FY 2013 Adopted OPERATING BUDGET - City of Annapolis by pengxuebo

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									FY 2013 Adopted OPERATING BUDGET




    Prepared by the Department of Finance
       Bruce T. Miller, Finance Director


      CITY OF ANNAPOLIS, MARYLAND
                  Directory of Officials and Advisory Bodies


                                        City Council

                                   Joshua J. Cohen, Mayor



                                   Ward          Alderman
                                    1        Richard E. Israel
                                    2        Frederick M. Paone
                                    3        Classie G. Hoyle
                                    4        Sheila M. Finlayson
                                    5        Mathew Silverman
                                    6        Kenneth A. Kirby
                                    7        Ian Pfeiffer
                                    8        Ross H. Arnett, III




                                   Management Team

               Title                                                    Name
City Manager                                      Michael D. Mallinoff, Esq., ICMA-CM

Director of Finance                               Bruce T. Miller

Director of Human Resources                       Paul M. Rensted

Director of Public Works                          David Jarrell, P.E.

Director of Planning and Zoning                   Jon L. Arason

Chief of Police                                   Michael A. Pristoop

Fire Chief                                        David L. Stokes, Sr.
Director of Neighborhood & Environmental
                                                  Maria Broadbent
Programs
Director of Transportation                        Richard Newell

Director of Recreation and Parks                  Brian Woodward
          Directory of Officials and Advisory Bodies


                Legislative Committee Assignments


                             Standing Committees



Economic Matters Committee                Environmental Matters Committee
   Frederick M. Paone, Chairman                    Frederick M. Paone, Chairman
   Sheila M. Finlayson, Member                     Kenneth A. Kirby, Member
   Ian Pfeiffer, Member                            Ian Pfeiffer, Member


Finance Committee                         Housing & Human Welfare Committee
   Ross H. Arnett, III, Chairman                   Kenneth A. Kirby, Chairman
   Sheila M. Finlayson, Member                     Classie G. Hoyle, Member
   Richard E. Israel, Member                       Mathew Silverman, Member


Public Safety Committee                   Rules and City Government Committee
   Sheila M. Finlayson, Chairman                   Richard E. Israel, Chairman
   Frederick M. Paone, Member                      Classie G. Hoyle, Member
   Mathew Silverman, Member                        Ross H. Arnett, III, Member


Transportation Committee
    Ian Pfeiffer, Chairman
    Kenneth A. Kirby, Member
    Ross H. Arnett, III, Member
                      Directory of Officials and Advisory Bodies



                                Boards and Commissions

   Board or Commission                                      Chairman


Alcoholic Beverage Control Board                         Leonard Berman
Annapolis Conservancy Board                              Karen Jennings
Arts in Public Places Commission                         Tom Fridrich
Board of Appeals                                         Christian F. Elkington
Board of Supervisors of Elections                        Michael Parmele
Building Board of Appeals                                Mark Hall
City Central Committee – Democrat                        Nick Berry
City Central Committee - Republican                      Bill Day
Civil Service Board                                      Anthony Christhilf (acting)
Commission on Aging                                      James “Hank” Heggins
Education Commission                                     Vacant
Environmental Commission                                 Theodore C. Weber
Ethics Commission                                        James E. Dolezal
Financial Advisory Commission                            Fred Sussman
Historic Preservation Commission                         Sharon A. Kennedy
Historic Markers Commission                              Vacant
Housing & Community Development Committee                Kenny Kirby
Human Relations Commission                               Michael J. Keller
Maritime Advisory Board                                  Terry H. Lomax
Parking Advisory Commission                              C. Chance Walgran
Planning Commission                                      Dr. Eleanor M. Harris, ED.D
Police & Fire Retirement Plan Commission                 Joseph Semo
Port Wardens                                             Gene Edwin Godley
Public Safety Disability Retirement Board                Adam Cohen
Recreation Advisory Board                                C. Taney Hamill
Risk Management Committee                                Paul M. Rensted
Transportation Board                                     John Gianetti
                  GFOA Distinguished Budget Presentation Award




                                             July 1, 2011




The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Annapolis, Maryland for its annual budget for the
fiscal year beginning July 1, 2011. In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as an operations guide, as a financial
plan, and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
                                        Acknowledgements




This document could not have been prepared without the cooperation, support, and leadership of the
Mayor, the City Council, the Finance Committee, and the department directors. The purpose of preparing
a budget is to put forth the annual financial plan of the City, to show what services it is providing to our
citizens and how much it will cost to do so. Numerous individuals spent many hours developing goals,
objectives and performance measures, and then correlating them with available resources. This is a
difficult task as there is always an increasing demand for City services in an era of decreasing revenues.
The individuals listed below have played an integral part in the preparation of this document.




                                           Finance Department

                                   Shirley S. Tripodi, Assistant Director
                                    Linda M. Kline, Senior Accountant
                                  Jason M. Hundley, Senior Accountant
                             Maria M. Muñiz, Administrative Office Associate
                                                              Table of Contents


ABOUT ANNAPOLIS
 Community Profile........................................................................................................................................ 1
 Demographic and Statistical Profile ............................................................................................................. 2
 Regional Map ............................................................................................................................................... 5
 City Government Organizational Chart ........................................................................................................ 6

BUDGET BACKGROUND
 Development Process .................................................................................................................................. 7
 Timeline ....................................................................................................................................................... 8
 Guiding Factors............................................................................................................................................ 9
 Strategic Plan............................................................................................................................................. 11
 Budget Message and Instructions ............................................................................................................. 13
 State of the City Address ........................................................................................................................... 17
     Changes from Proposed to Adopted Budget ...................................................................................... 30

ADOPTED BUDGET
ALL FUNDS SUMMARY ............................................................................................................................. 36
    Historical Figures ................................................................................................................................. 44
    Historical and State Comparisons ....................................................................................................... 50
    Fund Balances .................................................................................................................................... 15
       General Fund ................................................................................................................................. 56
       Water Fund .................................................................................................................................... 57
       Sewer Fund .................................................................................................................................... 58
       Refuse Fund ................................................................................................................................... 59
       Stormwater Fund ............................................................................................................................ 60
       Market Fund ................................................................................................................................... 61
       Sidewalk Revolving Fund ............................................................................................................... 62
       Transportation Fund ....................................................................................................................... 63
       Parking Fund .................................................................................................................................. 64
       Dock Fund ...................................................................................................................................... 65

GENERAL FUND
Revenues ................................................................................................................................................... 66
Expenditures .............................................................................................................................................. 71

ENTERPRISE FUNDS
Water Revenues and Expenditures ........................................................................................................... 75
Sewer Revenues and Expenditures ........................................................................................................... 76
Refuse Revenues and Expenditures ......................................................................................................... 77
Stormwater Revenues and Expenditures .................................................................................................. 79
Market Revenues and Expenditures .......................................................................................................... 80
Sidewalk Revolving Revenues and Expenditures ..................................................................................... 81
Transportation Revenues and Expenditures.............................................................................................. 83
Parking Revenues and Expenditures ......................................................................................................... 85
Dock Revenues and Expenditures ............................................................................................................. 86

SPECIAL REVENUE FUND........................................................................................................................ 87

DEBT SERVICE FUND ............................................................................................................................... 88

POSITION SUMMARY................................................................................................................................ 94
   Contractual Employee Conversions .................................................................................................... 95
   Position Classifications and Grades .................................................................................................... 97
   Position Compensation ...................................................................................................................... 103




                                                                                i
                                                            Table of Contents


DEPARTMENTAL OPERATING BUDGETS
Department of the Mayor and Aldermen
     Organization Chart ............................................................................................................................ 106
     Description ........................................................................................................................................ 107
     Staffing Summary .............................................................................................................................. 107
     Mayor's Office and Team with Performance Measurements & Budget Summary............................ 109
     Office of Law with Budget Summary ................................................................................................. 112
     Public Information Office with Performance Measurements & Budget Summary............................. 115
     Boards and Commissions with Performance Measurements & Budget Summary ........................... 118
Finance Department
     Organization Chart ............................................................................................................................ 122
     Description ........................................................................................................................................ 123
     Staffing Summary .............................................................................................................................. 123
     Accounting and Budgeting Division with Performance Measurements & Budget Summary ............ 125
     Management Information Technology with Performance Measurements & Budget Summary ........ 130
     Purchasing with Performance Measurements & Budget Summary .................................................. 139
Human Resources Department
     Organization Chart ............................................................................................................................ 143
     Description with Performance Measurements .................................................................................. 144
     Staffing Summary .............................................................................................................................. 150
     Budget Summary............................................................................................................................... 150
Department of Planning and Zoning ......................................................................................................... 108
     Organization Chart ............................................................................................................................ 151
     Description with Performance Measurements .................................................................................. 152
     Staffing Summary .............................................................................................................................. 161
     Budget Summary............................................................................................................................... 162
Police Department
     Organization Chart ............................................................................................................................ 163
     Description with Performance Measurements .................................................................................. 164
     Staffing Summary .............................................................................................................................. 180
     Budget Summary............................................................................................................................... 181
Fire Department
     Organization Chart ............................................................................................................................ 182
     Description with Performance Measurements .................................................................................. 183
     Staffing Summary .............................................................................................................................. 193
     Budget Summary............................................................................................................................... 194
     Office of Emergency Preparedness and Risk Management
        Description with Performance Measurements ............................................................................. 195
Department of Neighborhood and Environmental Programs
     Organization Chart ............................................................................................................................ 202
     Description with Performance Measurements .................................................................................. 203
     Staffing Summary .............................................................................................................................. 214
     Budget Summary............................................................................................................................... 215
Department of Public Works
     Organization Chart ............................................................................................................................ 216
     Description ........................................................................................................................................ 217
     Staffing Summary .............................................................................................................................. 221
     Budget Summary (All Divisions) ........................................................................................................ 224
     Administration with Budget Summary ............................................................................................... 226
     Bureau of Engineering and Construction with Budget Summary ...................................................... 227
     Streets with Budget Summary and Performance Measurements ..................................................... 228
     Snow and Ice Removal with Budget Summary ................................................................................. 231
     Traffic Control and Maintenance with Budget Summary................................................................... 232
     Fleet Maintenance Center with Budget Summary and Performance Measurements ....................... 233
     Facilities with Budget Summary and Performance Measurements .................................................. 235



                                                                             ii
                                                             Table of Contents


    Water Supply and Treatment Facility with Budget Summary............................................................ 238
    Water Distribution with Budget Summary ......................................................................................... 239
    Annapolis Water Reclamation Facility with Budget Summary .......................................................... 240
    Wastewater Collection with Budget Summary .................................................................................. 241
    Stormwater Management with Budget Summary ............................................................................. 242
    Solid Waste with Budget Summary and Performance Measurements ............................................. 243
    Curbside Recycling with Budget Summary ....................................................................................... 249
    Market House with Budget Summary................................................................................................ 250
    Sidewalk with Budget Summary........................................................................................................ 251
Recreation and Parks Department
    Organization Chart ............................................................................................................................ 253
    Description with Performance Measurements .................................................................................. 254
    Staffing Summary .............................................................................................................................. 262
    Budget Summary............................................................................................................................... 263
    Harbormaster with Performance Measurements .............................................................................. 264
       Staffing Summary and Budget Summary..................................................................................... 266
Department of Transportation
    Organization Chart ............................................................................................................................ 267
    Description with Performance Measurements .................................................................................. 268
    Staffing Summary .............................................................................................................................. 270
    Budget Summary (All Divisions) ........................................................................................................ 271
    Administration with Budget Summary ............................................................................................... 272
    Vehicle Operations with Budget Summary........................................................................................ 275
    Transportation Fleet Maintenance with Budget Summary ................................................................ 276
    Parking with Budget Summary .......................................................................................................... 277


APPENDIX
Finance Committee Report .......................................................................................................................A -1
   Financial Advisory Commission Report ............................................................................................A - 25

FY 2013 Operating Budget Ordinance.......................................................................................................B-1

Glossary .................................................................................................................................................... C-1




                                                                              iii
                                           About Annapolis


                                            Community Profile:

Annapolis is an incorporated municipal corporation of the State of Maryland (the "State"), possessing
substantial home rule powers under the State constitution. First settled in 1649 by Puritans fleeing
Virginia, the City was chartered in 1708 and served as the capital of the United States when the Congress
met there in 1783-1784. The City serves both as the capital of the State and as the county seat for Anne
Arundel County and acquired home rule in 1954. Annapolis is situated on the Western shore of the
Chesapeake Bay, at the mouth of the Severn River, east of and midway between Baltimore and
Washington, D.C. The City has been the home of St. John's College (founded as King William's School)
since 1696 and the United States Naval Academy since 1845.

The City covers an area of approximately eight square miles (including waterways). Population in 1950
was 10,047, but growth as well as annexation caused that figure to double by 1960 and more than triple
by 1980. According to the 2010 Census, the population is approximately 38,814, exclusive of the Naval
Academy population of approximately 5,500. The Naval Academy constitutes a Federal enclave within
the City, but is not within the corporate limits of Annapolis.

