with
143,600 10.00 104,200 10.00 Budgeted. Is now included in FY 141,900 10.00 No impact
Services Payable/Receivable established internal policies and the Federal
2010 Budget.
Prompt Payment Act. The Accounts Receivable
activity is responsible for the daily cash processing
and implementing best practices for expedient
methods to deposit funds.
The Audit activity manages and coordinates the

Financial annual external audit and is responsible for the
Audit 71,100 1.54 73,200 1.54 No 99,700 1.54 No impact
Services preparation and distribution of an array of legally
required reports to federal and state agencies.

CITY OF PENSACOLA
GENERAL FUND
The Budget Office’s main objective is to prepare

and administer the City’s annual budget. The tasks
associated with the preparation of the annual
budget include various calculations and projections
as well as fielding inquiries from various
departments as well as citizens. The Budget
Office is responsible for preparing the annual
Budget Calendar as well as preparing material for
Financial all budget workshops and briefings. Additionally, Decrease in MIS allocation and
Budget 108,400 2.80 63,800 2.80 86,900 2.80 No impact
Services the Budget Office prepares and monitors revenue decrease in training.
projections and also prepares the quarterly
financial report to City Council. The Annual
Revenue Manual is prepared by the Budget Office
as well as all supplemental budget resolutions.
The Budget staff works with departments
throughout the fiscal year to ensure that
expenditures are within the budgetary levels and
will work to resolve any unexpected variances.
Payroll includes the processing of all active and

retired employee checks and all retirement benefits
and plan services. Responsibilities include
preparing and disbursing approximately 40,000
Financial
Payroll payroll checks during the fiscal year; preparing and 133,700 3.30 134,200 3.30 No impact 182,700 3.30 No impact
Services
processing all retirement benefits, reports
attending board meetings, and preparing the
annual financial statements for the Firefighters’
Relief and Pension Fund.
This program is comprised of Bids, Request for

Proposals, Request for Qualifications and Contract
Management. Program responsibilities
encompass all efforts to acquire and supply
necessary goods and services for City
departments including project research, requisition
processing, and Small Business Enterprise (SBE)
program management. Policies and procedures to
govern all purchases made by the City of
Pensacola are reflected in the City's purchasing
manual. In addition, there is shared responsibility
Financial
Purchasing for the stormwater assessment program and Taxi 139,500 3.00 88,200 3.00 Decrease in training 120,100 3.00 No impact
Services
Ordinance management contained in this program.
Purchasing staff works with vendors and
departments to ensure that products and services
ordered are of satisfactory quality and delivered in
a timely manner. The contract management
function monitors and controls the flow of contracts
and related materials to ensure that contracts are
approved in a timely manner and that all contracts
adequately protect the City while providing the best
available cost/quality acquisition. Staff works to
promote the City’s SBE program.

CITY OF PENSACOLA
GENERAL FUND
Administration is responsible for maintaining all

records regarding the operations of the department
and for managing all processes related to payroll,
personnel management, budget, fire prevention
board of appeals, and resource management.
No loss of full time administrative
Records management includes maintaining No loss of full time administrative
staff. Staff is consolidating and
Fire Administrative Support information for all incidents (FFIRS), member 472,000 3.85 532,700 3.85 558,100 3.85 staff. Staff is consolidating and re-
realigning duties and
education and certification, buildings and aligning duties and responsibilities.
responsibilities.
maintenance, bloodborne pathogen exposures,
work schedules, building inspections, public
relations schedules, hydrants, fuel consumption,
training, health & safety, and facilities
management.
Emergency Management within the city is vital in

order to maintain the delivery of city services and
perform local government functions during times of
disaster. Emergency management involves the
preparedness of city departments to respond to a
City Emergency disaster and the command and control functions
Fire 14,700 0.10 13,000 0.10 No Impact 13,600 0.10 No Impact
Management during an actual event. Coordination is maintained
with the Pensacola Police Department to ensure
the continuity of city government operations.
Communication and coordination is maintained with
Escambia County Emergency Management and
other government agencies as necessary.
Emergency Operations performs many different

functions for the citizens of the City. Fire
suppression is the primary function of the
department. Other services performed are
No reduction in number and location
emergency medical services, public assistance, No reduction in number and location of
of fire apparatus staffed. There
vehicle extrication and response to other calls from fire apparatus staffed. There may be
may be an impact on the ability to
the public as necessary. Firefighters staff the an impact on the ability to handle
handle subsequent alarms or
Emergency Operations - department on a 24 hour basis and are required to subsequent alarms or provide
Fire 8,641,800 100.00 8,347,500 100.00 provide appropriate amount of staff 8,744,800 100.00
Fire Suppression be state certified for employment. The department appropriate amount of staff on scene
on scene of a structure fire due to
also provides fire suppression personnel to the of a structure fire due to being busy on
being busy on rescue calls from
Pensacola Regional Airport Aircraft Rescue Fire rescue calls from reduction in number
reduction in number of regularly
Fighting (ARFF) facility on airport property. In of regularly staffed rescue units.
staffed rescue units.
addition to fire suppression services, this program
also involves personnel assigned to fire stations
performing building surveys, hydrant inspections,
daily training and public education.

CITY OF PENSACOLA
GENERAL FUND
Emergency Operations performs other different

functions for the citizens of the City. Fire rescue is
an additional function of the department.
One rescue unit removed from
Firefighters staff rescue units in the department on
service in FY09. An additional unit Two rescue units will be removed from
a 24 hour basis and are required to be state
will be removed in the future. service. Staffing for rescue services
certified EMS first responders for employment.
Staffing for rescue services will be will be consolidated with overall
Fire apparatus also respond to medical calls. Over
Emergency Operations - consolidated with overall staffing for staffing for fire apparatus at station
Fire 65% of all alarms are emergency medical related. 419,600 6.00 540,400 5.00 566,100 4.00
Rescue fire apparatus at station locations. locations. Some reduced capacity for
Firefighters respond with Escambia County
Some reduced capacity for answering overlapping calls may
Emergency Medical Services (EMS) to all life
answering overlapping calls may occur resulting in slightly greater
threatening medical emergencies within the City of
occur resulting in slightly greater response times.
Pensacola. Other rescue functions performed
response times.
include patient extrication from vehicle accidents,
stabilizing structures damaged and response to
high angle rescue situations.
Facilities Management involves the oversight of all

fire department maintenance including buildings,
vehicles, and equipment. Facilities and Apparatus
Management provides support so that all
department operations can continue on a 24/7
schedule. The department utilizes the vehicle
maintenance function of City Fleet Management for
light duty vehicles and a certified outside vendor for
fire apparatus, including specialized airport
firefighting apparatus. This helps reduce down time
Facilities and Apparatus
Fire of apparatus and maintains a quality preventive 515,000 1.00 642,100 1.00 No Impact 672,700 1.00 No Impact
Management
maintenance program. This has proven to be an
effective program although the overall cost to the
department has increased due to higher parts and
labor costs on older vehicles that have not been
replaced on schedule. Currently, the average age
of all fire stations is approximately 23 years old and
the percentage of front line fire apparatus over 10
years old is 64%. A regular maintenance and
replacement program is critical to maintaining
effective service delivery.

CITY OF PENSACOLA
GENERAL FUND
Responsible for reducing, and wherever possible, Funding reductions will necessitate
eliminating, life and property losses due to fire. the elimination of all activities
Based on public education, code enforcement, and except for the basics of plans
review of fire protection engineering systems. review, building inspections and
Conducts cause-and-origin investigations of all code enforcement. Events and
major fires or any incident where arson is programs such as public fire safety
suspected. Public education provides fire safety community day, tours in the fire
lectures and demonstrations, distributing stations, presentations in schools,
educational literature, and answering fire media messages, fire safety
prevention questions posed by the general public. awareness programs, will be scaled
Involves inspections, complaint investigations, and back or eliminated by the inability to
Fire Fire Code Enforcement working with contractors or property owners to 314,700 3.00 240,300 3.00 purchase printed materials such as 251,700 3.00 No Impact
correct code deficiencies. Engineering activities handouts, stickers, pamphlets to
focus on reviewing building and construction plans distribute during tours, job fairs and
and evaluating fire protection requirements for presentations in schools including
projects. Works closely with Planning, Inspections, fire prevention week. Fire
and Engineering Departments on construction/de- extinguisher training to citizens will
velopment projects, and ECUA on fire hydrant and be eliminated. With the overtime
water supply issues. Assists HRS in the licensing reduction the ability to investigate
of day care facilities, DER in regulation of fires, monitor festivals or other large
flammable liquid storage tanks, and the State Fire public gatherings after normal
Marshal's Office in investigation and prosecution of business hours will be severely
arson cases. impacted.
The Fire Department provides technical support to

the city and city departments in several areas. A
member of the department serves as the technical
expert with the 800 mhz radio system, radio
system towers, the computer aided dispatch
system, the 911 phone system, etc. Assistance is
provided in helping to maintain these systems
Technical Support to within the city, to make improvements and to keep
Fire 6,600 0.05 6,600 0.05 No Impact 6,900 0.05 No Impact
City current with national system impacts and changes.
Assistance is also provided in maintaining contact
with technical vendors to maintain the operations
and service life of the various components.
Current negotiations are occurring regarding the
national radio re-banding program. A fire
department member is the city’s liaison in this
process.