The appearance of the City is dominated by the handsome buildings of the Naval Academy and the
historic State House of Maryland. In addition, there are a number of contemporary State and County
office buildings which have been designed in keeping with the prevailing Georgian architecture of the
community. Because of the number of residential structures of significant historic and architectural value
for which Annapolis is famous, private and public groups have joined together to retain or to recapture the
historic atmosphere of the community in keeping with modern urban requirements. An application to the
Department of Interior to enlarge the then existing Historic District as designated on the National Register
of Historic Places was approved in 1984. The most recent Annapolis Comprehensive Plan (2009) was
adopted by City Council in October 2009.

Annapolis is served by three major highways, U.S. Routes 50/301, Maryland Route 2 and Interstate 97
which connect with the Chesapeake Bay Bridge, immediately northeast of the City. The District of
Columbia is 27 miles to the west and the City of Baltimore is 27 miles to the north.

The City is governed by a Mayor and a City Council. The City is authorized to issue debt, subject to
certain indebtedness limitations, for the purpose of financing its capital projects and to incur certain other
indebtedness.

The executive offices of the City are located at City Hall, 160 Duke of Gloucester Street, Annapolis,
Maryland 21401.

The legislative body of the City is the City Council, consisting of the Mayor as the presiding officer and
eight Aldermen who together comprise the City Council. One Alderman is elected from each of the eight
wards into which the City is divided and must be a resident of the ward. The Mayor is elected at large.
The Aldermen and the Mayor serve four-year terms, commencing in December of the year following the
presidential election. The City Council has seven standing legislative committees: Economic Matters,
Environmental Matters, Finance, Housing and Human Welfare, Public Safety, Rules and City
Government, and Transportation. The Mayor and Aldermen have one vote each. A simple majority is
sufficient to pass legislation.

The City has independent jurisdiction over streets, street lighting, refuse collection and disposal, police,
parks, harbor, off-street parking, public transportation, fire suppression and emergency services, planning
and zoning, public health, water production and distribution, and sewage collection. Primary and
secondary education is provided by the Board of Education of Anne Arundel County.




                                                       1
                                           About Annapolis


                                    Demographic and Statistical Profile:


Community Profile                                          Age Composition (% in 2010), continued

Date of Incorporation:                       1708          50 - 54 years                            6.2
Form of government:              Mayor and Council         55 - 59 years                            6.5
                                                           60 - 64 years                            6.0
Demographics:                                              65 - 69 years                            4.3
                                                           70 - 74 years                            2.8
Area in square miles                                       75 - 79 years                            2.2
                                                           80 - 84 years                            1.8
2012         Land & Water: 8.3       Land only 7.1         85 years & over                          1.9
2011         Land & Water: 8.3       Land only 7.1
2010         Land & Water: 8.3       Land only 7.1
2009         Land & Water: 8.3       Land only 7.1         Economics (Per U.S. Census Bureau’s 2006-
                                                           2010 American Communities Survey)
Climate
                                                           Household Income
Average summer temperature (±5̊)          71.9
Average winter temperature (±5̊)          46.2             Median Household Income                  $70,229
Average annual precipitation (inches)     40.8             Median Personal Income                   $41,124
Average annual snowfall (inches)          20.5             % City population below poverty lev.     10.7%
                                                           % City families below poverty lev.       8.0%
Population                                                 Median Housing Value
                                                              (owner-occupied)                      $425,100
2012                                      38,814
2011                                      38,604
2010                                      38,394           Households and Housing Units
2009                                      37,300
2008                                      36,400           Households                               16,133
2007                                      36,300           Non Family Households                    7,469
2006                                      37,300           Homeownership rate                       54.5%
2005                                      36,750           Living in same house 1+ years            83.0%
2004                                      36,210
2003                                      36,180           Employment
2002                                      36,100
                                                           % in labor force                         70.4%
Median Age                                                     % in labor force: Civilian           69.7%
                                                               % in labor force: Armed Forces       0.70%
2010 per U.S. Census                      36.0             % not in labor force                     29.6%
                                                           % unemployed (civilian labor force)      5.4%
Age Composition (% in 2010)
                                                           Employment by Industry (%)
Under 5 years                             7.5
5 - 9 years                               5.7              Agriculture, forestry, fishing,
10 - 14 years                             4.7                   hunting, and mining                 0.1
15 - 19 years                             5.1              Construction                             7.1
20 - 24 years                             7.7              Manufacturing                            2.9
25 - 29 years                             9.9              Wholesale Trade                          2.8
30 - 34 years                             8.0              Retail Trade                             9.3
35 - 39 years                             6.7              Transportation & Warehousing
40 - 44 years                             6.5                   and Utilities                       3.1
45 - 49 years                             6.6              Information                              2.8




                                                       2
                                          About Annapolis


Employment by Industry (%), continued                    Service Statistics:

Finance, Insurance, and Real Estate       5.5            Fire Protection (2012)
Education, Health and Social Services     20.7
Arts, Entertainment, Rec. & Hospitality   9.9            Stations                                       3
Professional, Scientific, Management                     Career firefighters                            126
       Administrative & Waste Mgmt        16.8           Civilian personnel                             6
Public Administrative                     12.0
Other Services                             6.9           Police Protection (2012)

Taxes                                                    Stations                                       1
                                                         Uniformed police officers                      116
2012 Property Tax Assessed Val.                          Civilian personnel                             29
$6,951,720,444                                           Police vehicles                                110
Local Retail Sales Tax Rate                     6%
Personal Income Tax Rate                                 Public Works (2012)
     (income $3,001 - $150,000)            4.75%
Corporate Excise and Income Tax            8.25%         Water
                                                            Water mains in miles                        139
Building Permits (per Annapolis Department of               Water treatment plants                      1
Neighborhood & Environmental Services)                      Storage tanks                               5
                                                            Water consumption (annually)                1,235MG
Commercial                                                  Number of accounts                          12,554
   Year           Permits             Value
   2012            144               $28,625,643         Sewer
                                                            Sewer lines (in miles)                      127
   2011            205               $40,216,133            Storm drains (in miles)                     55
   2010            129               $34,970,551
                                                             Sewer treatment plant                      1
   2009            270               $43,522,221             (50% ownership with Anne Arundel County)
   2008            296               $42,830,126             Sewer pumping stations                     25
   2007            308               $25,494,044             Sewage treated (annually)                  1,839MG
   2006            334               $30,133,958             Number of accounts                         11,435
   2005            361              $101,125,015
   2004            390               $87,819,105         Utility Rates (2012)
   2003            355               $30,470,365
   2002            306               $13,727,071         Water & Sewer (City Residents)

Residential                                                                    Water - Fixed     Sewer – Fixed
                                                            Meter Size          Charge ($)        Charge ($)
   Year           Permits             Value
                                                            1 in. or less          9.89             11.05
   2012             778              $22,713,417
                                                            1 ½ inches            49.43             55.26
   2011             840              $18,076,871
                                                            2 inches              79.09             88.42
   2010             787              $15,719,019            3 inches             158.19             176.83
   2009             892              $23,354,588            4 inches             247.17              276.3
   2008            1,195             $28,296,974            6 inches             494.33             552.61
   2007            1,030             $34,309,629
                                                         Water – per 1000 gallons used – single family
   2006            1,329             $59,901,509         residential
   2005            1,025             $76,137,639
   2004            1,160             $39,180,383             1 to 7,000 gallons                $3.12
   2003            1,113             $42,498,578             7001 to 20,000 gallons            $6.25
   2002             920              $42,532,887             Over 20,000 gallons               $9.37




                                                     3
                                            About Annapolis



Utility Rates (2012), continued                         Major Events

Water & Sewer (City Residents), continued               Maryland State Legislature
                                                           in Session                   January - April
  Water – per 1000 gallons used – multi-family &        U.S. Naval Academy
  non-residential                                          Commissioning                May
                                                        U.S. Naval Academy
                                                           Parents’ Weekend             September
    All usages                              $4.65       Independence Day Fireworks      July
                                                        U.S. Sailboat Show              October
Sewer – per 1000 gallons used – all users               U.S. Powerboat Show             October
                                                        Spring Boat Show & University   April
                                                        Christmas Lights Parade         December
    All usages                              $4.86
                                                        First Night Annapolis
Residential Refuse Collection                           (New Year’s Eve)                December

    Flat rate                      $426 annually

Stormwater Utility
                                    Charge per
   Customer Type                      Quarter
   Residential, per unit                     $10
   Commerical, industrial, exempt with
   impervious coverage:
      Up to 5,000 sq. ft                $37.50
      5,001 – 10,000 sq. ft             $75.00
      Above 10,000 sq. ft              $125.00


Recreation - City owned (2012)

Playgrounds and parks in acres          200
Baseball fields                         4
Football fields                         1
Basketball courts                       6
Tennis courts                           14
Playgrounds                             9
Pools                                   1
Public Boat Ramps                       3
Skate Parks                             1




                                                    4
About Annapolis



  Regional Map:




        5
     About Annapolis
Government Organizational Chart




               6
          Budget Development Process, Timeline and Guiding Factors

                                                 Process

Budget Adoption:

The City Code requires that the Mayor submit a proposed budget (for all funds except the Internal Service
Fund, the Pension Trust Fund and the Special Revenue Fund) to the City Council no later than the
                                                                                         st
second Monday in March of each year for the fiscal year commencing the following July 1 . The Finance
Committee makes recommendations on the budget to the full City Council. The City Council conducts
                                                    th
public hearings on the budget. No later than June 30 , the budget is legally enacted through passage of
a budget ordinance which establishes spending authority by fund for the operations of the City. The level
on which expenditures may not legally exceed appropriations is the fund level and budget revisions at the
fund level require City Council approval.


Budget Revisions:

Procedure for Changes: It is necessary to have a document which sets forth each request for a change
to the budget. A Budget Revision Form serves this purpose. This form specifies which budgets, by
account, are being changed and by how much. It also provides an explanation of and a justification for
the transaction or circumstances that have necessitated the budget change(s). Also required on the form
are the signature of the department director making the request and the signature of the Finance Director
affirming the sufficiency of funds supporting the change.

Approval for Changes: Because it is the City Council that establishes the original operating budget, it is
the City Council that must approve changes at the fund level. Members of the Council are appointed to
the Finance Committee to do the business of hearing requests for budget changes, evaluating them, and
making recommendations to the Council with regard to them.


Budget Basis:

The budgets of general government type funds are prepared on a modified accrual basis. Under this
basis, revenues are recorded when susceptible to accrual, i.e., both measurable and available. Available
means collectible within the current period or soon enough thereafter to be used to pay liabilities of the
current period. Expenditures are recorded when the liability is incurred, if measurable, except for debt
service which is recognized when due.

The Comprehensive Annual Financial Report (CAFR) is prepared on the basis of Generally Accepted
Accounting Principles (GAAP). In most cases this conforms with the way the budget is prepared, with the
following exceptions. In the General Fund, the budget basis differs from GAAP in that the budget basis
reflects encumbrances as the equivalent of expenditures. GAAP reflects encumbrances only as
reservations of fund balance. Also, under the budget basis, interfund transfers are considered the
equivalent of revenues and expenditures of the affected funds. In addition, new capital leases are
recorded as expenditures and other financing sources only on a GAAP basis. The Comprehensive
Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and budget basis
for comparison purposes.

The enterprise funds (Water, Sewer, Off Street Parking, Dock, Market, Transportation, Stormwater
Management, and Refuse) are budgeted on a full accrual basis. This means that revenues are
recognized when they are earned, i.e. water use fees are recognized as revenue when bills are produced,
and expenditures are recognized when the liability is incurred.



                                                     7
          Budget Development Process, Timeline and Guiding Factors

                                              Timeline
December 2011:

   •   Budget Message and Instructions sent to department directors.


January 2012:

   •   Proposed budgets and enhancement requests due from each department.


February 2012:

   •   City Manager meets with each department director regarding budget proposals and requests.

   •   City Manager submits the City Manager Proposed Budget to Mayor.

   •   Mayor meets with department directors regarding budget proposals and requests.


March 2012:

   •   Proposed Budget prepared for presentation to City Council.

   •   Mayor presents his Proposed Budget to the City Council during the annual State of the City
       address.


March 2012 – May 2012:

   •   Finance Committee holds a series of over twenty meetings to discuss and gain information on the
       Proposed Budget. Departmental staff attend meetings and answer questions upon request.

   •   Finance Committee and Council hold public hearings on the Proposed Budget.

   •   Financial Advisory Commission adds meetings to their schedule to discuss the Proposed Budget.


May 2012:

   •   Financial Advisory Commission submits a commentary report on the Proposed Budget to the
       Finance Committee and City Council.

   •   Finance Committee presents their formal Budget Report, with recommendations, to the full City
       Council.


June 2012:

   •   With input from the Mayor, Finance Committee and Financial Advisory Commission, the City
       Council adopts the Operating Budget.


July 1, 2012:

   •   Fiscal year 2013 begins.



                                                  8
                    Budget Process, Timeline, and Guiding Factors


Guiding Factors:



                      Transition: New Intitiatives Influencing Fiscal Year 2013


During fiscal year 2012, the City embarked on three new initiatives which began the transition into priority-
based budgeting for Fiscal Year 2013 and beyond. Because the initiatives were ongoing during the
budget process, the Fiscal Year 2013 budget presents a transitional phase as changes take hold in the
City.

The main initiative the City began was the creation of a Strategic Plan. In partnership with the University
of Maryland’s Institute for Governmental Service and Research (IGSR), the strategic planning process
began in November 2011 and reached conclusion in September 2012. The process required input from
the Mayor and City Council, the City Manager, department directors and the City’s external stakeholders.
With input from all these groups, strategic issues were identified and actionable goals were created to
address these issues. The final City of Annapolis Strategic Plan document, to be compiled by the IGSR,
is pending completion but the updated vision, mission and goals of the City, as determined through the
strategic planning process, are detailed in the following pages. The final Stategic Plan document will be
available upon request and posted on the City Manager’s webpage once completed:
http://ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx

During the Fiscal Year 2014 budget process, City-wide services and programs will be evaluated against
the goals of the Strategic Plan. In addition to assessing programs based on goal-relevancy, programs
and services will also be assessed by performance measurements.

Performance measurement is the second initiative the City began when City departments completed the
Center for Performance Measurement’s (CPM) 101 survey in October 2011. The CPM 101 survey
measured inputs and outputs across City departments, services and functions. The survey was
completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was issued in August
2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

The final report, which benchmarked the City against other jurisdictions across the country, informed City
administration and staff about the strengths and weaknesses of City functioning. Certain performance
indicators as reported in the CPM Final Report are included in the departmental sections of this budget
document.

Of equal importance as the final CPM report is what was learned from the submission process itself. A
key benefit to completing the survey was pinpointing where the City has strong, established data-
gathering systems and where such infrastructure is lacking. The objective during fiscal year 2013 is to
maintain, improve or create measurement practices so that data can be put to work for the City. The goal
is not to collect numbers simply for measurement’s sake. Rather, the purpose is to clearly identify where
needs exist and to allocate resources, both staff and funds, accordingly. With this in mind, each
department submitted current and potential performance measurements that may serve to measure
progress toward departmental and, ultimately, City-wide goals. These established and proposed
performance measurements are listed and explained in each department’s section of this budget book.




                                                      9
                    Budget Process, Timeline, and Guiding Factors


While final results from the CPM 101 survey and the completion of the Strategic Plan were not
chronologically aligned with the FY 2013 budget process, the National Citizen Survey was better able to
inform FY 2013 budgetary decisions. The National Citizen Survey is the third initiative the City embarked
on during fiscal year 2012. The City worked with the National Research Center to customize a citizen
survey which was mailed to a random sampling of 1,200 City residents in late January through early
February, 2012. The final results of the survey were received in early April 2012 in two reports: (1) a final
report of the results of each question and (2) a final report which benchmarked the City against 500
jurisdictions nationwide. Both reports illuminate strengths and weaknesses of the City as identified by the
citizens of Annapolis.

The weaknesses in particular informed the strategic planning process. For example, one of the three
lowest scores of citizen satisfaction was received in the area of affordable housing. Promoting affordable
housing, along with employment opportunities, was then formalized as one of the three strategic issues to
be addressed as part of the City’s Strategic Plan. Likewise, public information services were identified by
the National Research Center as a key driver of citizen satisfaction for citizens of Annapolis. With this in
mind, opening and expanding communication to the public was established as a Strategic Plan goal.

In addition to informing the Strategic Plan, the timing of the survey allowed the results to actively inform
the FY 2013 budget. The citizen survey’s real impact on budgetary decisions is most evident in the FY
2013 decisions to (a) privatize all solid waste collection services and (b) create a sidewalk fund to
specifically address sidewalk improvement. Responses to the solid waste and sidewalk questions are
presented in the Solid Waste Division and Sidewalk Fund overviews of this document.

Furthermore, the citizen survey is purposefully meant to tie into the CPM performance measurements
survey. Customer satisfaction questions on the FY 2012 CPM survey are answered directly from results
of the 2012 National Citizen Survey. In this way, the citizen survey will inform the FY 2012 CPM survey
while continuing to be a valuable tool in priority assessment.

Like the CPM Final Report, the two National Citizen Survey reports can be accessed online at
http://ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx or are available upon
request.

Through the Strategic Plan, performance measurements, and the National Citizen Survey, the City is
gaining actionable and meaningful information. With this gathered knowledge, budgetary decisions are
better informed and priority-based budgeting is beginning to gain roots in the City.




                                                      10
                                            Strategic Plan



        “A strategic plan is an instrument for aligning an organization, such as a city government, to
        anticipated changes in its policital, social, economic, or demographic environment. While a
        long-range plan focuses on managing existing projects and activities, a strategic plan
        positions a city government to meet the evolving needs of the community by focusing on
        projects and activities that should be provided in the future.”
                                                                - University of Maryland
                                                                  Institute for Governmental Service and Research



In November 2011, the City began partnership with the University of Maryland’s Institute for
Governmental Service and Research (IGSR) in order to create a strategic plan for the City. The process
required input from the Mayor and City Council, the City Manager, department directors and the City’s
external stakeholders who participated in focus groups and interviews. With input from all these groups,
strategic issues were identified and actionable goals were established to address these issues. The
strategic planning process reached conclusion in September 2012 and though the final document from
the IGSR is pending, the City’s vision, mission, issues and goals as identified through the process are as
follows in the section below.


A main function of any strategic plan is to predicate budgetary decisions. As the strategic planning
process unfolded alongside the fiscal year 2013 budgeting process, the plan served as a guide in making
budgetary decisions. As such, the budget document as follows is a reflection of the strategic planning
process. In future years, the budget will even more strongly align with the vision, missions, issues, goals,
and actions as identified in the Strategic Plan as all these pieces have now been solidified.




VISION:

Annapolis is Maryland’s dynamic, culturally diverse capital city, renowned for its history and maritime
amenities and as a safe, healthy, sustainable place to live, work and visit.



MISSION:

The City of Annapolis delivers comprehensive high quality services to a diverse population of residents,
businesses, and visitors through a broadly representative, accessible, and accountable city government
recognized for its professionalism, stewardship of resources, and efficiency.




                                                     11
                                             Strategic Plan




ISSUES and GOALS:

Issue 1: The need to match service delivery to resource constraints

        Goal 1: Optimize operating capital

        Goal 2: Give funding priority to core services

        Goal 3: Increase efficiency of operations, processes, and services.



Issue 2: The need to diversify input to the City Council

        Goal 1: Improve City Council meetings to facilitate/encourage resident input from different
                perspectives.

        Goal 2: Offer additional forums for residents to provide input to Council.

        Goal 3: Improve and expand Council communication and interaction with residents.



Issue 3: The need to promote housing and employment opportunities for lower/middle income
         levels

        Goal 1: Promote workforce development

        Goal 2: Increase job opportunities

        Goal 3: Improve housing opportunities for residents of public housing and lower/middle income
                levels.




The final City of Annapolis Strategic Plan document will explain how these issues and goals were
pinpointed and will also include a detailed action plan for achievement of each goal. The final document
will be made available upon request or online at
http://ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx




                                                    12
                                           Budget Message



As noted in the Budget Timeline, the annual budget process kicks off with a message from the Finance
Director to all department directors. This message comments on the fiscal influences on the City and
instructs department directors on how to submit their budget proposals and enhancement requests.
Below is this year’s message from Finance Director Bruce T.Miller.




                             MEMORANDUM


TO:            Department Heads
FROM:          Bruce Miller, Finance Director
THROUGH:       Mike Mallinoff, City Manager
DATE:          December 19, 2011
SUBJECT:       Fiscal Year 2013 Budget Submission Guidelines




The City is currently embarking on two new initiatives which will guide priority-based budgeting in
Fiscal Year 2013. In order to facilitate this shift, the Fiscal Year 2013 budget process will present a
transitional phase as the initiatives take hold in the City.

The main initiative the City is undertaking is the creation of a strategic plan. The strategic planning
process requires input from the Mayor and City Council, The City Manager, Department Directors
and the City’s external stakeholders. With input from all these groups, actionable goals for the City
will be established and City-wide services and programs will be evaluated against these goals. In
addition to assessing programs based on goal-relevancy, programs and services will also be assessed
by performance measurements.

Performance measurement is the second initiative the City began when City departments completed
The Center for Performance Measurement’s (CPM) 101 survey in October 2011. The CPM 101 survey
measured inputs and outputs across City services and functions. We will learn from the collected
data once the final report is received but of equal importance, we have learned from the process itself.
In fact, a main benefit to completing the survey was pinpointing where the City has strong,
established data-gathering systems and where such infrastructure is lacking. The objective is to
maintain, improve or create measurement practices so that data can be put to work for the City.

We do not aim to collect numbers simply for measurement’s sake. Rather, the purpose is to clearly
identify where needs exist and allocate resources, both staff and funds, accordingly.




                                                     13
City of Annapolis; FY 2013 Budget Message

Informed by the strategic plan and City-wide performance measurements, priority-based budgeting
will take hold in the City. Unfortunately, both the strategic planning timeline and the timeline for
using and establishing performance measurements do not coincide with this year’s budget process
but we do plan to use this year to set the stage. With this in mind, and in addition to your budget,
please submit the following information:



1) A written overview of your department’s functions and goals for fiscal year 2013.
     i) Answer the questions:
          (a) What goals does your department strive to achieve?

             (b) What functions does your department serve/what does your department do?

             (c) Why are those functions important or how do those functions address the
                 goals?

             (d) How are those functions measured (inputs and outputs)? If those functions
                 are not currently measured (objectively/numerically) how should and could
                 they be measured in the future. Provide a list of inputs and outputs that
                 should be used in the future.

             (e) How do (or how would) those measurements (numbers) reflect the
                 functions and address the goals as they were previously explained in (a)
                 and (b)?

2) Up-to-date organizational chart (with only positions displayed, not employee names)

The following is an overview of expected revenue estimates and expenditure constraints.

REVENUES SUMMARY:
As in recent years, slow economic growth continues to constrain revenue projections for FY 2013
which is reflective of continued sluggishness in the national, regional and local economies.
Furthermore, due to the City’s tri-annual valuation, the City is expecting a decline of approximately
10% in its assessable tax base. This decrease will have a corresponding adverse impact on tax
revenues unless the tax rate is adjusted accordingly to offset the decrease in valuations.

EXPENSE SUMMARY;
Although the City has been successful in limiting, or even decreasing, growth in most expense
categories, some of the City’s cost categories continue to grow faster than corresponding revenues.
This trend essentially is limited to the City’s risk pools, including; employee benefits and general
insurance, however this mismatch continues to strain the City’s ability to shift resources to general
operations. Additionally, several of the City’s liabilities remain significantly under funded, including



                                                   14
City of Annapolis; FY 2013 Budget Message


OPEB, Other Post Employment Obligation, and the risks pools noted above while other City liabilities as
a percentage of funding are declining as evidenced by the Police and Fire Pension trust fund
continues. As a result of these liabilities being under-funded and growing, combined with increased
annual pay-go expenditures, it is likely that resources will need to be shifted from the operating
budgets.



FUND BALANCE SUMMARY;
As part of the FY 2012 budget, the City implemented an aggressive plan to address the City’s limited
cash reserves vis-à-vis increasing the unrestricted fund balances for the general and the enterprise
funds. Although year to date projections point to realizing FY 2012 revenue goals, the City will
continue to struggle with managing fund balances during the foreseeable future. As such, the City
will continue to budget surplus revenues for the purpose of building fund balances for FY 2013.

BUDGET INSTRUCTIONS;
Because of the continued challenges the FY 2013 budget presents as noted above, managers should
evaluate three broad areas; new revenue streams or increased fee opportunities, cost containment and
operational efficiencies when preparing their respective budgets.
   • New revenue streams; managers need to evaluate departmental activities to determine if the
       cost associated with certain definable activities should be born by the user, and if appropriate
       develop fee(s) that equal the cost of the services provided. Additionally, fees should equal,
       and can not exceed, the cost of the services provided. Departments are requested to evaluate
       associated fee structures to insure that all costs are captured, and current costs are being used
       to calculate FY 2013 fees rather then costs associated with previous budgets- arguably, fees
       should increase each year to keep pace with current costs and budgets. This process will also
       help the Finance Committee when they review and approve the current fee structure.

       Finally, activities should be evaluated to determine if revolving funds should be established to
       account for the receipt and activity expenditures. If you have any questions or
       recommendations relative to revolving funds, please contact me prior to developing your
       department’s budget so we can discuss the appropriateness, the steps to create the fund, and
       the impact on the FY 2013 budget.

   •   Cost containment / operational efficiencies are always difficult, especially after three plus
       years of decreased budgets. Recognizing this reality, continue to evaluate opportunities for
       enhancements, including; technological solutions and/or reorganizing work flows. Although
       funding for recommended outlays may not be provided in the current fiscal year, this exercise
       is highly recommended since more often then not; it provides capital programming solutions
       for future funding. When preparing an analysis, it is helpful to provide anticipated return on
       investment for recommended opportunities and solutions.




                                                   15
City of Annapolis; FY 2013 Budget Message


Salaries
   • Salary budgets should only reflect current staffing levels.
   • Using a separate schedule, itemize and provide sufficient details and justification for any new
       staffing recommendations; including cost savings and/or increases in operational effectiveness
       and efficiencies associated with your requests.