CITY OF PENSACOLA
GENERAL FUND
Responsible for all departmental training and

external training program coordination. Department
is a certified regional training center for the Florida
Bureau of Fire Standards and Training. Allows this
dept. to partner with Pensacola Junior College to
provide a fire academy locally so local citizens
have opportunity to prepare for firefighter positions.
The dept. has made available a training tower,
equipment, and facilities to Pensacola Junior
College for the Fire Academy, outside agency
training and other fire science classes. In-service
Fire Training 116,000 1.00 118,500 1.00 No Impact 124,100 1.00 No Impact
training is conducted on fire and EMS operations.
It's conducted at the drill facility, Pensacola Junior
College, stations and business community.
Continuing education for personnel certification is
conducted at Pensacola Junior College, Florida
State Fire College and other educational facilities.
Computer based medical training was established
in FY06/07 through the use of an on-line vendor.
Training allows for the training of all personnel
including re-certification training of EMT and
Paramedics.
Department Subtotal - 10,500,400 115.00 - 10,441,100 114.00 - 10,938,000 113.00
Provide recruitment assistance to civil service

Recruitment assistance to civil
staff, maintain applicant file, greet all customers to Recruitment assistance to civil service
service staff will be reduced.
civil service, provide references, manage on-line staff will be reduced. Eliminate funding
Eliminate funding for Employee
employee information programs, order & maintain for Employee Luncheon and seek
Luncheon and seek outside funding.
inventory of city shorts, birthday cards, blood outside funding. Eliminate mentor
Eliminate mentor parties and
Human mobile, mentor program, coordinate City parties and students gifts. No new
Administrative 24,400 1.50 22,800 1.00 students gifts. No new inventory will 29,600 1.00
Resources Manager's Advisory Committee, coordinate annual inventory will be purchased for city
be purchased for city shirts.
employee luncheon, represent department and city shirts. Increase in the use of EAP,
Increase in the use of EAP, due to
at conference and public and professional due to greater stress levels of
greater stress levels of employees.
meetings, coordinate various charity campaigns, employees. Decrease in community
Decrease in community
respond to surveys. Provide secretarial assistance involvement by the employees.
involvement by the employees.
to Director.
This program is responsible for issuing city ID

Cards & ensures access through Sonitrol system,
answer phones & greet customers, scanning, and
Longer response time for public Longer response time for public
Human filing, processing RP's, budget preparations,
Budget & Administrative 21,300 1.00 21,300 1.00 records request and processing 27,500 1.00 records request and processing travel
Resources response to public records requests, maintaining
travel and training. and training.
travel, training & educational benefits filed, pre-
employment processing, and separation
paperwork.

CITY OF PENSACOLA
GENERAL FUND
Recruitment efforts will be reduced

Recruitment efforts will be reduced
because of hiring freeze.
because of hiring freeze.
Compensation studies and reviews
Compensation studies and reviews will
will be curtailed due to lack of
be curtailed due to lack of funding.
This program encompasses the full range of funding. Orientation will be scaled
Orientation will be scaled back due to
Human Resources and concerns, including: back due to fewer new employees
fewer new employees being hired.
recruitment and employment, benefits and being hired. Unemployment
Unemployment compensation claims
Human Director/Specialist compensation administration, classification, equal compensation claims will increase
68,300 3.00 67,900 3.00 87,700 3.00 will increase due to city layoffs.
Resources Duties employment, staff planning, personnel policy, due to city layoffs. Internal training
Internal training will increase due to
training, employee grievances, collective will increase due to elimination of
elimination of funding to pay outside
bargaining, employee relations, ADA compliance, funding to pay outside vendors.
vendors. Increase in grievance and
and temporary employment. Increase in grievance and internal
internal complaints, due to lack of
complaints, due to lack of training
training and employee distractions.
and employee distractions.
Increase in worker's compensation
Increase in worker's compensation
claims, due to greater workloads.
claims, due to greater workloads.
Risk Management taking on Risk Management taking on

responsibilities of processing responsibilities of processing
This program is responsible for open enrollment for
payments for insurance. Human payments for insurance. Human
Human insurance benefits, providing COBRA to separated
Insurance 28,400 1.00 26,500 1.00 Resources will no longer supervise 34,200 1.00 Resources will no longer supervise
Resources employees and clerical and information services to
this process. Human Resources will this process. Human Resources will
employees.
continue to conduct open enrollment continue to conduct open enrollment
and customer service. and customer service.
Payroll workshop training and help

Payroll workshop training and help
This program is responsible for verification of the provided to the payroll clerks will be
provided to the payroll clerks will be
city’s payroll and personnel processing. This reduced. Due to the reduction in
reduced. Due to the reduction in staff,
Human Payroll & Personnel function is responsible for processing personnel staff, an existing staff member will
32,500 1.50 30,900 1.00 39,900 1.00 an existing staff member will have to
Resources Processing actions, electronic personnel request, maintenance have to be trained to maintain and
be trained to maintain and update
and updating the payroll manual, training payroll update payroll budgeting. Request
payroll budgeting. Request for reports
clerks, and balancing payroll/ positions. for reports will take a longer
will take a longer response time.
response time.
Department Subtotal 174,900 8.00 169,400 7.00 218,900 7.00
Responsible for legal advice and legal

representation. Legal advice includes both oral
and written opinions to the City Council, City Shift Capital to Operating - More on
Legal Legal Services 186,500 3.00 231,000 3.00 269,200 3.00 No Impact
Manager and staff and drafting legal instruments Line access of legal materials
such as ordinances, resolutions, contracts, deeds
and handling litigation.
Program involves the seasonal operation of two

swimming facilities which are the Cecil T. Hunter
Hunter Pool summer users will
and Roger Scott Pool. Both pools provide city
have to use Roger Scott Pool for Both Roger Scott Pool and Hunter
residents with opportunities for recreational
Parks/Rec Aquatics 12,000 302,500 1.00 52,200 310,200 1.00 FY 2010. Starting Bumper Boat 53,200 321,200 1.00 Pool open and Bumper Boat
swimming, swimming lessons, lap swimming and
operations in the off season which operations in off season.
participation on youth swimming teams. The
will help increase pool revenues.
Hunter pool will be closed for renovations in FY
2010.

CITY OF PENSACOLA
GENERAL FUND
Represents the activities associated with the

general upkeep and running of athletic facilities and
address the following areas; repairs and
maintenance, utilities, travel and training, operating
Parks/Rec Athletics Operations supplies, office supplies and the like. Program 307,600 - 345,600 - No service level impact anticipated. 357,900 - No service level impact anticipated.
costs associated with specific activities such as
officials, trophies, uniforms, sports equipment and
sports association fees are charged to the Youth
Center Fund or Athletic Fund.
Involves the planning, coordination and supervision

of both youth and adult athletic programs, league
Parks/Rec Athletics Staffing 271,700 4.00 318,400 4.00 No service level impact anticipated. 329,700 4.00 No service level impact anticipated.
play and sports tournaments that take place at a
number of major city sports parks and facilities.
Responsible for the care and upkeep of all city

sports fields throughout the year as well as the One position transferred from
Parks/Rec Ball Field Crew daily preparation of a large number of sports fields 451,500 5.00 408,600 4.00 Sanitation. One position will be 423,100 4.00 No change from FY 2010
for official games and tournaments during seasonal deleted in FY 2010.
play.
Provides the overall direction and supervision of

the daily operations for Building Maintenance
Bldg Maint
Parks/Rec Division. In addition, this program area responds 202,900 3.00 246,000 3.00 No service level impact anticipated. 256,000 3.00 No service level impact anticipated.
Administration
to both internal customers (city staff) and city
residents as needed.
Entails the maintenance and repair of all city

facilities and includes; interior and exterior building No service level impact anticipated.
City Facility
Parks/Rec (structural) repairs when needed, all painting, 790,800 6.50 933,600 7.00 Change in FTE due to 971,600 7.00 No service level impact anticipated.
Maintenance & Repair
electrical, plumbing repairs, and the monitoring of reorganization.
all building HVAC systems.
Responsible for the daily care and upkeep of the

interior areas of all city community centers. In Sanders Beach Community Center
Community Center
Parks/Rec addition, staff in this area performs room set-ups 226,400 5.00 244,400 5.00 will be added to our existing 7 254,400 5.00 No service level impact anticipated.
Maintenance
and breakdowns as required by the Center’s community centers.
Recreation Supervisor.
Involves the monitoring of an on-going custodial

contract for City Hall, Field Services Center,
Housing, Port of Pensacola, City Garage, Code
Parks/Rec Contracts 164,200 - 169,900 - No change from FY 2009 176,800 - No change from FY 2010
Enforcement and Sanitation. It also includes the
administration of the City’s Sonitrol contract and
the Koorsen Fire Alarm Monitoring contract.
City Community Centers are open Monday through No change in service level from FY
Friday from 8am to 8pm. When not in use for 2009. However, in FY 2010, all
organized programs and activities, the various communication and EPS costs are
Parks/Rec Drop-In Use rooms such as the gym, game room or weight 198,400 1.25 123,000 1.25 going to be charged to YCA instead 151,600 1.25 No change from FY 2009
room are available for drop-in use. With weekend of General Fund. Moreover, 5 FTE
sports programs and leagues, several centers are are going to be charged to YCA
open on Saturdays as well. instead of GF.