Operating Budget
  • Operating budgets must be prepared using zero base budgeting techniques; e.g., operating
      budgets must itemize cost components and their corresponding cost factors for each line-
      number.
  • Using a separate schedule, itemize and provide sufficient details and justification for any
      expenditure request exceeding a level funded operating budget.
  • Submit a budget that will reduce your department’s budget by 5 percent. Identify how this
      decrease will impact the services your department provides the City’s taxpayers and
      residences.
  • Using a separate schedule, identify potential efficiencies and cost containment initiatives that
      you feel should be introduced in your department and the potential cost savings that the
      initiative could capture on an annual basis. If the initiative requires the expenditure of funds
      to realize cost savings, please provide a cost/benefit analysis.

Grants
   • Grants will be appropriated separately, not in the general fund, so please compile a list of
       grants that you expect to receive during FY 2013.

Timeline/ Budget Process Documents
   The information requested in this memorandum is due January 13, 2012. A budget timeline and
   Budget Process Documents for the entire process will follow this email immediately.



As a final reminder, please remember that the City has a new chart of accounts, a change that was
part of the Munis Financial systems conversion, which is different than previous years’ formats.
Please use the current Munis Chart of Accounts, sequence of accounts, etcetera, when developing the
budget- let me know if you have any questions, or difficulties.

Thank you.




                                                  16
                                   State of the City Address


As noted in the Budget Process and Timeline, the Mayor presents his Mayor’s Proposed Budget to the
City Council in March as part of the annual State of the City Address. The following pages contain Mayor
Cohen’s FY 2013 State of the City Address and Proposed Budget speech as outlined in his PowerPoint
presentation.




                                             City of Annapolis

             State of the City Address and Fiscal Year 2013 Budget Presentation

                                              March 12, 2012


Tonight’s Presentation:
     • Top three fiscal priorities: where do we stand?
     • Proposed budget changes for FY 13
     • Tax and fee implications
     • Closing thought


Top Three Fiscal Priorities:
     1. Structurally balanced budget
     2. Restored fund balance
     3. Fully funded long-term liabilities


Fiscal Priority 1: Structurally balanced budget

      •   FY2011: Focused on slashing expenses – Decreased budget by 13%
              Laid off 33 employees; cut funding for 66 more positions
              Personnel costs reductions made up 51% of cuts
              Employee contract concessions totaled nearly $2 million.
              Employee health care increased from 15% to 20% of premiums
              Retirees’ health care increased from 25% to 30% of premiums.
              AFSCME unions foregoed a previously negotiated 3% increase.
              All employees took between 4 and 9 furlough days, and department heads took 13
                furlough days (5% of pay)
              Largest budget cut of any of Maryland’s 157 municipalities.

      •   FY2012: Focused on raising revenues
              Increased property tax rate from $0.53 to $0.56
              Increased water and sewer rates
              Increased solid waste fee
              Increased stormwater utility fee
              Increased bus fares
              Increase other fees to accurately reflect cost of service

      •   FY 2011 and FY2012
              Balanced approach: combination of spending cuts and increased revenues
              Both steps were necessary to reverse course, stop deficit spending, and restore
                 structural balance to the budget.




                                                    17
                          State of the City Address




•   Personnel Comparison: Then and Now
        FY2010
              o Dec. 2009 total employee count (FTE): 604.5
              o Total budgeted personnel costs: $54,819,160

          FY2012
              o Dec. 2011 total employee count (FTE): 587.5
              o Total budgeted personnel costs: $50,170,710




                                         18
                                  State of the City Address




Fiscal Priority 2: Restored Fund Balance

     •   In 2010 the City Council adopted Resolution R-21-10.
              Establishes fund balance floor of 10% of operating expenses and target of 15%.
              “The City Council shall allocate fifty percent of any increase in income and property tax
                 revenues above the prior fiscal year’s base to fund the reserves.”
              “The Council shall appropriate all necessary funds to satisfy the target reserve of fifteen
                 percent as part of the Fiscal Year 2014 budget.”




                                                   19
State of the City Address




           20
                                   State of the City Address



Fiscal Priority 3: Fully funded long-term liabilities

      •   Addressed in FY12 budget:
              Water and Sewer
                    o Significant fee increases brought revenues in line with expenses
                    o Current fee structure includes full funding to pay debt service on new water
                        treatment plant
              Solid Waste
                    o Increased annual refuse fee from $380 to $426 per household (12 percent)
                    o Commitment to seek greater efficiencies through managed competition
              Stormwater
                    o Increased annual residential fee from $22 to $40
                    o Increased non-residential from $120 to tiered fees of $150-$500
                    o Created new 50% credit for best management practices
                    o Increased dedicated revenues from $493,000 to $934,000

      •   Long-term liabilities that remain to be addressed
              Infrastructure:
                     o Sidewalks
                     o Transit
                     o Vehicle Replacement
              Personnel:
                     o Police and Fire Pension
                     o OPEB (retiree medical)

      •   Sidewalks
              City lacks a reliable revenue source to pay for sidewalk repair and maintenance
              DPW estimates long-term $20 million liability based upon a 40-year lifecycle for
                 sidewalks.
              City needs approx. $500,000 annually to keep pace with replacement schedule.

      •   Transit
              Transit has always operated at a deficit

                 FY11
                      o Deficit was $1.75M
                 In FY12
                      o City increased bus fare from $1.00 to $1.50
                      o Instituted market pricing at City garages
                      o Hiring part-time employees reduced cost per hour from $18.11 to $16.24
                      o Projected FY12 deficit of $1.6M
                      o Projected FY12 farebox recovery rate of 23%
                 Statewide mandated farebox recovery rate is 35%

      •   Vehicle Replacement Schedule
              During FY10 and FY11 the City paid for vehicle replacement on a pay-as-you-go basis.
              FY12: City took first step to re-institute a funded replacement schedule
                     o Annual funding target: $1.9 Million
                     o $300,000 current FY12 appropriation




                                                   21
State of the City Address




           22
                                     State of the City Address




Proposed FY 13 Budget Highlights:

Top Three Priorities for FY13:
    1. Maintain structurally balanced budget
    2. Continue to restore fund balance
    3. Increase funding for long term liabilities

…while still providing value and quality service for our constituents


Continuing to evolve as an organization

      •   Merge Planning and Zoning with Neighborhood and Environmental Programs
              New Department of Planning, Environment and Permits (PEP)
              Consolidation will improve internal coordination and accountability
              Will elevate Environment as co-equal with Planning and Permits
      •   Expand focus for Office of Emergency Management (OEM)
              New name of Emergency Preparedness and Risk Management
              Reflects importance of enhancing risk management to reduce financial exposure to
                 claims
              Shifts funding source from grants to General Fund




                                                     23
                                 State of the City Address


Proposed Spending – Major Highlights

     •   Current employees:
             Eliminate furlough days (per collective bargaining): $662,775
             Convert 24 contract employees per City Council policy: $275,000

     •   Long-term liabilities:
             Add $4 million from General Fund to unreserved fund balance ($5.3 million across all
                funds)
             Increase fleet replacement funding from $300,000 to $1,132,000
             Increase City pension contribution to 4% for both Police and Fire: $741,000
             Dedicate $600,000 for new sidewalk fund
             Double OPEB trust fund from $100,000 to $200,000




Other spending highlights

     •   Continued focus on economic development
             Increase allocation to Annapolis EDC by $90,000 to $475,000
             Increase allocation to Main Streets Annapolis and Arts District by $12,500 each to
                $25,000 each

     •   Mobility (budget neutral)
             Expand Gold Route to Edgewater/Sojourner-Douglass College
             Expand Circulator Trolley to Eastport

     •   Enhancing community quality of life
             Increase community grants total by $45,000 to $250,000
             Add $10,000 for maintenance of Whitmore Park




                                                 24
                                  State of the City Address

Proposed new taxes and fees

     •   Solid waste fee
     •   Water and sewer rates
     •   Bus fares
     •   Property taxes


Solid Waste

     •   City conducted managed competition process
     •   RFP was for entire solid waste program including:
              Residential refuse – once per week
              Residential and commercial recycling
              Street and park can collection
              Yard waste
              Leaf collection – bagged inside of vacuumed
              Bulk collection – on demand instead of quarterly
     •   Evaluation committee recommended full contractor option

     •   Results of process:
             Based on current delivery system, FY14 annual cost will be: $3.67M
             Full City option would cost $2.92M (20% savings)
             Full contractor option would cost $1.91M (48% savings)
     •   Budget proposes modified City option
             Contractor continues to provide recycling; City continues to provide refuse, yard waste,
                bulky items, street and park cans
             Projected costs in FY14: $2.64M (28% savings)
             Eliminate 6 positions during FY13

     •   FY13 annual household fee will drop by $48 to $378 (11% savings)
     •   Household savings will increase in future years


Water and Sewer

     •   In FY12 the City increased the average residential water and sewer rate by 75%
               Average quarterly bill increased from $125 to $220 (based on 250gal/day)

     •   FY13 budget proposes 2% increase
               Average quarterly bill will increase to $224.50

     •   City is negotiating agreement with U.S. Navy to charge same wastewater fees.
              FY13 budget reflects tentative $440,000 increase from USN.

Bus Fares

     •   Proposed FY13 fare increase from $1.50 to $2.00
     •   Proposed FY13 budget acheives farebox recovery rate of 35%




                                                  25
                                 State of the City Address




Property taxes

     •   Triennial reassessment reduced taxable base by 11.7%
              $6.88 Billion to $6.075 Billion

     •   Current FY12 property tax rate of $0.56
             Tax rate must increase by 7 cents to $0.63 in order to achieveconstant yield

     •   Proposed FY13 budget proposes tax rate of $0.6583
             Tax rate increase of 2.83 cents over constant yield
                   o 1 cent of which is dedicated for Sidewalk Fund
             4.5% increase in tax levy over FY12




                                                 26
State of the City Address




           27
State of the City Address




           28
                                  State of the City Address




Final Thought: Bond Ratings

City Bond Rating
      • Most recent bond ratings issued March 2011:
             Fitch: AA+, stable outlook
             Standard and Poor’s: AA, stable outlook
             Moody’s: Aa3, negative outlook

     •   Change:*
             Fitch: downgraded one notch
             Standard and Poor’s: maintained
             Moody’s: downgraded two notches



                                             Thank you.




   * NOTE: The City’s final bond ratings as received in June 2012 are as follows:

                Fitch Ratings: AA+, Stable Outlook

                Standard and Poor’s RatingsDirect: AA, Stable Outlook

                Moody’s Investor Services: Aa3, Stable Outlook




                                                  29
                            Changes From Proposed to Adopted Budget




   The Mayor’s State of the City Report is presented to the City Council and the Citizens of Annapolis as an
   accompaniment to the Mayor’s Proposed Operating Budget and Proposed Capital Improvement Program.
   The State of the City Report highlights the Mayor’s major initiatives and goals contained in the proposed
   budget for the upcoming year, focusing on the proposed property tax rate, organizational changes, and
   major capital projects. Once the Mayor’s proposed budget has been presented to the City Council, the
   Council may then propose amendments to the Mayor’s budget; these amendments are voted on during
   the City Council meeting at which the budget is adopted.

   The Mayor’s State of the City Report on the preceding pages includes projects and changes that the
   Mayor had incorporated into his proposed budget; some of these were modified, replaced, or eliminated
   by the City Council when the budget was adopted. The “Fiscal Year 2013 Budget Report of the Finance
   Committee of the Annapolis City Council” (May 29, 2012) provides further insight into changes from the
   Proposed to Adopted budget. Please see Appendix A to read the full Finance Committee report (with an
   attached report from the Financial Advisory Commission).




                                                               Change:
                             FY 13 Mayor    FY 13
Adjustments to Revenues                                       Increase /                   Reason
                              Proposed     Adopted
                                                             (Decrease)

Changes to GENERAL FUND

 Real Estate Taxes            38,919,346   37,221,346         (1,698,000)   Maintain constant yield.
                                                                            Civil Engineer assigned to capital
 Transfer in from                                                           projects, partial salary transferred from
 Capital Projects                259,642      313,462             53,820    Capital Improvement (CIP) Budget.
                                                                            Per increase in Parking Fund revenue
 Transfer in from Parking      2,300,000    2,840,000            540,000    projections.
  TOTAL Change to General Fund                                (1,104,180)




                                                 (continued)




                                                        30
                            FY 13 General Fund: Expenditures




                                                            Change:
Adjustments to Revenues FY 13 Mayor      FY 13
                                                           Increase /                   Reason
       (continued)       Proposed       Adopted
                                                          (Decrease)

Changes to PARKING FUND
                                                                         Additional revenues from parking
 On-Street &                                                             citations (new technology), rates, and
 Off-Street Parking          675,000     1,515,000            840,000    fees.

Changes to TRANSPORTATION FUND
                                                                         Accurately reflect only those General
 Transfer In from                                                        Fund transfer dollars which are not
 General Fund               4,577,563    2,840,000         (1,737,563)   supported by parking revenues.

Changes to REFUSE FUND
                                                                         Result of privatization of refuse
 Recycling Revenues           50,000      100,000              50,000    services

Changes to SIDEWALK FUND
                                                                         Transfer only what is required to cover
 Transfer In from                                                        personnel costs. All other activities to
 General Fund                600,000      277,444            (322,556)   be funded from the CIP Budget.
  TOTAL Change to Enterprise Funds                         (1,170,119)


      Total PROPOSED Revenues                             100,774,762


             Total Change                                  (2,274,299)


       Total ADOPTED Revenues                              98,500,463




                                                     31
                             Changes from Proposed to Adopted Budget




                                                                Change:
     Adjustments to           FY 13 Mayor    FY 13
                                                               Increase /                   Reason
      Expenditures             Proposed     Adopted
                                                              (Decrease)

Changes to GENERAL FUND
                                                                             Increase the contribution to the
 Economic Development                                                        Annapolis EDC but by less than
 Contribution                     475,000     450,000             (25,000)   originally proposed.
                                                                             Do not fund a new contractual
                                                                             Elections Deputy position or an
 Office of Law:                                                              additional Assistant City Attorney
 Salaries & Benefits              972,581     819,761            (152,820)   position.
                                                                             Do not increase funding for
 Office of Law: Operating                                                    training/conference/memberships
 (Training & Education)            11,000       2,500              (8,500)   costs.
 Finance:                                                                    Fund only one new Accountant
 Salaries & Benefits            1,743,952    1,652,827            (91,125)   position.
 Planning & Zoning:                                                          Do no fund additional professional
 Operating (Contract                                                         services aimed to assist with data
 Services)                         59,000      58,000              (1,000)   entry.
                                                                             Additional funds not needed to support
                                                                             an Automation Administrator position
 Police: Salaries Only         10,208,168   10,163,168            (45,000)   for traffic control technology.
 Police: Operating                                                           Do not increase funding for non-armory
 (Supplies)                       225,460     190,460             (35,000)   materials and supplies.
 Police: Operating (Repair                                                   Do not fund new Uninterrupted Power
 & Maintenance)                   194,220     183,720             (10,500)   Supply (U.P.S.)
 Office of Emer.                                                             Support funding of new Risk Analyst
 Preparedness & Risk                                                         position pursuant to new
 Mgmt: Salaries & Ben'fts.        241,893     262,136              20,242    responsibilities of the Office.
 Public Works - Streets:                                                     Do not increase funding to the
 Salaries                       1,957,255    1,854,739           (102,516)   temporary employee pool.
 Public Works - Traffic
 Control & Maintenance:                                                      Do not increase funding for flags and
 (Supplies)                        34,480      21,980             (12,500)   curb paint
 Public Work - General                                                       Reallocated of salary/benefit funds to
 Gov't Buildings: Salaries                                                   the Market House Fund deemed
 & Benefits                       280,153     335,693              55,540    unnecessary.
                                                                             Do not fund new Account Clerk
 Recreation & Parks:                                                         position for the Roger "Pip" Moyer
 Salaries & Benefits            1,255,505    1,194,755            (60,750)   Recreation Center.
 Recreation & Parks:
 Operating (Repair &                                                         Do not increase funding for Whitmore
 Maintenance)                      25,000      15,000             (10,000)   Park maintenance.




                                                         32
                              Changes from Proposed to Adopted Budget

                                                (continued)




     Adjustments to                                              Change:
                               FY 13 Mayor    FY 13
      Expenditures                                              Increase /                   Reason
                                Proposed     Adopted
       (continued)                                             (Decrease)

Changes to GENERAL FUND (continued)
                                                                              Spend $100,000 less on Fleet
 Fleet Replacement: All                                                       Replacement Program than originally
 General Fund                      587,351     487,350            (100,001)   proposed.
                                                                              Proposed budget meant to reflect
                                                                              $250,000. $205,000 presented in
 Community Grants                  205,000     250,000              45,000    error.
                                                                              Accurately reflect only those General
 Transfer to Transportation                                                   Fund transfer dollars which are not
 Fund                            4,577,563    2,840,000         (1,737,563)   supported by parking revenues.
                                                                              Transfer only what is required to cover
                                                                              personnel costs. All other activities to
 Transfer to Sidewalk Fund         600,000     277,444            (322,556)   be funded from the CIP Budget.
                                                                              Increase City's contribution to the
 Police & Fire Pension and                                                    Police & Fire pension and to the Other
 (OPEB)                            741,000    2,250,000          1,509,000    Post-Employment Benefits fund.
                                                                              Enact the chosen conversions half-way
 Contractual employees                                                        through the fiscal year for a cost-
 conversions                       275,000     158,448            (116,552)   savings.
  TOTAL Change to General Fund                                  (1,201,600)

Changes to PARKING FUND
                                                                              Cost increase reflects costs of new
                                                                              parking garage management company,
 Professional Services           1,023,070    1,321,092            298,022    Towne Park.
                                                                              Increase transfer to General Fund per
 Transfer to General Fund        2,300,000    2,840,000            540,000    increase in projected revenues.
  TOTAL Change to Parking Fund                                     838,022

                                                 (continued)




                                                          33
                             Changes from Proposed to Adopted Budget




     Adjustments to                                              Change:
                              FY 13 Mayor    FY 13
      Expenditures                                              Increase /                   Reason
                               Proposed     Adopted
       (continued)                                             (Decrease)

Changes to TRANSPORTATION FUND
 Administration: Salaries &                                                   Do not fund new Assistant Director
 Benefits                         569,686     430,996             (138,690)   position.
                                                                              Do not increase by $12,700. Do not
 Administration: Training                                                     level-fund from City's operating budget;
 & Education                       15,200             0            (15,200)   these costs are grant-funded.
 Administration: Contract                                                     Do not increase funding for passenger
 Services                          44,100      22,656              (21,444)   sampling survey.
                                                                              The difference reflects the portion of
 Vehicle Operations:                                                          salaries which are grant-funded (do not
 Salaries & Benefits            1,892,489     956,879             (935,610)   burden the City's operating budget).
 Vehicle Operations:                                                          The difference reflects expenditures
 Operating (Equipment,                                                        which are grant-funded and need not
 Fuel/Oil, Vehicles)              401,500     111,027             (290,473)   burden the City's operating budget.
                                                                              The difference reflects the portion of
                                                                              salaries which are grant-funded (do not
 Maintenance: Salaries            524,434     366,224             (158,210)   burden the City's operating budget).
                                                                              The difference reflects expenditures
 Maintenance: Supplies                                                        which are grant-funded and need not
 and Vehicle Maintenance          395,000     369,112              (25,888)   burden the City's operating budget.
                                                                              Do not fund increases to budget as
 Parking Operations:                                                          they pertain to use of license plate
 Supplies, Repair & Maint.         35,540      27,540               (8,000)   reader technology.
                                                                              Increase funds for Transportation's fleet
 Fleet Replacement                                                            replacement program but by less than
 Program: Transportation          182,181      36,000             (146,181)   proposed.
  TOTAL Change to Transportation                                (1,739,696)

Changes to DOCK FUND
                                                                              Do not fund new Assistant
 Salaries & Benefits              430,503     353,818              (76,685)   Harbormaster position.
  TOTAL Change to Dock Fund                                        (76,685)

                                               (continued)




                                                          34
                              Changes from Proposed to Adopted Budget

     Adjustments to                                               Change:
                               FY 13 Mayor    FY 13
      Expenditures                                               Increase /                   Reason
                                Proposed     Adopted
       (continued)                                              (Decrease)

Changes to REFUSE FUND
 Residential: Salaries &                                                       Result of privatization of refuse
 Benefits                        1,154,200     619,045             (535,155)   services.
                                                                               Result of privatization of refuse
 Residential: All Operating        184,270      41,885             (142,385)   services.
 Residential: Misc.                                                            Result of privatization of refuse
 Services and Charges              617,250     653,460               36,210    services.
 Residential: Contract                                                         Result of privatization of refuse
 Services                           30,030     503,820              473,790    services.
 Curbside Recycling:                                                           Result of privatization of refuse
 Supplies                           14,360      50,000               35,640    services
 Curbside Recycling:                                                           Result of privatization of refuse
 Contract Services                 255,000     262,567                7,567    services.
                                                                               Per privatization of refuse services,
 Fleet Replacement                                                             fewer City funds required for
 Program: Refuse                    77,750       2,500              (75,250)   replacement of Refuse vehicles.
  TOTAL Change to Refuse Fund                                      (199,583)

Changes to STORMWATER MANAGEMENT FUND
                                                                               Difference reflects costs of furlough
                                                                               abolishment (omitted from proposed
 Salaries & Benefits               198,362     201,080                2,718    budget in error).
  TOTAL Change to Stormwater Fund                                     2,718

Changes to SIDEWALK FUND
                                                                               Reflects cost of personnel
                                                                               expenditures as related to sidewalk
 Salaries & Benefits                    0      277,444              277,444    improvement.
                                                                               Cost of these capital expenditures will
 Capital Expenditures:                                                         be supported in the Capital
 Improvement, replacement          600,000             0           (600,000)   Improvement Plan (CIP) budget.
  TOTAL Change to Sidewalk Fund                                    (322,556)


Total PROPOSED Expenditures                                      96,033,759


             Total Change                                        (2,699,380)


     Total ADOPTED Expenditures                                  93,334,379


           ADOPTED Surplus                                  $ 5,166,084




                                                           35
                                           All Funds Summary

The accounts of the City are organized on the basis of funds and account groups, each of which is
considered a separate accounting entity. The operations of each fund are accounted for with a separate
set of self-balancing accounts that comprise its assets, liabilities, fund equities, revenues and
expenditures/expenses. Budgets for the following funds are included in this document:

   General Fund – The General Fund is the general operating fund for the City. It is used to account for
   all financial resources except those required to be accounted for in another fund.

   Enterprise Funds – the Enterprise Funds are used to account for those activities of the City which are
   financed and operated in a manner similar to private business enterprises where costs and expenses,
   including depreciation, are recovered principally through user charges. Individual operations which the
   City of Annapolis has designated as Enterprise Funds include Water, Sewer, Parking, Dock, Market,
   Transportation, Stormwater Management and Refuse funds. A description of the individual activities of
   each Enterprise Fund is given later in this section.

   Special Revenue Fund – Special revenue funds are used to account for the proceeds of specific
   revenue sources that are restricted by legal and regulatory provisions to finance specific activities.
   The City’s Special Revenue Fund is used to account for State and Federal grants, including the
   Community Development Block Grants.

The following tables and charts offer varying summaries of the FY 2013 Adopted Budget for the General
and Enterprise Funds.




        FY 2013 Adopted Revenues
         & Expenditures by FUND                 Revenues             Expenditures         Surplus/(Deficit)
           General                          $       67,261,985 $           63,235,331 $            4,026,654
           Water                                     7,947,818              7,922,666                  25,152
           Sewer                                     7,652,148              6,946,025                 706,123
           Parking Fund*                             5,535,000              5,517,699                  17,301
           Transportation                            4,170,000              4,167,867                   2,133
           Dock                                      1,196,000              1,116,572                  79,428
           Market                                      229,000                228,813                     187
           Stormwater Management                       934,000                926,840                   7,160
           Refuse                                    3,297,068              2,995,123                 301,945
           Sidewalk                                    277,444                277,444                       0
               GRAND TOTAL                  $       98,500,463 $           93,334,379 $            5,166,084
        * For FY13, Parking Enforcement revenues w ere moved from the General Fund into the Off-Street Parking
        Fund and Parking Enforcement expenditures w ere moved to the Transportation Fund. The Off-Street Parking
        Fund is now entitled the Parking Fund.




                                                          36
                                     All Funds Summary




                                                                                      % of Total
  FY 2013 Adopted Revenues by TYPE
                                                        FY 2013 Adopted               Revenues
   Taxes                                             $          39,158,827                    39.75%
   Licenses and Permits                                          2,520,000                     2.56%
   Intergovernmental*                                            8,704,000                     8.84%
   Charges for Service                                          28,261,034                    28.69%
   Fines and Forfeitures                                         2,831,500                     2.87%
   Money and Property                                               892,100                    0.91%
   Capital Facility Fees                                           800,000                     0.81%
   Transfers In                                                 15,333,002                    15.57%
                GRAND TOTAL                          $          98,500,463                   100.00%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant
revenues and expenditures w ill be separately appropriated one-by-one as they are received throughout
the fiscal year.




                                                                                    % of Total
FY 2013 Adopted Expenditures by TYPE
                                                      FY 2013 Adopted              Expenditures
   Personnel                                         $       50,465,947                   54.07%
   Operating                                                    17,268,927                    18.50%
   Capital Outlay                                                   303,000                    0.32%
   Fleet Replacement                                                708,541                    0.76%
   Contributions                                                    320,000                    0.34%
   Contingency & Insurance                                       1,228,819                     1.32%
   Retirement Costs                                              2,250,000                     2.41%
   Debt Service                                                  5,919,901                     6.34%
   Depreciation                                                  2,133,024                     2.29%
   Transfers Out                                                12,736,220                    13.65%
                GRAND TOTAL                          $          93,334,379                   100.00%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant
revenues and expenditures w ill be separately appropriated one-by-one as they are received throughout
the fiscal year.