CITY OF PENSACOLA
GENERAL FUND
Program includes edging, pruning, turf control and Service levels would be the same
litter pick-up both by garbage truck and by staff as in FY 2009. One position
walking the parks with litter sticks. Includes transferred from Sanitation. One
Parks/Rec Landscaping 5,000 1,698,600 20.00 5,000 1,528,300 20.50 5,000 1,592,300 20.50 No change from FY 2010.
maintenance of right of ways. Mowing position to be deleted in FY 2010.
maintenance is done with both riding mowers and Changes in FTE due to
walk-behind mowers. reorganization.
Responsible for the maintenance and repair of all

park equipment such as the large riding mowers,
Parks/Rec Maintenance Shop 146,300 2.00 142,100 2.00 No service level impact anticipated. 148,000 2.00 No service level impact anticipated.
small push mowers, (gas) weed eaters, (gas)
blowers and tree trimming equipment.
Coordinates and manages the various

administrative and operational activities of the
Parks & Recreation Department. The Office is
responsible for program and facility planning,
development and construction, budgetary
development and control and marketing and grant
No service level impact anticipated.
administration. In addition to providing
FTE # includes the Project Manager
administrative direction and oversight to three
who is fully funded by PFP money.
Parks/Rec Office of Director major divisions of operation, the Office responds 490,100 6.00 579,000 8.00 606,300 8.00 No service level impact anticipated.
Additionally acquired a position from
daily to a variety of citizen inquiries, handles the
Fire who coordinates the City's
annual processing of 3,000 requests for
Special events.
payment/purchase orders and the processing of
approximately 9,000 invoices annually. In FY
2009, the responsibility for the City's coordination
of all community events where transferred from the
City Manager's Office to the Office of the Director
for Parks & Recreation.
No service level impact anticipated.

FTE # includes the Oper. Super
Parks/Rec Park Administration the daily maintenance for 93 parks and recreation 227,400 2.00 263,100 3.50 274,100 3.50 No change from FY 2010
who is funded by CRA. Change in
facilities within the City.
FTE due to reorganization.
Entails the maintenance and repair of all city

playgrounds, fences, lights, water fountains,
walkways, irrigation systems, picnic tables and No service level impact anticipated.
Park Maintenance &
Parks/Rec benches, barbeque grills, trash receptacles and all 565,800 8.50 623,000 8.00 Change in FTE due to 649,100 8.00 No service level impact anticipated.
Repair
sports courts such as tennis courts and outdoor reorganization.
basketball courts. These daily tasks are performed
by the Building Maintenance Division.
Program includes the responsibility to perform

mowing services along State Highways within the
City. Currently the program addresses fourteen
different State Highway locations. Included within
Parks FDOT Right of
Parks/Rec this program is the cleaning and mowing of 36 490,200 391,900 4.00 504,900 371,900 4.00 No service level impact anticipated. 520,000 389,400 4.00 No service level impact anticipated.
Way Program
additional city collector roadways and 54 major
intersections located throughout the City. Other
tasks along these highways and roadways include
weed control, litter control and turf edging.

CITY OF PENSACOLA
GENERAL FUND
The City Community Centers (depending upon their

overall size) provide fitness rooms with equipment,
gymnasiums, kitchens and one or more multi-use No change in service level from FY
meeting rooms. Programs are either run by staff 2009. However, in FY 2010, all
or instructors hired thru the City. Some communication and EPS costs are
Programs/Classes/Activi
Parks/Rec recreational instructors offer classes using City 239,800 2.50 136,400 2.50 going to be charged to YCA instead 168,300 2.50 No change from FY 2009
ties
facilities and pay the City 20% of their revenues of General Fund. Moreover, 5 FTE
collected. Programs taking place at the centers are going to be charged to YCA
include recreational classes, enrichment classes, instead of GF.
sports programs and community neighborhood
activities.

Recreation/Community
Parks/Rec the daily operations for six (6) 76,500 0.25 145,800 0.25 No service level impact anticipated. 179,900 0.25 No service level impact anticipated.
Center Administration
recreation/community centers.
Revenue from rentals are

Involves specifically the city’s community centers Revenue from rentals are deposited
deposited in the YCA account.
including the East Pensacola Heights facility. in the YCA account. Hence all
Hence all expenses for rentals are
These facilities are available for rent by community expenses for rentals are charged to
Parks/Rec Rentals of Facilities 47,000 0.50 16,500 - charged to YCA. The cost here 20,400 -
organizations and community citizens whenever YCA. The cost here represents
represents nominal amount for the
they are not in use for recreational programs and nominal amount for the upkeep of the
upkeep of the bldg. Change in FTE
services. bldg.
due to reorganization.
The Senior Center, which is open Monday –

Saturday, is a large facility used specifically for
recreation programs and activities for the City’s
Parks/Rec Senior Center older adults. The center provides a library, main 278,600 2.00 241,600 2.00 No service level impact anticipated. 298,000 2.00 No service level impact anticipated.
social hall, game room, kitchen and a number of
meeting rooms for the use and enjoyment of the
participants..
No change in service level from FY

Held all year long at the city’s community centers. 2009. However, in FY 2010, all
This program area provides a quality after school communication and EPS costs are
program for youth during the school year and an going to be charged to YCA instead
Parks/Rec Youth Programs 421,600 4.50 241,300 4.00 297,700 4.00 Same impact as in FY 2009
active, exciting day long camp program for youth of General Fund. Moreover, 5 FTE
during the summer months. Both programs are are going to be charged to YCA
available to youth ages 5-13. instead of GF. Changes in FTE due
to reorganization.
Department Subtotal 507,200 7,499,600 78.00 562,100 7,388,700 80.00 578,200 7,865,800 80.00

CITY OF PENSACOLA
GENERAL FUND
The administrative function is to provide direction

and guidance to achieve the operational objectives
of the Pensacola Police Department. Primary
emphasis is the administration of the Departmental
Policies and Procedures, Rules & Regulations, and
the Codes of the City, laws of the State of Florida,
and Civil Service Rules and Regulations. This is
accomplished in a decentralized atmosphere with
an exchange of input. Assigned here is the Special
Projects Unit. They handle all run-a-ways and
participate in the Child Abduction Response Team.
Works closely with Criminal Investigations Division
to enhance and prepare video and/or audio
evidence for prosecution purposes and handles all
forensics involved in preparing those cases for
prosecution. Also assigned here is Professional
Standards. Their primary duties are to receive,
investigate, and process all complaints of police
misconduct as prescribed in Florida Statute
112.533.
This office stores and processes record of
sensitive nature such as civil files and writes cause
preparations for the city attorney's office and the
risk management office. At times, they also
represent the department during legal procedures
involving the above claims. The Chief's support
staff consists of a Police Budget & Planning
Specialist, a Police Media Relations Coordinator,
three Senior Administrative Officer I’s, one Police Reduction due to re-allocation of No reduction nor impact to service
Police Chief's Office 1,300,300 12.00 1,238,600 12.00 1,295,000 12.00
Neighborhood Liaison. The Budget/AP/Purchasing costs. No impact to service level. level.
function is responsible for developing the annual
budget that most effectively meets the operational
needs of the Department. All requests for
expenditures are processed through this office and
it is the Budget & Planning Specialist’s
responsibility to account for these expenditures.
The Budget & Planning Specialist is also
responsible for writing, coordinating and tracking
grant applications and statistics to satisfy grant
procedures once they are received by the
Pensacola Police Department.

CITY OF PENSACOLA
GENERAL FUND
The Police Media Relations Coordinator is
responsible for writing press releases, tracking
down information per media requests, writing
reports, handling correspondences for the Chief
and assisting other sections with various needs.
The Police Neighborhood Liaison is responsible for
coordinating the new Citizen’s Liaison Group, along
with serving as a liaison between the police
department, other city departments, and
neighborhood groups. The liaison will promote
citizen involvement in neighborhood issues.
Payroll is responsible for the day-to-day operation
of personnel matters. Due to the stringent
requirements of FLSA, the large number of
employees of the Police Department, and the
complicated schedule under which many of the
employees work, this is a critical position.
Responsible for overall maintenance of building,

primary contact for building expansion and
Administration/Fleet manages the 200 vehicle departmental fleet. Increase due to re-allocation of No reduction nor impact to service
Police 257,300 2.00 262,400 2.00 274,300 2.00
Management Purchasing, issuing electronic equipment for costs. No impact to service level. level.
personnel and facilitating maintenance programs
are also included in this program.
The Cadet Program is designed to expose cadets

to all facets of police service and combine that
Increase due to re-allocation of No reduction nor impact to service
Police Cadets exposure with all possible training to better prepare 311,100 7.00 337,300 7.00 352,700 7.00
costs. No impact to service level. level.
the cadets for the state examination leading to a
position as a full time police officer.
Final approval site for all computer generated

reports and the repository of paper reports.
Records maintains all original documents and
disseminates copies to the various police divisions,
Decrease in operating budget. May
other law enforcement agencies, criminal and
hinder the numerous requests the No increase at this time. but service
traffic court, state attorney and other state
Police Central Records 227,700 366,100 6.00 199,700 343,100 6.00 PD receives for finger print copies, 203,000 358,700 6.00 level will be stressed to meet the
agencies. Records processes all public requests
offense reports and attorney's request from public and attorneys.
for copies of reports and crime analysis. Services
requests.
rendered to the public include fingerprinting, issuing
taxi drive and adult entertainment permits and
registration of criminals released or paroled as per
City ordinance and Florida State Statutes.