                                                   37
                                     All Funds Summary




                                                                                      % of Total
     Expenditures by DEPARTMENT
                                                         Budget FY 2013              Expenditures
   Mayor & Alderpersons                                            2,707,117                       2.90%
   Economic Affairs                                                  450,000                       0.48%
   Finance                                                         4,024,449                       4.31%
   Human Resources                                                   895,418                       0.96%
   Planning and Zoning                                             1,493,356                       1.60%
   Police                                                        15,013,271                       16.09%
   Fire                                                          13,455,791                       14.42%
   Neighborhood & Environment                                      2,435,736                       2.61%
   Public Works                                                  17,526,812                       18.78%
   Recreation & Parks                                              4,577,361                       4.90%
   Transportation*                                                 4,534,304                       4.86%
   Debt Service                                                    5,919,901                       6.34%
   Depreciation                                                    2,133,024                       2.29%
   Transfers Out                                                 12,736,220                       13.65%
   Staff Conversions**                                               158,448                       0.17%
   Furlough Abolishment                                              765,809                       0.82%
   Fleet Replacement                                                 708,541                       0.76%
   Contributions                                                     320,000                       0.34%
   Contingency & Insur'nce                                         1,228,819                       1.32%
   Retirement Costs                                                2,250,000                       2.41%
              ENDING BALANCE                                     93,334,379                      100.00%

* FY 2013 Parking Operations expenditures are included under Transportation expenditures.
** Halfw ay through FY2013, some of the City's contractual employees w ill be converted to Civil Service or
Exempt status. This category reflects the associated costs.




                                                    38
                                                        All Funds Summary



                                       Pie Graphs: FY 2013 REVENUE Allocations


                      By FUND: FY 2013 Adopted Revenues                                                                  FY 2013
                              Total: $ 98,500,463                                                         Fund           Budget         % Total

                                                                                                  General               $ 67,261,985     68.29%
                                                         Water, 8.07%
                                                                                                  Trans/Parking            9,705,000      9.85%
                                                                           Sew er, 7.77%
                                                                                                  Water                    7,947,818      8.07%
                                                                               Trans / Parking.
              General,                                                                            Sew er                   7,652,148      7.77%
                                                                                   9.85%
              68.29%
                                                                                                  Refuse                   3,297,068      3.35%
                                                                                 Dock, 1.21%
                                                                                                  Dock                     1,196,000      1.21%

                                                                                Market, 0.23%     Stormw ater               934,000       0.95%

                                                                                                  Sidew alk*                277,444       0.28%
                                                                          Stormwater,
                                 Sidew alk ,                                   0.95%              Market                    229,000       0.23%
                                   0.28%              Refuse , 3.35%
                                                                                                         Total          $ 98,500,463    100.00%
* All sidewalk revenue comes from a transfer from the General Fund to pay personnel expenses




                    By TYPE: FY 2013 Adopted Revenues                                                                     FY 2013
                            Total: $ 98,500,463                                                    Revenue Type
                                                                                                                          Budget         % Total

                 Charges for
                                                                                                   Taxes                $ 39,158,827     39.75%
                  Service
                                                                                                   Charges for
                   31.09%
                                                                                                   Service                30,626,034     31.09%
                                                                 Transfers /                       Transfers /
                                                                  Interfund                        Interfund              15,333,002     15.57%
                                                                   15.57%
                                                                                                   Intergovernmental        8,704,000     8.84%

                                                                        Intergovernment
                                                                                                   License & Permits        2,520,000     2.56%
                                                                               8.84%
                                                                           Licenses &              Money & Property          892,100      0.91%
                                                                             Perm its
                  Taxes                                                        2.56%               Cap. Facility Fees        800,000      0.81%
                 39.75%
                                                                                                   Fines &
                                      Fines &        Capital Facility          Money &             Forfeitures               466,500      0.47%
                                    Forfeitures          Fees                  Property
                                       0.47%             0.81%                  0.91%
                                                                                                           Total        $ 98,500,463     100.00%




                                                                          39
                                        All Funds Summary


                     Pie Graphs: FY 2013 EXPENDITURE Allocations


                      By FUND:
            FY 2013 Adopted Expenditures
                  Total: $ 93,334,379                                                                FY 2013
                                                                                       Fund          Budget       % Total
                                                Water , 8.49%
                                                                              General              $ 63,235,331   67.75%

                                                                              Trans. & Parking        9,685,566   10.38%
                                                      Sewer, 7.44%
                                                                              Water                   7,922,666    8.49%

General,                                                Trans & Parking,      Sew er                  6,946,025    7.44%
67.75%                                                       10.38%
                                                                              Refuse                  2,995,123    3.21%

                                                        Dock, 1.20 %          Dock                    1,116,572    1.20%

                                                                              Stormw ater              926,840     0.99%
                                                             Market, 0.25%
                                                                              Sidew alk                277,444     0.30%

                            Sidewalk         Refuse,                          Market                   228,813     0.25%
                                                              Stormwater,
                              0.30%          3.21%              0.99%
                                                                                      Total        $ 93,334,379     100%




       By TYPE: FY 2013 Adopted Expenditures
                 Total: $ 93,334,379                                                                FY 2013
                                                                                      Type          Budget        % Total
            Operating                                                         Personnel            $ 50,465,947   54.07%
            18.50%
                                                                              Operating              17,268,927   18.50%
                                                 Transfers Out
                                                     13.65%                   Transfers Out          12,736,220   13.65%

                                                                              Debt Service            5,919,901    6.34%
                                                             Debt Service
                                                               6.34%          Retirement Costs        2,250,000    2.41%

                                                                              Depreciation            2,133,024    2.29%
                                                                 Retirement
                                                                   2.41%      Contingency & Ins.      1,228,819    1.32%
                                                Depreciation
Personnel
                                                     2.29%                    Fleet Replacement        708,541     0.76%
 54.07%                                                       Contingency &
                                                               Ins. 1.32%     Contributions            320,000     0.34%
                    Capital Outlay              Fleet 0.76%
                                                                              Capital Outlay           303,000     0.32%
                        0.32%        Contributions
                                        0.34%                                         Total        $ 93,334,379     100%




                                                       40
                                                      All Funds Summary




            By DEPARTMENT: FY 2013 Adopted Expenditures                                             Departm ent        FY 13 Budget      %
                       Total: $ 93,334,379
                                                                                                Public Works           $ 17,526,812     18.8%
                                                                                                Police                   15,013,271     16.1%
                                          Transfers Out
                                              13.6%                                             Fire                     13,455,791     14.4%
                                                             Debt Service                       Transfers Out            12,736,220     13.6%
                  Fire
                 14.4%                                          6.3%
                                                                            Other*              Debt Service              5,919,901      6.3%
                                                                            5.8%                Rec. & Parks              4,577,361      4.9%
                                                                                                Transport/Parking         4,534,304      4.9%
                                                                               Rec. & Parks
                                                                                                Finance                   4,024,449      4.3%
                                                                                     4.9%
                                                                                                Convs'n, Furl., Ret.      3,174,257      3.4%
                                                                              Transport /       Mayor & Ald.              3,157,117      3.4%
        Police                                                                 Parking
       16.1%                                                                    4.9%
                                                                                                DNEP                      2,435,736      2.6%
                                                                                                Depreciation              2,133,024      2.3%
                                                                       Finance, 4.3%
                                                                                                Plan & Zone               1,493,356      1.6%
                                                                            Mayor & Ald,        Contingency & Ins         1,228,819      1.3%
                                                                                3.4%            Hum an Resources            895,418      1.0%
                                                              DNEP, 2.6%
                   Public Works                                                                 Fleet Replace               708,541      0.8%
                         18.8%       Hum an         Plan &
                                    Resources        Zone         Depreciation                  Contributions               320,000      0.3%
                                      1.0%          1.6%               2.3%                            TOTAL           $ 93,334,379    100.0%
* “Other” encompasses Conversions, Furloughs, & Retirement Costs; Contingency & Insurance; Fleet Replacement; and Community Contributions as
   detailed in the adjacent table.




                                                                       41
                                                      All Funds Summary


                                Fy 2013 Adopted REVENUE Budget for All Funds


                                                 % of Total                                % of Total
          Revenues                               Gen. Fund               Enterprise        Enterprise   Total per  % of Total
                                    General Fund Revenue                   Funds              Rev.    Revenue Type Revenue
 Taxes                               $ 39,158,827         58.22%                    $0               0     $ 39,158,827          39.75%
 Licenses and Permits                    2,520,000          3.75%                    0               0        2,520,000           2.56%
 Fines and Forfeitures                    466,500           0.69%                    0               0          466,500           0.47%
 Money and Property                       837,100           1.24%             55,000           0.18%            892,100           0.91%
 Charges for Service                     3,360,000          5.00%        27,266,034           87.28%        30,626,034           31.09%
 Capital Facility Fees                            0               0          800,000           2.56%            800,000           0.81%
 Intergovernmental*                      8,704,000        12.94%                     0               0        8,704,000           8.84%
 Transfers/Interfund Sources            12,215,558        18.16%           3,117,444           9.98%        15,333,002           15.57%
             Total                  $    67,261,985        100.00% $       31,238,478         100.00% $       98,500,463          100.00%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and expenditures w ill be
separately appropriated one-by-one as they are received throughout the fiscal year.




                                                                   42
                                             All Funds Summary


                FY 2013 Adopted EXPENDITURE Budget by Department for All Funds


                                         % of Total                        % of Total    Total per
       Expenditures                      Gen. Fund           Enterprise    Enterprise   Expenditure       % of Total
                            General Fund Expend.               Funds          Exp.         Type           Expend.
Mayor & Aldermen            $     2,707,117      4.28%               $0            0    $     2,707,117      2.90%
Economic Affairs                  450,000        0.71%                0            0          450,000        0.48%
Finance                          4,024,449       6.36%                0            0         4,024,449       4.31%
Human Resources                   895,418        1.42%                0            0          895,418        0.96%
Planning and Zoning              1,493,356       2.36%                0            0         1,493,356       1.60%
Police                          15,013,271      23.74%                0            0        15,013,271      16.09%
Fire                            13,455,791      21.28%                0            0        13,455,791      14.42%
Neighborhood & Environm't        2,435,736       3.85%                0            0         2,435,736       2.61%
Public Works                     6,827,434      10.80%       10,699,378      35.55%         17,526,812      18.78%
Recreation & Parks               4,094,244       6.47%         483,118        1.61%          4,577,361       4.90%
Transportation & Parking                0           0         4,534,304      15.06%          4,534,304       4.86%
Debt Service                     3,613,680       5.71%        2,306,221       7.66%          5,919,901       6.34%
Depreciation                            0           0         2,133,024       7.09%          2,133,024       2.29%
Transfers Out                    3,117,444       4.93%        9,172,096      30.47%         12,289,540      13.17%
Staff Conversions                 158,448        0.25%                0            0          158,448        0.17%
Furlough Abolishment              662,774        1.05%         103,036        0.34%           765,809        0.82%
Fleet Replacement                 487,350        0.77%         221,191        0.73%           708,541        0.76%
Contributions                     320,000        0.51%                0            0          320,000        0.34%
Contingency & Insurance          1,228,819       1.94%         446,681        1.48%          1,675,500       1.80%
Retirement Costs                 2,250,000       3.56%                0           0          2,250,000       2.41%
          Total             $ 63,235,331        100.00%      $30,099,048     100.00% $ 93,334,379           100.00%




                                                        43
                                                    All Funds Summary: History



       Summarized in the following tables and graphs is a look at City-wide revenues and expenditures over time.

      FY 2013 numbers do not include grant revenues or grant-funded expenditures. Starting in FY 2013, grant
      revenues and expenditures will be separately appropriated one-by-one as they are received throughout the
      fiscal year. All prior years’ figures include both grant revenues and grant-funded expenditures.



       City-Wide                    FY 2009           FY 2010           FY 2011           FY 2012           FY 2013          % Change
   Revenues by Type                  Actual            Actual            Actual           Adopted           Adopted         FY12 to FY13
 Taxes                           $ 33,258,160 $ 34,681,920 $ 35,335,848 $ 39,136,350 $ 39,158,827                                 0.06%
 Licenses and Permits                2,107,920         2,772,250         2,665,256         2,539,000         2,520,000            -0.75%
 Intergovernmental*                17,577,190         15,657,170        12,830,140        15,771,090         8,704,000          -44.81%
 Charges for Service               19,680,530         20,737,360        21,471,304        29,187,160        28,261,034            -3.17%
 Fines and Forfeitures               1,229,030           897,910             829,371         948,000         2,831,500          198.68%
 Money and Property                  1,488,770         1,213,690             977,588         964,330            892,100           -7.49%
 Capital Facility Fees                          -                 -      2,162,344                    -         800,000         100.00%
 Transfers In                                -                 -         5,642,531                 -        15,333,002          100.00%
 Other                               3,615,130        19,375,530         3,264,487         9,820,380                 0         -100.00%
      GRAND TOTAL                $ 78,956,730 $ 95,335,830 $ 85,178,869 $ 98,366,310 $ 98,500,463                                  0.14%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and expenditures w ill be
separately appropriated one-by-one as they are received throughout the fiscal year.