CITY OF PENSACOLA
GENERAL FUND
Police Communications Center is responsible for

receiving approximately 400,000 public requests
annually. Center directs officers to respond to
calls for service. This is accomplished through
radio, telephone and computer communications,
combined with numerous monitoring devices.
Personnel are the primary public safety answering
point for all 911 calls within the city. Personnel Reduction due to the elimination of
come under the direct supervision of one two dispatcher positions. Will have
Lieutenant who reports to one Captain. A to supplement with part-time
Work load could be a factor to
Communications Technician and a Senior Systems personnel. Training reduction could
dispatchers if qualified part-time
Police Communications Center Network Analyst for the MIS department are also 230,000 1,693,000 26.00 230,000 1,550,400 24.00 impact the training of qualified part- 230,000 1,621,000 24.00
personnel cannot be hired or work the
assigned to this section. Communications Center time personnel. Work load could
hours needed.
includes the fire dispatch function which ;operates become a factor to dispatchers if
a 800 MHz radio system, a 900 MHz station qualified part-time personnel cannot
alerting system and a VHF radio system in backup be hired or work the hours needed.
status. A CAD (computer aided dispatch) system
allows for a more precise response to incidents.
The City has completed the communications
upgrading to an 800 MHz trunked radio system and
a SmartCop Computer Aided Dispatch system.
Additional upgrades needed to stay current with the
ever-changing communication technologies.
Staff takes an active role in the coordination and

development of law related programs within
Pensacola, and they are involved in the everyday
lives of the citizens and business owners of
Pensacola. It is designed to take the lead in the
Reduction in personnel and
department’s community strategy. By getting out
operating funds. Impact could be
of the patrol cars, walking the neighborhoods, Increase for funding of officer position
less visibility in the community.
Community Oriented using police bicycles to enhance neighborhood unfunded in FY10. Increase bike
Police 1,245,800 14.00 1,160,800 14.00 Less training for officers in assisting 1,213,700 14.00
Policing Squad (COPS) patrol and talking to citizens, the COPS officers patrols, increased contact with
the community in specific issues
develop better police-citizen relations. The unit community.
such as crime prevention and anti-
acts as a liaison between citizens and other public
gang initiatives.
and private agencies that can help solve
neighborhood problems. The unit performs the
community policing activity not only in problem
areas throughout the city, but also in grant-funded
areas.

CITY OF PENSACOLA
GENERAL FUND
The Crime Scene Investigation is under the

supervision of a Crime Scene Supervisor whose
primary responsibility is to supervise crime scene
personnel, daily operational readiness, and provide
technical assistance when necessary. One Latent
Print Technician within the Crime Scene
Investigation Unit is responsible for first
offender/repeat offender searches, latent print
Increase in operating budget to
comparisons and identifications, courtroom
update the AFIX system. Improved
testimony of fingerprint matters, and operation and
Crime Scene denitrifying of latent finger and palm No change and no impact to service
Police maintenance of the AFIS and AFIX systems. The 542,000 7.00 606,700 7.00 634,300 7.00
Investigations prints. Improved sharing of print level.
unit has one (1) Crime Scene Technician and four
information with local, state and
(4) Crime Scene Analysts whose duties are
federal agencies.
recording of scenes with photography and
sketching, processing for latent prints, collection
and preservation of evidence, crime scene
reconstruction, and courtroom testimony. The
Crime Scene Investigation Unit utilizes one cadet
whose duties include assisting with the
transportation of evidence, maintenance of
vehicles, and office related matters.
Criminal Intelligence Unit provides analytical

services, as well as investigative support, to all
divisions of the department. The unit also provides
statistical reports and research assistance to
various officers in the department. The unit
maintains a close working relationship with other
area agencies and entities so that needed
Criminal Intelligence Increase due to re-allocation of No reduction nor impact to service
Police information can be acquired. The unit perform jobs 104,400 2.00 123,500 2.00 129,100 2.00
Unit costs. No impact to service level. level.
such as intelligence analysis, computerized
mapping, background research, person location,
as well as thorough investigative assistance. The
analyst work to provide safe, strong, livable
neighborhood by tracking registered sex offenders
and sexual predators residing within the city limits
of Pensacola.
The Investigations Unit investigates all persons

and property crimes where follow-up is necessary.
The detectives investigate the crimes after an
offense report is generated by patrol officers. Reduction in funded positions and
Detectives respond at all times to major incidents operating funds. Impact could be Continued heavy workload with
to conduct interviews and follow-up investigations. less visibility in the community, unfunded position. Prioritization of
Police Investigations Unit 1,952,400 21.00 1,828,700 21.00 1,912,000 21.00
Most detectives are assigned to specific areas of prioritizing criminal investigations criminal investigations may have to
the City and investigate the crimes that occur in and failing to keep up-to-date on take place.
those areas. Currently has one detective new investigative techniques.
dedicated to the following specific areas: white
collar crime, computer crime and crimes against
children/sexual battery.

CITY OF PENSACOLA
GENERAL FUND
This section is responsible for control of the

evidence from the point of receipt to disposal;
stock and issuance of uniforms and equipment;
Decrease in operating budget, will
writing of contract specifications for uniforms and
have minimum impact to service
equipment; building maintenance and custodial
Police Property Management 330,900 5.00 323,000 5.00 level to the public. The decrease 337,700 5.00 No impact at this time.
upkeep; maintenance of records for departmental
will affect the upkeep and
asset inventory; additional miscellaneous duties
maintenance of the building.
i.e.: Trusty supervision, daily package delivery
receipt and distribution, and active participation in
coordinating involved building projects.
The SRO provide safe and drug-free environments

for over 4,800 students and teachers. Officers Less training for officers in assisting
investigate and follow up on criminal offenses the schools and neighborhoods with Increase operating and training budget
School Resource Office
Police occurring at Washington and Pensacola High 217,000 654,000 7.00 217,000 614,400 7.00 such issues as anti-gang activities, 221,300 642,400 7.00 to enhance contacts with students,
(SRO)
Schools, Workman Middle School, and A.V. Clubs crime prevention and internet parents, faculty and administration.
Alternative School. Provides a prevention strategy crimes against children.
that promotes safety for all school related events.
The Traffic Unit works to help promote and

maintain safe and effective flow of traffic within city
limits. Among officer duties are police escorts
(funeral and dignitary protection), selective traffic
enforcement, traffic crash investigations, traffic Reduction due to re-allocation of Increase in anticipated fuel costs, no
Police Traffic 976,500 10.00 902,500 10.00 943,600 10.00
homicide investigations, accident reconstruction costs. No impact to service level. impact to service level.
and special events such as parades and runs.
Three officers are assigned to Cordova Mall and
are responsible for police service at the mall and
the surrounding area.
Staff takes an active part in the duties and

responsibilities of hiring and training the Police
civilian and sworn personnel. Personnel duties are
designed to ensure the Dept hires responsible,
qualified employees. Assists with entrance exams,
interviewing applicants, completing background
investigations, polygraph examinations, and
psychological testing of prospective employees.
Increase in operating to assist
Responsible for orientation of the new employees.
training in the certification of officers
Training is approached on a positive basis and
in weapons. This will help to No reduction nor impact to service
Police Training/Personnel directed specifically to predominantly sworn 515,000 5.00 540,300 5.00 564,900 5.00
maintain a high standard of use of level.
personnel. Majority of the time is spent working on
weapons and practice at the firing
training curriculum and presentation of those
range.
curriculums. The section is instrumental in setting
up the Firearms Safety Class for civilians, court
officers and dept. personnel. Training is directly
involved with various curricula at the local law
enforcement academy. Training takes an active
stance in upgrading and improvement of training
techniques and material. In turn, this provides for a
better trained and more professional officer.

CITY OF PENSACOLA
GENERAL FUND
Uniform Patrol is the largest Division and provides

twenty-four hour service everyday of the week to
the citizen’s. The patrol officer is responsible for all
citizen complaints and calls for service, as well as
self initiated activities that they may come across
during their tour of duty. The patrol officer can take
a case from start to finish, from the initial report to
investigating the crime, to recovery of the stolen
property and finally apprehending the suspect.
Officers are continually doing crime prevention on
Reduction of a sergeant position, the
their watch by checking doors and windows of
position will be filled with a police
businesses and checking watch orders placed on
officer position and funding of the
homes of city residents out of town. While making
unfunded officer position from FY10..
these rounds, officers are looking for potential
Duties of the vacated sergeant
hazards such as downed power lines and other Reduction of operating budget and
position will be re-assigned to other
dangerous conditions. This pro-active patrolling in unfunding an officer position.
sergeants to cover the changes in the
Police Uniform Patrol our neighborhoods helps in the reduction of crime 6,997,700 81.00 6,810,600 80.00 Impact could be slower response 7,120,700 80.00
number of supervisors. Increase in
and loss of property. time, less visibility in the community
operating in anticipation of fuel costs
The Canine Unit provides narcotics detection, and officer safety.
increase. The service level impacted
explosive detection, tracking dangerous felony
will be improved visibility in the
suspects, evidence recovery and building
community and concentrated police
searches. Canine teams assist Vice and Narcotics,
response in areas of community
perform several public and school demonstrations.
concern.
The SWAT Team (all volunteers) will respond to
any call upon request. The Marine Response
Unit/Dive Team is certified and trained volunteers
(sworn officers). Responsible for supporting the
Northwest Florida Regional Domestic Security
Task Force, provide waterborne security for
regional seaports and the delivery of waterborne
assets to coastal areas in times of emergencies
such as hurricanes or other disasters, training and
exercise missions.
Investigates all crimes involving narcotics, reported

or detected and vice operations involving
prostitution, gambling and pornography. Assists
other units within the department by providing
specialized support and equipment for specific
investigations. This Section has the additional
responsibility of coordinating and initiating all
forfeiture procedures made on the part of the
Department. The narcotics picture is constantly
Reduction in operating budget will
changing. Crack cocaine still appears to be the Increase in operating to assist this
affect personnel on training issues
Police Vice and Narcotics largest problem., especially true in the more urban 672,400 7.00 643,800 7.00 673,100 7.00 department in investigations of drug
for undercover operations and drug
areas of the inner city; therefore, more efforts are activity in the community.
identification.
focused on this problem. Marijuana is still the drug
of choice for some and we devote a large amount
of our time to this problem. The unit stays abreast
of newer manufactured drugs, which are becoming
increasingly popular. Continue to focus on the long-
range investigations, aimed at the "mid" and "upper-
level" dealers, in order to curb the flow of the drugs
into our community. Unit continues to gather
intelligence on the abortion related activities.