      City-Wide                     FY 2009           FY 2010           FY 2011           FY 2012           FY 2013          % Change
 Expenditures by Type                Actual            Actual            Actual           Adopted           Adopted         FY12 to FY13
 Personnel                       $ 51,624,490 $ 54,819,160 $ 48,152,177 $ 50,174,710 $ 50,465,947                                 0.58%
 Operating                         15,401,380         19,258,270        16,246,210        15,618,380        17,268,927           10.57%
 Capital Outlay                      1,320,800         1,596,080             404,199         250,000            303,000          21.20%
 Fleet Replacement                              -                 -                 -                 -         708,541         100.00%
 Contributions                                  -                 -                 -                 -         320,000         100.00%
 Contingency & Insurance                        -                 -                 -                 -      1,228,819          100.00%
 Retirement Costs                               -                 -                 -                 -      2,250,000          100.00%
 Debt Service                        9,250,780        10,634,490         5,463,242         7,094,800         5,919,901          -16.56%
 Depreciation                        2,313,280         2,497,210         2,470,977         2,100,040         2,133,024            1.57%
 Administrative                      2,164,550        (2,700,720)                   -      8,570,070                    -      -100.00%
 Contribution to CIP                 2,058,610         1,473,570                    -                 -                 -         0.00%
 Transfers Out                                  -      7,663,840         5,827,960         6,241,860        12,736,220          104.05%
 Intergovernmental                              -              -         1,470,345                 -                 -            0.00%
      GRAND TOTAL                $ 84,133,890 $ 95,241,900 $ 80,035,111 $ 90,049,860 $ 93,334,379                                  3.65%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and expenditures w ill be
separately appropriated one-by-one as they are received throughout the fiscal year.




                                                                        44
                                                All Funds Summary: History



      Expenditures by                  Actual FY          Actual FY           Actual FY         Adopted FY           Budget FY         % Change
        Department                       2009               2010                2011               2012                2013            FY12 v. 13
    Mayor & Aldermen                     3,454,750           3,175,130          2,437,774           2,515,360           2,707,117            7.62%
    Economic Affairs                       459,630             420,080             508,540                     -          450,000         100.00%
    Finance                              3,541,580           4,157,600          3,048,605           3,724,840           4,024,449            8.04%
    Human Resources                        868,630             972,580             796,761            727,300             895,418          23.12%
    Planning and Zoning                  1,641,180           1,873,160          1,417,776           1,478,080           1,493,356            1.03%
    Central Services                     4,119,020           4,164,490          1,743,034                      -                   -         0.00%
    Police                              16,526,890         17,406,470          15,715,966         15,409,490          15,013,271            -2.57%
    Parking Operations*                    616,790             556,100             496,086            541,150                      -     -100.00%
    Fire                                13,541,530         15,689,740          11,876,816         12,990,340          13,455,791             3.58%
    Neighbrh'd & Environm't              2,325,160           2,376,840          3,176,327           2,253,560           2,435,736            8.08%
    Public Works                        13,557,900         16,735,240          14,207,587         16,702,080          17,526,812             4.94%
    Recreation & Parks                   3,323,850           3,689,660          4,545,313           4,513,370           4,577,361            1.42%
    Transportation*                      4,369,760          4,456,420           4,837,479           5,187,520           4,534,304         -12.59%
    Debt Service                         9,250,780         10,634,490           5,463,242           7,094,800           5,919,901         -16.56%
    Depreciation                         2,313,280           2,497,210          2,470,977           2,100,040           2,133,024            1.57%
    Transfers Out                                    -       7,663,840          5,827,960           6,241,860         12,736,220          104.05%
    Intergovernmental                                -                  -       1,471,205                      -                   -         0.00%
    Administrative                       2,164,550          (2,700,720)                     -       8,570,070                      -     -100.00%
    Contribution to CIP                  2,058,610           1,473,570                      -                  -                   -         0.00%
    Staff Conversions**                              -                  -                   -                  -          158,448         100.00%
    Furlough Abolishment                             -                  -                   -                  -          765,809         100.00%
    Fleet Replacement                                -                  -                   -                  -          708,541         100.00%
    Contributions                                    -                  -                   -                  -          320,000         100.00%
    Contingency & Insur'nce                          -                  -                   -                  -        1,228,819         100.00%
    Retirement Costs                                 -                  -                   -                  -        2,250,000         100.00%
     ENDING BALANCE                     84,133,890         95,241,900          80,041,447         90,049,860          93,334,379             3.65%
* FY 2013 Parking Operations expenditures are included under Transportation expenditures.
** Halfway through FY2013, some of the City's contractual employees will be converted to Civil Service or Exempt status. This category reflects the
associated costs.




                                                                       45
                                                                   All Funds Summary: History




                                                           10 Year History: Total REVENUES (All Funds)
                                                                         FY 2003 - FY 2013
                                 110,000,000
                                 100,000,000
     Total Revenues (dollars )




                                  90,000,000
                                  80,000,000
                                  70,000,000
                                  60,000,000
                                  50,000,000
                                  40,000,000
                                  30,000,000
                                                2003    2004      2005      2006       2007        2008       2009      2010     2011     2012    2013
                                                                                                Fiscal Year


                                                                              Actual                                                         Adopted
Year                                 2003      2004      2005       2006       2007           2008       2009         2010      2011      2012     2013
Rev. 55,707,573 54,991,310 62,379,600 69,095,260 71,182,350 82,516,440 78,956,730 95,335,830 85,178,869 98,366,310 98,500,463
% change from
                                               -1.29%    13.44%    10.77%      3.02%          15.92%     -4.31%      20.74%    -10.65%   15.48%    0.14%
prior year



                                                        10 Year History: Total EXPENDITURES (All Funds)
                                                                         FY 2003 - FY 2013
                                110,000,000
 Total Expenditures (dollars)




                                100,000,000
                                 90,000,000
                                 80,000,000
                                 70,000,000
                                 60,000,000
                                 50,000,000
                                 40,000,000
                                 30,000,000
                                               2003     2004      2005      2006       2007        2008       2009      2010     2011    2012     2013
                                                                                                Fiscal Year


                                                                              Actual                                                        Adopted
Year                                2003       2004      2005      2006       2007            2008      2009         2010      2011      2012     2013
Exp. 57,928,230 56,215,970 61,110,860 72,232,130 73,209,840 82,051,790 84,133,890 95,241,900 80,035,111 90,049,860 93,334,379
% change from
                                               -2.96%    8.71%     18.20%     1.35%       12.08%        2.54%        13.20%    -15.97%   12.51%   3.65%
prior year




                                                                                         46
                                                               All Funds Summary: History




                                                          10 Year History: Year-EndSURPLUS or (DEFICIT)
                                  10,000,000

                                   8,000,000
  Surplus / (Deficit) (dollars)




                                   6,000,000

                                   4,000,000

                                   2,000,000

                                           0

                                  (2,000,000)

                                  (4,000,000)

                                  (6,000,000)
                                                2003   2004   2005     2006      2007      2008          2009      2010      2011       2012       2013
                                                                                        Fiscal Year

                                                                        Actual                                                             Adopted
Year                                2003        2004   2005    2006      2007       2008          2009          2010       2011        2012        2013
Surp (2,220,657) (1,224,660) 1,268,740 (3,136,870) (2,027,490)                      464,650   (5,177,160)        93,930   5,143,758   8,316,450   5,166,084
% change from
                                                45%    204%    -347%      35%       123%       -1214%           102%       5376%        62%        -38%
prior year




                                                                                  47
                                        All Funds Summary: History


               History of Budgeted and Actual Expenditures by Fund: FY 2003 – FY 2013



                                        FY 2003                                FY 2004                              FY 2005
                                                  Original                               Original                             Original
                                                  Adopted                                Adopted                              Adopted
            Fund               Actual             Budget              Actual             Budget            Actual             Budget
  General                   $ 41,300,650      $ 39,506,770       $ 38,181,700        $ 37,339,250       $ 39,760,440      $ 39,754,490
 Water                         3,593,510           3,587,940          3,984,390           3,782,910        4,259,510           3,798,560
 Sewer                         4,548,380           4,443,680          4,910,590           5,104,320        5,990,340           5,020,720
 Transportation & Parking      5,370,740           4,907,480          5,426,140           5,432,700        6,924,210           5,325,440
 Dock                            689,000            591,370             720,790            671,240           777,910            629,180
 Market                           84,470             92,860             101,090            116,770            68,860            102,000
 Stormwater Mgmt                          -                  -          141,060                     0        293,350            240,620
 Refuse                        2,341,480           2,441,720          2,750,210           2,477,250        3,036,240           2,654,680
 Sidewalk                                 -                  -                   -                  -                 -                  -
           TOTAL            $ 57,928,230      $ 55,571,820       $ 56,215,970        $ 54,924,440       $ 61,110,860      $ 57,525,690
Variance: Actual v. Adopt                -4.1%                                  -2.3%                                -5.9%




                                        FY 2006                                FY 2007                              FY 2008
                                                Original                               Original                             Original
                                                Adopted                                Adopted                              Adopted
            Fund               Actual           Budget                Actual           Budget              Actual           Budget
 General                    $ 45,613,790      $ 43,098,000       $ 48,186,320        $ 46,315,970       $ 53,311,570      $ 52,920,640
 Water                         4,447,490          3,922,890           4,234,210          4,164,470         4,959,460          4,633,280
 Sewer                         6,169,050          5,061,630           5,756,560          5,620,340         4,185,150          5,776,470
 Transportation & Parking    11,674,030           6,316,300           9,956,620          8,301,540       10,560,190           7,339,790
 Dock                           862,430             655,370           1,471,470          1,495,580         4,991,670            716,340
 Market                         115,880              70,820            347,770             100,000          456,000             102,620
 Stormwater Mgmt                273,600             283,910            275,660             332,830          473,470             376,780
 Refuse                        3,075,860          2,801,860           2,981,230          3,030,920         3,114,280          3,235,040
 Sidewalk                                -                   -                  -                   -                -                   -
          TOTAL             $ 72,232,130      $ 62,210,780       $ 73,209,840        $ 69,361,650       $ 82,051,790      $ 75,100,960




                                                                 48
                                         All Funds Summary: History




                                         FY 2009                               FY 2010                              FY 2011
                                                  Original                             Original                            Original
                                                  Adopted                              Adopted                             Adopted
            Fund                Actual            Budget              Actual           Budget              Actual          Budget
  General                   $ 61,461,760      $ 57,640,160       $ 61,078,080       $ 68,286,180       $ 58,457,350      $ 51,980,250
 Water                          4,987,070          4,574,630          4,784,890          5,080,440         4,966,776          5,034,660
 Sewer                          3,784,120          5,959,600          5,966,110          6,182,670         7,330,977          6,239,370
 Transportation & Parking       7,487,620          8,508,610          9,642,060          9,651,680         7,985,328          6,726,900
 Dock                           1,517,820           980,000           1,050,000          1,218,730         1,228,289          1,053,660
 Market                           828,270           106,000               104,850            544,820        171,670            111,150
 Stormwater Mgmt                  885,530           529,520               467,000            724,690        595,487            511,860
 Refuse                         3,181,700          3,255,000          3,400,000          3,400,000         3,269,154          3,500,000
 Sidewalk                                 -                  -                  -                  -                 -                -
          TOTAL             $ 84,133,890      $ 81,553,520       $ 86,492,990       $ 95,089,210       $ 84,005,031      $ 75,157,850
Variance: Actual v. Adopt                 -3.1%                                 9.9%                                -10.5%




                                                       FY 2012                                   FY 2013
                                                       Original
                                                       Adopted               Revised
                                  Fund                 Budget                Budget           Adopted Budget
                       General                       $ 61,909,020         $ 61,342,501       $    63,235,331
                       Water                            7,014,240              7,019,239           7,922,666
                       Sewer                            6,939,920              6,939,916           6,946,025
                       Transportation & Parking         8,550,160              9,168,312           9,685,566
                       Dock                             1,255,930              1,632,668           1,116,572
                       Market                                142,580            215,082                228,813
                       Stormwater Mgmt                       849,240            849,241                926,840
                       Refuse                           3,388,770              3,388,768           2,995,123
                       Sidewalk                                       -                  -             277,444
                                TOTAL                $ 90,049,860         $ 90,555,726       $    93,334,379
                     Variance: Actual v. Adopt                        0.6%




                                                                 49
                                    All Funds Summary: Comparatives

                                               FY 2003 versus FY 2013

FY 2013 figures do not include grant revenues or grant-funded expenditures. Starting in FY 2013, grant revenues and
expenditures will be separately appropriated one-by-one as they are received throughout the fiscal year. FY 2003
figures include both grant revenues and grant-funded expenditures.

      Revenues by FUND:
          •   The General Fund includes the departments of the Mayor and Alderman, Finance, Human Resources,
              Planning and Zoning, Police, Fire, Neighborhood and Environmental Programs, Public Works
              (Administration, Engineering, Streets, Traffic Control & Maintenance, Snow & Ice Removal, Government
              Buildings, Fleet), and Recreation and Parks.