CITY OF PENSACOLA
GENERAL FUND
Program encompasses planning, coordinating and

directing of daily streets and traffic activities of the
Public Works Department. Elements of this
program include: responding to citizen complaints,
dispatch services, recruitment and employment,
payroll administration, records and information
management, budget management, capital
planning, preparation of related reports/studies,
Administration Daily engineering in-house reviews associated with new
Public Works 295,600 2.35 356,900 2.00 No service level impact anticipated. 368,100 2.00 No service level impact anticipated.
Operations development, training and code enforcement as it
pertains to Public Works. Public Works also
provides the contractual services associated with
the annual maintenance contract for FDOT Right-of-
Ways within the Pensacola City limits. This service
is provided to the City's Parks & recreation
Department as part of the City's overall program
for improving the general appearance of public
roadways.
Included under this program is the required

construction inspection services associated with
street and sidewalk rehabilitation projects for the
Public Works Department. Also the inspection of
Public Works Inspection Services permitted driveways by Building Inspections is 20,800 0.22 27,900 0.25 No service level impact anticipated. 28,800 0.25 No service level impact anticipated.
performed by Public Works to ensure that the
integrity of the roadway is maintained due to
construction of residential and commercial building
units.
Service will be function of

Deployment of parade barricades in support of Service will be function of establishing
establishing cost recovery for
Public Works Parades major events downtown as determined by City 23,800 0.64 - cost recovery for parade barricade
parade barricade services within the
administration and the Police Department. services within the City.
City.
Under this program is the maintenance of 326

miles of existing paved roadways, over 600 miles
of curb and gutter, and the emergency repair of
existing sidewalks. This program covers grading
dirt roads and picking up and hauling salvage to
No service level impact anticipated
Public Works Street Daily Operations the landfill. Also, Public Works provides assistance 543,400 3.27 403,000 4.00 415,700 4.00 No service level impact anticipated.
organizational restructure
to the Parks & Recreation Department on a weekly
basis by cleaning of the City's seven boat ramps
along with other assistance to City Engineering,
Sanitation, Police Department, CRA and ESP as
requested.

CITY OF PENSACOLA
GENERAL FUND
Coordinate with FDOT regarding state highway

maintenance and construction projects within the
City. Initiate the development of improved traffic
signal operations with implementation of advanced
control systems. Work toward effective
Public Works Traffic Miscellaneous neighborhood traffic control and calming. 75,800 0.51 60,300 0.93 No service level impact anticipated. 62,200 0.93 No service level impact anticipated.
Coordinate with local area transportation planning
organization related to future transportation needs.
Provide utility locates (spots) for all traffic control
and street lighting facilities within public right-of-
ways, as required by Sunshine One network.
Encompasses City's efforts to maintain the existing

10,000 street markers and traffic control signs, as
No service level impact anticipated
Public Works Traffic Signage per MUTCD and FDOT standards. Their proper 126,700 0.56 168,500 2.70 173,800 2.70 No service level impact anticipated.
organizational restructure
use, maintenance and placement required to avoid
liability issues and public safety concerns.
Maintain the City's existing 150 traffic control and

warning signals and 1,500 City owned street lights
Traffic Signals & Street within the City of Pensacola. This also includes the
Public Works 250,000 1,045,500 3.05 257,100 1,064,800 2.50 Increase in Utilities 264,300 1,098,400 2.50 No service level impact anticipated.
Lighting maintenance of traffic signals installed along State
Highways, for which the City has maintenance
responsibility.
Maintain City's efforts to maintain the existing

street pavement markings along local collectors,
arterials and major intersections, and downtown
Public Works Traffic Striping area existing parking spaces. All work in under 60,300 0.40 63,700 1.00 No service level impact anticipated. 65,700 1.00 No service level impact anticipated.
MUTCD and FDOT standards. All pavement
markings are now thermoplastic, which has a
substantially longer design life than paint.
Tax Increment Financing funds provided by the
City of Pensacola, Escambia County and the
Non- CRA
Downtown Improvement Board to fund the 1,783,700 - 1,664,200 - Based on Actual FY 09 Valuation 1,664,200 - Based on Actual FY 09 Valuation
Departmental Tax Increment District
planning and construction of improvements within
the redevelopment area.

Non- Eastside City of Pensacola and Escambia County to fund
43,800 - 45,400 - Based on Actual FY 09 Valuation 45,400 - Based on Actual FY 09 Valuation
Departmental Tax Increment District the planning and construction of improvements
within the Eastside Tax Increment District area.

Non- Westside City of Pensacola and Escambia County to fund Valuation anticipated to continue to Valuation anticipated to continue to be
- - - - - -
Departmental Tax Increment District the planning and construction of improvements be below base. below base.
within the Westside Tax Increment District area.
Non- Escambia-Pensacola Interlocal agreement with Escambia County to fund

1,346,300 - 1,346,300 - Anticipated to Be Same as FY 09 1,346,300 - Anticipated to be Same as FY 09
Departmental Library the West Florida Public Library System.

CITY OF PENSACOLA
GENERAL FUND
Management agreement for continued Increase Due To Reopening of

Non-
Saenger Theatre management of the Saenger Theatre, the City's 150,000 - 200,000 - Saenger Theatre - No capital 200,000 - No Impact
Departmental
performing arts facility. provided In FY 2010
Responsible for the promotion and development of

Pensacola-Escambia industrial, tourist, and commercial attributes and
Non- Reduced Funding based on funding
Development facilities in the area. The city provides funding 120,000 - 120,000 - No Impact 90,000 -
Departmental levels
Commission (PEDC) jointly with the County through an interlocal
agreement.
Interlocal Agreement with Escambia County for the

Escambia-Pensacola operation of the Human Relations Commission Total HRC funding same as FY
Human Relations which seeks to maintain positive human relations in 70,700 - 88,700 - 2009 - $18,000 for Fair Housing not 79,000 -
Departmental levels
Commission Escambia County through resolution of civil rights included in FY 09 Beginning Budget
related cases and incidents.
Designed to raise funding to escalate economic

Pensacola Area development efforts in the Pensacola Area. Efforts
Chamber of Commerce - are focused in the areas of business development 75,000 - 75,000 - No Impact 50,000 -
Departmental levels
Foundations and retention, armed services development and
retention and tourism development and retention.
The United Way, through a contract with the City,

works with the Human Services Appropriations
Non- Human Services Committee to review funding requests from
70,000 - - - Discontinuation of Funding - - Discontinuation of Funding
Departmental Appropriations Community service organizations and provides
recommendations to the City Council. This funding
level includes $5,000
Funding is provided for allocation for arts, cultural

and historical enhancements to the area. Includes
Non- Arts Council of Reduced Funding Based on Reduced Funding based on funding
funding to support grants for local organizations, 60,000 - 40,000 - 30,000 -
Departmental Northwest Florida Funding Levels levels
and Arts Council programs which are economic
development services.
Works with Architectural Review Board and

Non- Historic Pensacola
promotion of tourism through enhancements of 10,000 - - - Discontinuation of Funding - - Discontinuation of Funding
Departmental Preservation Board
historical attractions.
Function is to be an information resource for

members and the community at large, providing
employment, economic development and culturally
related information. Services as a catalyst for
Gulf Coast African
Non- developing new businesses and enhancing existing Reduced Funding Based on Reduced Funding based on funding
American Chamber of 10,000 - 5,000 - 4,000 -
Departmental African-American business in the City to provide Funding Levels levels
Commerce
the necessary resources for keeping the dollars
within the community as opposed to the current
trend of spending millions of dollars for transient
workers and out of state contractors.
The Pensacola Sertoma Club sponsors the annual

Pensacola Sertoma Fourth of July fireworks display. The City and the
Non-
Clubs County have historically contributed towards this 5,000 - - - Discontinuation of Funding - - Discontinuation of Funding
Departmental
(4th of July) display. The remaining funds are raised through
private and in-kind donations.

CITY OF PENSACOLA
GENERAL FUND
A regional program supported by and coordinated

by the United Way of Escambia County. First Call
First Call for Help for Help provides health, human service and 10,000 - 10,000 - No Impact 7,500 -
Departmental levels
community information in Escambia, Okaloosa and
Walton counties of Florida.
A private not-for-profit corp. Provides mental health

and other treatment services. Is designated by
State of Florida as the public receiving facility in
Escambia County for Baker Act patients. In
conjunction with this activity, provides around-the-
Non- Lakeview Center, Inc. Reduced Funding Based on Reduced Funding based on funding
clock emergency services and operates a licensed 30,000 - 25,000 - 20,000 -
Departmental (LCI) Funding Levels levels
30-bed Crisis Stabilization Unit (CSU). Utilized by
the Pensacola Police Dept. in situations involving
individuals needing involuntary treatment under the
Florida Mental Health Act. Funding is used to
provide a screening specialist in the CSU.
A private not-for-profit corp. Provides mental health

and other treatment services. Is designated by
State of Florida as the public receiving facility in
Escambia County for Baker Act patients. In
National Museum of conjunction with this activity, provides around-the-
Non-
Naval Aviation Flight clock emergency services and operates a licensed 10,000 - 10,000 - No Impact 10,000 - No Impact
Departmental
Academy 30-bed Crisis Stabilization Unit (CSU). Utilized by
the Pensacola Police Dept. in situations involving
individuals needing involuntary treatment under the
Florida Mental Health Act. Funding is used to
provide a screening specialist in the CSU.
Organization provides support to Sanitation's

S.T.E.P. program, assists in correcting code
violations on private property and undertakes
various community clean-up efforts. Performs a FY 2009 Funding was One-Time FY 2009 Funding was One-time
Non- Pensacola Clean and
minimum of three (3) clean-ups each of the AME 13,000 - - - therefore no funding in FY 2010 - - therefore no funding in FY 2011
Departmental Green
Zion Cemetery and the Mount Zion Historical Anticipated Anticipated
Cemetery. Provides the St. Michael's Cemetery
Foundation a $5,000 grant in lieu of providing
landscape maintenance services.
Local affiliation of America's Promise - The Alliance

for Youth. Locally consists of an alliance of
businesses, non-profit organizations, agencies and
Non-
Pensacola Promise youth who work together to build and strengthen 5,000 - - - Discontinuation of Funding - - Discontinuation of Funding
Departmental
the character and competence of Pensacola's
children and youth. Mission is to unite the
community to enhance the lives of the area youth.
Interlocal Agreement with Escambia County,

Santa Rosa County, City of Gulf Breeze and City of
Non- Bay Area Resource Reduced Funding based on funding
Milton. Provides a clearinghouse for environmental 7,300 - 7,300 - No Impact 5,500 -
Departmental Council levels
studies and community information and education
activities in the Pensacola Watershed area.

CITY OF PENSACOLA
GENERAL FUND
Provides sanitation assistance to eligible property

Non- Residential Sanitation Reduced Funding Based on
owners based on homesteaded property value and 6,100 - 6,000 - 6,000 - No Impact
Departmental Assistance Program Funding Levels
gross household income.
Serves as staff arm to the Transportation Planning

Organization and is also involved in the review and
Non- West Florida Regional
sign-off of various federal grants including most 2,400 - 2,400 - No Impact 2,400 - No Impact
Departmental Planning Council
grants for the Pensacola Regional Airport.
Participation is voluntary.
Residential Stormwater Provides stormwater assessment assistance to

Non-
Assessment Assistance eligible property owners based on homesteaded 100 - 100 - No Impact 100 - No Impact
Departmental
Program property value and gross household income.
Sets transportation priorities for the region. City

Non- Transportation Planning
Participation on the TPO is required by State 1,600 - 1,600 - No Impact 1,600 - No Impact
Departmental Organization
Statute.
Non-Departmental Subtotal 3,830,000 - 3,647,000 - 3,562,000 -
TOTAL GENERAL FUND 2,414,400 44,142,800 472 2,433,500 42,966,300 468 2,474,900 45,267,300 467

NON-
DEPARTMENTAL
AGENCY FUNDING
56
GENERAL FUND FY 2007 FY 2008 FY 2009 FY 2009 FY 2010 FY 2011
NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT PROPOSED PROJECTED
EXTERNAL AGENCIES
INTERLOCAL AGREEMENTS
Escambia County Animal Control Services $ 158,200 $ 176,349 $ $ $ $
Escambia County Mass Transit 300,000
Escambia-Pensacola Human Relations Commission 135,000 115,000 70,700 88,700 88,700 79,000
Total Interlocal Agreements 293,200 591,349 70,700 88,700 88,700 79,000
GOVERNMENTAL AGENCIES
Bay Area Resource Council (BARC) 7,250 7,250 7,300 7,300 7,300 5,500
Historic Pensacola Preservation Board 35,000 35,000 10,000 10,000
Transportation Planning Organization 1,649 1,592 1,600 1,600 1,600 1,600
West Florida Regional Planning Council 2,000 2,401 2,400 2,400 2,400 2,400
Total Governmental Agencies 45,899 46,243 21,300 21,300 11,300 9,500
ECONOMIC DEVELOPMENT
Community Enterprise Investments, Inc. 14,000 6,000
Gulf Coast African American Chamber of Commerce 25,000 17,323 10,000 10,000 5,000 4,000
Pensacola-Escambia Development Commission (PEDC) 150,000 150,000 120,000 120,000 120,000 90,000
Pensacola Area Chamber of Commerce-Foundations (c) 115,000 (b)
90,000 (b)
75,000 (b)
75,000 75,000 (b)
50,000 (b)
Total Economic Development 304,000 263,323 205,000 205,000 200,000 144,000

OTHER OUTSIDE AGENCIES
Celebrate Pensacola 25,000 25,000
First Call for Help 15,000 10,000 10,000 10,000 10,000 7,500
Lakeview Center, Inc. 35,000 35,000 30,000 30,000 25,000 20,000
NMNA Flight Academy (10 Years - FY 2005 - FY 2014) 10,000 10,000 10,000 10,000 10,000 10,000
Pensacola Clean and Green (d) 13,000 13,000
Pensacola Promise 7,500 10,000 5,000 5,000
Pensacola Sertoma Clubs (4th of July) 20,000 12,500 5,000 5,000
St. Michael's Cemetery 7,500
Transportation Disadvantaged (a) 36,000
Total Other Outside Agencies 148,500 102,500 73,000 80,500 45,000 37,500
HUMAN SERVICES
American Red Cross 10,000 11,300 9,300
Association for Retarded Citizens/Escambia 9,167 11,000 9,000
Bay Area Food Bank 3,500 5,000
Big Brothers/Big Sisters 3,000 2,500
Boy's & Girls Club of Escambia County 10,000 8,000 6,500
Catholic Charities 7,500
Community Drug & Alcohol Council, Inc. 5,000 5,000 4,100
Community Information Network 3,000 3,000 2,600
Deaf and Hard of Hearing Services 2,500 2,500 2,000
57
GENERAL FUND FY 2007 FY 2008 FY 2009 FY 2009 FY 2010 FY 2011
NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT PROPOSED PROJECTED
HUMAN SERVICES (Continued)
Escambia Bay Marine Institute (EBMI) 3,000
Habitat for Humanity 5,000
Lutheran Ministries 7,500 7,500 6,200
Milk & Honey Ministries 2,753 5,500 4,500
New Beginnings Group 1,750 5,000 5,000
Salvation Army 10,687 5,596 5,000
Speech & Hearing Boards Health Care Foundation 5,000 4,000 3,300
United Way Human Services Appropriatons Administration 10,000 5,000 5,000
Unallocated 65,000
TOTAL HUMAN SERVICES 82,857 84,896 70,000 70,000 0 0
ARTS/CULTURE/HISTORICAL
African American Heritage Society 10,000
Arts Council of NW Florida, Inc. 80,000 60,000 60,000 60,000 40,000 30,000
Pensacola Historical Society 10,000
TOTAL ARTS/CULTURE/HISTORICAL 100,000 60,000 60,000 60,000 40,000 30,000
SUBTOTAL 974,456 1,148,311 500,000 525,500 385,000 300,000
INTERNAL NON-DEPARTMENTAL
MANAGEMENT AGREEMENT
Saenger Theatre Operating 179,370 160,579 150,000 150,000 200,000 200,000
Saenger Theatre Capital 12,328
TOTAL MANAGEMENT AGREEMENT 191,698 160,579 150,000 150,000 200,000 200,000
INTERFUND TRANSFERS
Escambia-Pensacola Library 1,395,400 1,293,700 1,346,300 1,346,300 1,346,300 1,346,300
Escambia-Pensacola Library - Additional City Funding 76,200
CRA-Tax Increment District 1,869,083 1,790,043 1,783,700 1,751,770 1,664,200 1,664,200
Eastside Tax Increment District 39,671 48,876 43,800 45,397 45,400 45,400
Westside Tax Increment District 0 0
Residential Stormwater Assessment Assistance Program 36 36 100 100 100 100
Residential Sanitation Assistance Program 5,964 6,100 6,100 6,000 6,000
TOTAL INTERFUND TRANSFERS 3,304,190 3,214,819 3,180,000 3,149,667 3,062,000 3,062,000
TOTAL PENDING FUNDING REQUESTS
TOTAL NON-DEPARTMENTAL FUNDING $ 4,470,344 $ 4,523,709 $ 3,830,000 $ 3,825,167 $ 3,647,000 $ 3,562,000
(a) For transportation disadvantaged. Funded from the Local Option Gasoline Tax through FY 2006. Funding shifted to General Fund in FY 2007 and was incorporated into Mass Transit funding in FY 2008.
(b) Includes Military Affairs at $50,000
(c) Additional Foundation Funding provided by Energy Services ($62,500) and Airport ($37,500).
(d) Funding provided by Sanitation Services ($19,300)
58
City of Pensacola, Florida Fiscal Year 2010 Proposed Budget
NON-DEPARTMENTAL AGENCY FUNDING

EXTERNAL AGENCIES
INTERLOCAL AGREEMENTS:
Escambia-Pensacola Human Relations Commission - $88,700
The Human Relations Commission seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and
incidents. The Commission has a nine-member board (4 members appointed by City Council; 4 members appointed by County Commission; one member
appointed by other eight members). An interlocal agreement between the City and County outlines the duties and powers of the commission, and both the
City and County approve funds annually as they deem appropriate for the operation of the HRC, including the administration of the Fair Housing Program and
various events designated to help support community relations type activities.
GOVERNMENTAL AGENCIES:
Bay Area Resource Council (BARC) - $7,300
The Bay Area Resource Council (BARC) was created in 1985 by then Governor Bob Graham for the purpose of providing a clearinghouse for environmental
studies and community information and education activities in the Pensacola Bay Watershed area. Currently there is an interlocal agreement between
Escambia and Santa Rosa Counties and the Cities of Pensacola, Gulf Breeze and Milton which solidifies the organization into an entity which accepts funding
and promotes the goals of the committee. The council is comprised of elected officials from each of these governmental agencies.
Transportation Planning Organization (TPO) - $1,600
The TPO, which includes five representatives from the City Council, sets transportation priorities for the region. City participation on the TPO is required by
State statute.
West Florida Regional Planning Council - $2,400
Participation by the City of Pensacola in the West Florida Regional Planning Council is voluntary. The Council serves as staff arm to the Transportation
Planning Organization and is also involved in the review and sign-off of various federal grants including most grants for the Pensacola Regional Airport.
ECONOMIC DEVELOPMENT:
Gulf Coast African American Chamber of Commerce - $5,000

The Gulf Coast African American Chamber of Commerce is a service organization. Its function is to be an information resource for members and the
community at large, providing employment, economic development and culturally related information. The Chamber serves as a catalyst for developing new
businesses and enhancing existing African-American businesses in the City to provide the necessary resources for keeping the dollars within the Community
as opposed to the current trend of spending million s of dollars for transient workers and out of state contractors.
59
EXTERNAL AGENCIES (Continued)
Pensacola-Escambia Development Commission (PEDC) - $120,000

The PEDC is the board responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities in the area. The nine-
member board consists of representatives from the City, the County, the Town of Century, and the Chamber of Commerce. The City provides funding jointly
with the County through an interlocal agreement.
Pensacola Area Chamber of Commerce-Foundations - $75,000

Foundations for the Future is a program developed in 1994 and designed to raise $5 million to escalate economic development efforts in the Pensacola area.
Efforts are focused in the areas of business development and retention, armed services development and retention, and tourism development and retention.
(NOTE: Additional Foundation funding provided by Energy Services ($62,500) and Airport ($37,500)
OTHER OUTSIDE AGENCIES:
First Call for Help – $10,000

A regional program supported by and coordinated by the United Way of Escambia County. First Call for Help is a resourceful service that provides health,
human service and community information in Escambia, Okaloosa, and Walton counties of Florida. This program was established 25 years ago and this year,
the Information and Referral Specialists are expected to answer 35,000 calls.
Lakeview Center, Inc. - $25,000

Lakeview Center, Inc. (LCI) is a private not-for-profit corporation which provides mental health and other treatment services. LCI is designated by the State of
Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, LCI provides around-the-clock emergency
services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). This facility is utilized by the Pensacola Police Department in situations involving
individuals needing involuntary treatment under the Florida Mental Health Act. Funding from the City is used to provide a screening specialist in the CSU.
NMNA Flight Academy - $10,000

The National Museum of Naval Aviation (NMNA) is currently in development of the Phase IV Museum expansion which will volumetrically double the size of
the complex with the addition of a six-story wing, a twelve-story observation tower and the six-story Academy building. The intent of the National Flight
Academy (NFA) is to allow 7th through 12th graders from all fifty states to experience a total emersion into the world of aviation for an intense six-day period.
The NFA’s core curriculum will include aerodynamics, propulsion, navigation, communications, flight physiology and meteorology. The City of Pensacola has
pledged to contribute $100,000 towards this project payable over a ten (10) year period (FY 2005 – FY 2014).
ARTS/CULTURAL/HISTORICAL
Arts Council of Northwest Florida, Inc. - $40,000

Funding is provided for the Arts Council of Northwest Florida for allocation for arts, cultural and historical enhancements to the area. The request includes
funding to support grants for local organizations, and Arts Council programs which are economic development services.
60
INTERNAL AGENCIES
MANAGEMENT AGREEMENT:
Saenger Theatre - $200,000
The City maintains a management agreement for continued management of the City's performing arts facility -- the Saenger Theater. The agreement sets
forth the terms for payment of operating expenses and a management fee, which are both included in the budgeted line item. Previously, this agreement
included the management of the Bayfront Auditorium, however that facility was demolished during fiscal year 2005, therefore, the management agreement is
for the Saenger Theatre only. The total amount budgeted includes $250,000 for operating expenses only. Extensive renovations have been underway and
no additional capital outlay dollars will be required for fiscal year 2010.
INTERFUND TRANSFERS:
Escambia-Pensacola Library - $1,346,300

The City operates the West Florida Public Library system under an interlocal agreement with Escambia County. Escambia County and the City of Pensacola
share costs for the services provided in these areas based on patron usage.
CRA - Tax Increment District - $1,664,200

Community redevelopment within the Redevelopment Area is financed primarily from tax increment revenues allocated to and deposited in the Urban Core
Redevelopment Trust Fund established pursuant to Section 163.387, Florida Statutes. Tax increment revenues are paid to the Redevelopment Trust Fund by
taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Redevelopment Area. Presently, those
taxing authorities include Escambia County, the City of Pensacola and the City of Pensacola Downtown Improvement Board. The amount of funds
appropriated by each taxing authority to the Urban Core Redevelopment Trust Fund is equal to 95% of the difference between the amount of ad valorem real
property taxes levied by the taxing authority each year within the Redevelopment Area and the amount which would have been produced by the same levy on
the assessed value of taxable real property in the Redevelopment Area in calendar year 1983 (Fiscal Year 1984).
The concept of a CRA using the Tax Increment Financing (TIF) funds (monies deposited in the Urban Core Redevelopment Trust Fund) relates the growth,
redevelopment and subsequent property value increase in the Redevelopment Area to the continued improvement of the Area. TIF funds can only be used to
undertake planning and construction of improvements (infrastructure, streetscape projects, affordable housing, recreation/park projects, etc.) within the
Redevelopment Area.
61
INTERNAL AGENCIES (Continued)

Eastside Tax Increment District - $45,400
In February 2004, the City Council adopted the Eastside Neighborhood Plan which focuses on continued improvement in the quality of the neighborhood’s
residential and commercial segments through urban infill and redevelopment as well as infrastructure improvements. One action outline in the Plan was the
establishment of a Tax Increment Financing District, specifically limited to the Eastside neighborhood, as a funding source for the revitalization activities. Tax
increment revenues are paid to the Eastside Tax Increment Financing District Fund by taxing authorities, other than school districts and water management
districts, which have taxing jurisdiction within the Eastside Neighborhood. Presently, those taxing authorities include Escambia County and the City of
Pensacola. The amount of funds appropriated by each taxing authority to the Eastside Tax Increment Financing District Fund is equal to 95% of the
difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Eastside Neighborhood and the amount
which would have been produced by the same levy on the assessed value of taxable real property in the Neighborhood Area in calendar year 2005 (Fiscal
Year 2006).
The concept of using the Tax Increment Financing (TIF) funds (monies deposited in the Eastside Tax Increment Financing District Fund) relates the growth,
redevelopment and subsequent property value increase in the Eastside Neighborhood to the continued improvement of the neighborhood. Specific projects
that can be used with TIF revenues include, but are not limited to, neighborhood streetscape improvements, design and construction of neighborhood
gateway enhancements, construction of traffic calming features, enhancement of Central Park and I-110 Farmers’ Market site and lot acquisition for infill
construction within the Eastside Neighborhood. The neighborhood boundaries are Cervantes Street, N. 9th Avenue, Hayne Street and Baars Street.
Residential Stormwater Assessment Assistance Program - $100

The City has designated $100 to provide stormwater assessment assistance to eligible property owners. To be eligible, the taxable value of the owner’s
homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $100 is
exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future
based on pervious assistance.
Residential Sanitation Assistance Program - $6,000

The City has designated $6,000 to provide sanitation service assistance to eligible property owners. To be eligible, the taxable value of the owner’s
homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $6,000 is
exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future
based on pervious assistance.
62
CHANGES IN
POSITIONS
63
CITY OF PENSACOLA
FISCAL YEAR 2007 - FISCAL YEAR 2009
CHANGES IN BUDGETED POSITIONS
FY 2007 Budgeted Positions 1,001
Changes from FY 2007 to FY 2008
Finance (1) Account Data Collector (38,000)
Public Works (1) Street Sweeper Operator (37,500)
Fire (4) Apprentice Firefighter (203,200)
Police (2) Police Cadet (52,200)

(4) Police Officer (207,600)
Garage (2) Master Mechanic (91,400)
Sanitation (1) Administrative Account Clerk (36,000)

(1) Sanitation Equipment Operator I (37,700)
(1) Maintenance Worker III (37,700)
Total Deleted Positions FY 2007 - FY 2008 (17) (741,300)
FY 2008 Budgeted Positions 984
Changes from FY 2008 to FY 2009
Legal (1) Assistant City Attorney - *

(1) Assistant City Attorney (127,800)
Civil Service (1) Assistant Civil Service Director - *
Financial Services (1) Administrative Assistant (41,100)

(1) Clerk III (31,100)
(2) Customer Service Representative II (69,700)
Community Development (1) Environmental Administrator - *

(1) Economic Development Coordinator (60,000)
(1) Assistant Neighborhood Coordinator (38,600)
Parks & Recreation (1) Administrative Officer - *

(3) Equipment Operator II (102,200)
(1) Maintenance Worker II (30,000)
(1) Administrative Officer IV (61,700)
(1) Recreation Supervisor - *
(1) Recreation Supervisor (41,000)
(2) Recreation Assistant Spervisor (76,000)
(1) Operations Supervisor III (50,800)
(2) Maintenance Worker I - *
Public Works (1) Administrative Account Clerk - *

(1) Electrician (50,500)
(1) Traffic Engineering Technician (48,800)
(1) Leadworker (48,800)
(1) Maintenance Worker II (30,400)
* Unfunded
** Added For New Tryon Branch
C:\Documents and Settings\mmeola\Local Settings\Temporary Internet Files\OLKA7\positions fy 07 - fy 09.xls 4/8/2009
64
CITY OF PENSACOLA
FISCAL YEAR 2007 - FISCAL YEAR 2009
CHANGES IN BUDGETED POSITIONS
Fire (3) Fire Cadet (82,500)

(1) Professional Firefighter (58,100)
(1) Battalion Chief - *
(2) Fire Captain II (81,900)
(1) Professional Firefighter (38,800)
Police (1) Police Records Clerk - *

(1) Clerk III - *
(1) Administrative Officer I - *
(5) Police Officer (293,200)
(3) Police Cadet (101,700)
(1) Police Lieutenant (104,100)
(1) Police Records Clerk (49,800)
Garage (3) Master Mechanic (169,200)

(1) Maintenance Worker I (29,900)
Golf (2) Maintenance Worker III (36,100)
Management Information Services (1) Software Development Manager (73,700)
Library (2) Library Technician (75,700)

(1) Librarian (43,600)
(1) Clerk III (31,000)
(1) Clerk II (29,800)
2 Clerk III 46,600 **
1 Clerk II 22,500 **
2 Clerk I 43,400 **
1 Maintenance Worker II 23,400 **
Sanitation (1) Maintenance Worker III (29,800)

(1) Maintenance Worker III (29,800)
(1) Operations Supervisor II (41,800)
(1) Operations Supervisor II (49,900)
Port (1) Assistant Department Director - *

(1) Administrative Officer II (51,500)
Housing (1) Clerk III (38,600)

(1) Family Housing Self-Sufficiency Coordinator (40,200)
Risk Management (1) Clerk III (32,500)

(1) Administrative Assistant (66,000)
CRA (1) Community Development Agency Director (80,300)

(1) Executive Assistant (32,700)
Inspection Services (1) Plans Examiner (45,700)
Total Deleted Positions FY 2008 (73) (2,789,800)
Total FY 2009 Budgeted Positions 911 (3,531,100)
* Unfunded
** Added For New Tryon Branch
C:\Documents and Settings\mmeola\Local Settings\Temporary Internet Files\OLKA7\positions fy 07 - fy 09.xls 4/8/2009
65
CITY OF PENSACOLA
CHANGES IN POSITIONS
DELETED POSITIONS
General Fund
City Manager (1) Assistant City Manager (178,300)

Parks & Recreation (1) Equipment Operator II (35,800)
(1) Equipment Operator III (37,700)
(1) Recreation Assistant Supervisor (24,700)
Fire (1) Fire Captain (64,800)
Police (1) Police Sergeant (79,000)
(2) Public Safety Telecommunicator II (25,600)
Sub-Total General Fund (8) (445,900)
Non-General Fund
Public Works/Stormwater (2) Maintenance Worker II (67,300)

Inspection Services (1) Permit Clerk (12,400)
Energy Services (5) Account Data Collector (208,100)
Sanitation (1) Code Enforcement Specialist (43,800)
Employee Services/Insurance Retention Fund (1) Benefit Coordinator (55,900)
Management Information Services (1) System Analyst Programmer I (61,300)
Sub-Total Non-General Fund (11) (448,800)
Sub-Total Deleted Positions (19) (894,700)
Total FY 2010 Budgeted Positions 892
UNFUNDED POSITIONS
City Manager (1) Assistant City Manager (151,400)

Police (3) Police Officers (148,200)
Sub-Total Unfunded (4) (299,600)
Total Expenditure Reduction (1,194,300)
FUTURE ANTICIPATED DELETIONS
Fire (2) Fire Captain II

(6) Professional Firefighter
Police (2) Police Sergeant
(1) Police Lieutenant
(1) Police Captain
Total Future Anticipated Deletions (12)
C:\Documents and Settings\mmeola\Local Settings\Temporary Internet Files\OLKA7\positions.xls 4/8/2009
66
CITY OF PENSACOLA
POSITION COMPARISON
LAST TEN YEARS
FY FY FY FY FY FY FY FY FY FY
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
GENERAL FUND AND RELATED DEPTS
City Manager 11 11 11 9 8 7 7 7 7 5
City Clerk 3 3 3 3 3 3 3 3 3 3
Legal 6 6 6 6 6 6 6 6 3 3
Employee Services 12 13 13 13 12 14 14 14 8 7
Civil Service 3 3 3 3 3 3 3 3 2 2
Financial Services 50 51 51 50 51 50 47 45 23 23
Community Development 29 31 31 33 32 32 32 14 (d) 10 10
Engineering Services 10 0 (b) 0 0 0 0 0 0 0 0
Parks & Recreation 88 92 92 92 92 92 92 92 80 80
Public Works 38 15 (a) 15 16 16 17 17 16 12 12
Sanitation Services-Street Cleaning 10 3 (a) 0 0 0 0 0 0 0 0
Fire 139 139 139 139 136 142 (c) 142 138 115 114
Police 232 232 233 230 229 229 226 220 212 209
SUBTOTAL GENERAL FUND 631 599 597 594 588 595 589 558 475 468
Central Garage - Central Services Fund 23 23 23 24 24 24 24 22 18 18
Engineering - Central Services Fund 0 10 (b) 11 10 10 11 11 11 11 12
Financial Services - Central Services Fund 4 3 3 3 2 2 2 2 3 3
Financial Services - Risk Management 4 4 4 4 4 5 5 5 6 6
Golf 5 5 5 5 7 7 7 7 5 5
Inspection Services Fund 0 0 0 0 0 0 0 18 (d) 14 12
MIS - Central Services Fund 20 20 20 20 20 19 18 18 17 16
Police - Special Grants Fund 1 1 0 0 0 0 0 0 0 0
Stormwater Utility Fee Fund 0 34 (a) 34 32 32 32 32 32 31 29
W Florida Public Library Fund 28 32 33 33 41 42 49 49 52 52
SUBTOTAL GENERAL FUND RELATED 85 132 133 131 140 142 148 164 157 153
TOTAL GENERAL FUND AND RELATED 716 731 730 725 728 737 737 722 632 621
OTHER FUNDS
Energy Services 109 111 111 112 112 112 113 113 131 126
Sanitation Services 62 62 62 62 62 59 60 57 51 47
Port of Pensacola 12 13 14 11 11 10 12 12 10 10
Airport 41 42 48 49 49 49 50 51 62 63
CRA 3 3 3 3 3 4 4 4 2 2
Housing 26 28 28 28 27 27 25 25 23 23
TOTAL OTHER FUNDS 253 259 266 265 264 261 264 262 279 271
TOTAL AUTHORIZED POSITIONS 969 990 996 990 992 998 1,001 984 911 892
(a) Stormwater Utility Fee Fund created. Moved 24 Positions from Public Works/Stormwater and 10 Positions from Sanitation/Street Cleaning.
(b) Engineering moved to Central Services an an internal service function.
(c) Per Council Action on 05/25/06, add six (6) Apprentice Firefighter (F-02) positions for the period July 1, 2006 through September 30, 2007 to address the manpower shortage
with the upcoming retirements.
(d) Inspection Services moved to a Special Revenue Fund
67
Position Comparison 10 Year - Proposed.xls 4/8/2009

Budget Workshop Agenda

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Budget Workshop Agenda

Uploaded by

Copyright:

Available Formats

1

BUDGET WORKSHOP AGENDA

Monday, April 13, 2009

Mayor 1:30 – 1:45 p.m. Explanation of Process

Public Works Director 6:00 – 7:00 p.m. Public Works Department

* No Pay Increases Included

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 25 4/8/2009

Financial Services Accounting 98,900 2.36 - 4,200 2.36 - 5,700 2.36

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 26 4/8/2009

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 27 4/8/2009

Police Chief's Office 1,300,300 12.00 - 1,238,600 12.00 - 1,295,000 12.00

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 28 4/8/2009

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 29 4/8/2009

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Summary 30 4/8/2009

Primary responsibility consists of maintaining

The execution of the duties of this program carries

This program consists of preparation and posting

Department Subtotal - 162,000 3.00 - 158,900 3.00 - 173,400 3.00

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 31 4/9/2009

Serves as the legislative and policy-making body of

The City Council serves as the legislative and

Department Subtotal - 42,600 - - 51,300 - - 70,700 -

The Council Support function provides support

The Enterprise Operations function is oversight of

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 32 4/9/2009

The Neighborhood Services function is oversight of

Department Subtotal - 76,800 7.00 - 59,700 4.00 - 275,200 4.00

Department’s primary responsibility and includes

Provides effective, efficient, and timely information

Department Subtotal - 120,100 2.00 - 118,200 2.00 - 131,800 2.00

Community Responsible for the collection of and the monitoring

The primary mission is to enhance and sustain the

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 33 4/9/2009

The primary mission is to enhance and sustain the

The primary mission is to enhance and sustain the

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 34 4/9/2009

Involves implementation of the City's

The Accounts Payable activity is primarily

The Audit activity manages and coordinates the

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 35 4/9/2009

The Budget Office’s main objective is to prepare

Payroll includes the processing of all active and

This program is comprised of Bids, Request for

Department Subtotal - 695,200 23.00 - 467,800 23.00 - 637,000 23.00

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 36 4/9/2009

Administration is responsible for maintaining all

Emergency Management within the city is vital in

Emergency Operations performs many different

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 37 4/9/2009

Emergency Operations performs other different

Facilities Management involves the oversight of all

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 38 4/9/2009

The Fire Department provides technical support to

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 39 4/9/2009

Responsible for all departmental training and

Department Subtotal - 10,500,400 115.00 - 10,441,100 114.00 - 10,938,000 113.00

Provide recruitment assistance to civil service

This program is responsible for issuing city ID

M:\Budget\FY 2010\PROGRAMS\GenFund Dept Programs.xlsGF Detail 40 4/9/2009

Recruitment efforts will be reduced

Risk Management taking on Risk Management taking on

Payroll workshop training and help

Responsible for legal advice and legal

Program involves the seasonal operation of two