                                          Fy 2003 Actual Revenues by Fund
                                                 Total: $ 55,707,573

                                                                              Water, 4,335,088 ,
                                                                                     8%


                                                                                    Sewer, 5,745,855
                                                                                           10%
                           General,
                         $36,870,032 ,
                             66%                                                      Parking & Trans,
                                                                                      5,456,734 , 10%

                                                                                   Dock, 859,469 ,
                                                                                          2%

                                                                                  Market, 110,447 ,
                                                            Refuse, 2,329,948
                                                                                          <1%
                                                                    4%

              * FY 2003 had no Stormwater Management Fund or Sidewalk Fund.


                                         FY 2013 Adopted Revenues by Fund
                                                 Total: $ 98,500,463
                                                                           Water,
                                                                       $7,947,818, 8%
                                                                                              Sewer,
                                                                                          $7,652,148, 8%

                         General,                                                          Trans / Parking.
                       $67,261,985,                                                        9,705,000, 10%
                           68%
                                                                                                   Dock,
                                                                                               1,196,000, 1%

                                                                                               Market, 229,000
                                                                                                     <1%
                                                                                      Stormwater,
                                               Sidewalk ,             Refuse,           934,000
                                              277,444, 0%          3,297,068, 4%            1%


                                                              50
                               All Funds Summary: Comparatives


Expenditures by FUND:
   •     The General Fund includes the departments of the Mayor and Alderman, Finance, Human Resources,
         Planning and Zoning, Police, Fire, Neighborhood and Environmental Programs, Public Works
         (Administration, Engineering, Streets, Traffic Control & Maintenance, Snow & Ice Removal, Government
         Buildings, Fleet), and Recreation and Parks.



                                   FY 2003 Actual Expenditures by Fund
                                            Total: $ 57,928,230


                                                                              Water, 3,593,510 ,
                                                                                       6%

                     General,                                                     Sewer, 4,548,380
                   $41,300,650 ,
                                                                                          8%
                        72%

                                                                                       Parking & Trans,
                                                                                        5,370,740 , 9%

                                                                                        Dock, 689,000 ,
                                                                                               1%
                                                                                     Market, 84,470 ,
                                                                    Refuse                  <1%
                                                                 2,341,480 , 4%

       * FY 2003 had no Stormwater Management Fund or Sidewalk Fund.



                                FY 2013 Adopted Expenditures by Fund
                                         Total: $ 93,334,379
                                                                              Water,
                                                                          $7,922,666 , 9%


                                                                                      Sewer,
                                                                                  $6,946,025 , 8%
                     General,
                   $63,235,331 ,                                                    Parking & Trans,
                        68%                                                         9,685,566 , 10%

                                                                                     Dock, 1,116,572 ,
                                                                                             1%
                                                                                         Market, 228,813 ,
                                                                                               <1%
                                                    Sidewalk
                                                  277,444 , <1%           Refuse,           Stormwater,
                                                                       2,995,123, 3%        926,840 , 1%




                                                         51
                          All Funds Summary: Comparatives


Revenues by TYPE:



                FY 2003 Actual Revenues
                   Total: $ 55,707,573
                                                                                                      FY 2003
       Charges for                                                              Revenue Type
         Service                                                                                       Actual      % Total
        29.20%
                                                         Intergovernment       Taxes                $ 19,049,000    34.19%
                                                              23.71%           Charges for
                                                                               Service                16,265,330    29.20%

                                                                               Intergovernmental      13,208,713    23.71%

                                                               Other Sources   Other Sources           2,668,000     4.79%
                                                                  4.79%
                                                                               License & Permits       2,081,840     3.74%
                                                           License &
                                                         Permits 3.74%         Money & Property        1,406,780     2.53%
       Taxes 34.19%                                                            Fines &
                                 Fines &               Money &                 Forfeitures             1,027,910     1.85%
                                Forfeitures         Property 2.53%
                                    1.85%
                                                                                       Total        $ 55,707,573   100.00%




               FY 2013 Adopted Revenues                                                              FY 2013
                   Total: $ 98,500,463                                         Revenue Type
                                                                                                     Budget        % Total
      Charges for
       Service                                                                 Taxes                $ 39,158,827   39.75%
       31.09%                                                                  Charges for
                                                                               Service                30,626,034   31.09%
                                                    Transfers /                Transfers /
                                                     Interfund                 Interfund              15,333,002   15.57%
                                                     15.57%
                                                                               Intergovernmental       8,704,000    8.84%
                                                         Intergovernment
                                                              8.84%            License & Permits       2,520,000    2.56%

                                                              Licenses &       Money & Property         892,100     0.91%
                                                                Perm its
       Taxes                                                   2.56%
      39.75%                                                                   Cap. Facility Fees       800,000     0.81%
                                                                               Fines &
                                                               Money &
                        Fines &       Capital Facility                         Forfeitures              466,500     0.47%
                                                               Property
                      Forfeitures         Fees
                        0.47%                                   0.91%
                                            0.81%                                      Total        $ 98,500,463   100.00%




                                                         52
                              All Funds Summary: Comparatives


Expenditures by TYPE:


              FY 2003 Actual Expenditures
                   Total: $ 57,928,230
                                         Operating
                                          22.10%

                                                                                                    FY 2003        %
                                                                                      Type
                                                                                                     Actual       Total

                                                    Transfer to CIP           Personnel            $ 35,088,750   60.57%
                                                        9.29%
                                                                              Operating              12,955,470 22.36%

                                                     Debt Service
                                                                              Transfer to CIP         5,447,040   9.40%
                                                       7.61%
Personnel
 59.85%                                                                       Debt Service            4,461,630   7.70%
                                                    Capital Outlays
                                                        0.55%                 Capital Outlays           324,130   0.56%
                                         Other
                                         -0.59%
                                                                              Other                    -348,790 -0.60%

                                                                              Total                $ 57,928,230    100%




            FY 2013 Budgeted Expenditures
                                                                                                    FY 2013        %
                  Total: $ 93,334,379                                                 Type
                                                                                                    Budget        Total
            Operating
            18.50%                                                            Personnel            $ 50,465,947   54.07%
                                                  Transfers Out
                                                     13.65%                   Operating             17,268,927    18.50%

                                                                              Transfers Out         12,736,220    13.65%
                                                         Debt Service
                                                              6.34%           Debt Service           5,919,901    6.34%

                                                                              Retirement             2,250,000    2.41%
                                                             Retirement
                                                               2.41%          Depreciation           2,133,024    2.29%
                                                      Depreciation
                                                                              Contingency & Ins.     1,228,819    1.32%
                                                         2.29%
Personnel
                                                              Contingency &   Fleet Replace            708,541    0.76%
 54.07%
                                                               Ins . 1.32%
                                                 Fleet 0.76%                  Contributions            320,000    0.34%
                        Capital Outlay
                           0.32%         Contributions                        Capital Outlay           303,000    0.32%
                                            0.34%
                                                                               GRAND TOTAL         $ 93,334,379   100%




                                                        53
                                          All Funds Summary: Comparatives


          Expenditures by DEPARTMENT:

                              FY 2003 Actual Expenditures
                                   Total: $ 57,928,230                                            Dept. / Type        FY 03 Actual    %

                                                                                              Public Works            $ 12,719,880   22.0%
                       Fire                   Transfer to CIP
                                                                                              Police                   11,697,240    20.2%
                       14%                          9%
                                                            Debt Service                      Fire                      8,429,630    14.6%
                                                                 8%
                                                                                              Transfer to CIP           5,447,040     9.4%
                                                                           Transport /
                                                                                              Debt Service              4,461,630     7.7%
                                                                           Parking, 7%
                                                                                              Transport/Parking         4,029,080     7.0%
        Police                                                                                Rec. & Parks              2,623,970     4.5%
                                                                     Rec. & Park, 4%
         20%
                                                                                              Finance                   2,054,290     3.5%
                                                                             Finance, 4%
                                                                                              Mayor & Ald.              2,046,770     3.5%
                                                                      Mayor & Ald,            Central Services          1,579,670     2.7%
                                                                            3%
                                                                        Central Srvcs         Plan & Zone               1,439,090     2.5%
                                                                              3%              DNEP                      1,126,330     1.9%
                                                                           Plan & Zone,
                  Public Works                                                                Hum an Resources            622,400     1.1%
                       22%            Other        Human        DNEP
                                                                                 2%
                                      -1%           Res.         2%                           Other                      (348,790)    -0.6%
                                                     1%                                               TOTAL            57,928,230    100.0%




                            FY 2013 Adopted Expenditures                                             Departm ent      FY 13 Budget     %
                                  Total: $ 93,334,379                                          Public Works           $ 17,526,812    18.8%
                                                                                               Police                   15,013,271    16.1%
                                          Transfers Out                                        Fire                     13,455,791    14.4%
                                              14%
                                                            Debt Service                       Transfers Out            12,736,220    13.6%
                    Fire
                    14%                                         6%                             Debt Service              5,919,901     6.3%
                                                                           Other*
                                                                            6%                 Rec. & Parks              4,577,361     4.9%
                                                                                               Transport/Parking         4,534,304     4.9%
                                                                              Rec. & Parks     Finance                   4,024,449     4.3%
                                                                                    5%
                                                                                               Convs'n, Furl., Ret.      3,174,257     3.4%
                                                                            Transport /        Mayor & Ald.              3,157,117     3.4%
         Police                                                               Parking
          16%                                                                                  DNEP                      2,435,736     2.6%
                                                                                 5%
                                                                                               Depreciation              2,133,024     2.3%
                                                                      Finance, 4%              Plan & Zone               1,493,356     1.6%
                                                                        Mayor & Ald,           Contingency & Ins         1,228,819     1.3%
                                                                          3%                   Hum an Resources            895,418     1.0%
                     Public Works                                 DNEP, 3%
                                     Human                                                     Fleet Replace               708,541     0.8%
                           19%                     Plan &
                                    Resources                    Depreciation                  Contributions               320,000     0.3%
                                                    Zone
                                       1%            2%               2%
                                                                                                       TOTAL          $ 93,334,379   100.0%
* “Other” encompasses Conversions, Furloughs, & Retirement Costs; Contingency & Insurance; Fleet Replacement; and Community Contributions as
  detailed in the adjacent table.


                                                                      54
                                           All Funds Summary: Comparatives


                              City of Annapolis versus Combined Maryland Municipalities


    Expenditure Allocation of All Maryland Municipalities (Combined Totals) – Fiscal Year 2010
    Data sourced from Local Government Finances Fiscal 2010 (Maryland Department of Legislative Services) as presented in the 2012 report
    Overview of Maryland Local Governments; Finances and Demographic Information (Department of Legislative Services, p.35)




              FY 2010: All Maryland Municipalities
          Expenditures - Combined Total: $ 1,294,087,367
                                                                                                  Dept. / Type       FY10 Actual        %
                     General
                    Government                                                             Public Works            $ 371,440,588      28.7%
                        14%                        Transport'n
                                                      13%                                  Police                      216,952,228    16.8%

                                                                     Rec & Parks           General Gov't               182,501,451    14.1%
         Police
         17%                                                             7%
                                                                                           Transport'n                 171,845,287    13.3%
                                                                    Debt Service,
                                                                                           Rec & Parks                  97,576,728     7.5%
                                                                        6%
                                                                                           Debt Service                 75,767,046     5.9%
                                                                       Economic /
                                                                       Community           Econ. / Com m unity
                                                                      Develop't, 4%        Developm ent                 50,977,734     3.9%
                                                            Fire
                                                            4%                             Fire                         49,075,801     3.8%
             Public Works
                  29%                    Other Public       Misc.                          Misc.                        45,944,363     3.6%
                                           Safety            4%
                                              2%                                           Other Public Safety          32,006,141     2.5%

                                                                                                    TOTAL          $ 1,294,087,367 100.0%
The City of Annapolis’s “GENERAL GOVERNMENT” category is comprised of the departments of the Mayor and Alderman (including the
Office of Law, the Office of Public Information and Economic Development); Finance (including IT and Central Purchasing); Human
Resources; and Planning and Zoning. These departments are represented separately in the previous pie charts but, when combined, equal
approximately 10% of the FY 2013 budgeted expenditures and 11% of FY 2003 Actual Expenditures.




                                                                        55
                                       All Funds Summary: Fund Balances



The following tables show the anticipated beginning and ending fund balance for the City’s operating funds. The fund
balance is the accumulated total of all prior years’ actual revenues in the excess of expenditures, commonly referred to as
“surplus.” Maintaining a prudent fund balance is critical to ensuring the City is able to cope with financial emergencies
and fluctuations in revenue cycles.




              GENERAL Fund Balance
                                                              Actual FY 2011        Adopted FY 2012           Budget FY 2013
   Beginning Balance                                      $            3,792,986    $        12,041,507      $        18,339,457
    Revenues
        Taxes                                                       35,335,848               39,136,350               39,158,827
        Licenses and Permits                                           2,665,256              2,539,000                2,520,000
        Fines and Forfeitures                                           829,371                 948,000                    466,500
        Money and Property                                              820,868                 904,330                    837,100
        Charges for Service                                            4,099,295              4,167,000                3,360,000
        Intergovernmental*                                          11,245,223               13,182,440                8,704,000
        Transfers In / Interfund Sources                               4,507,871                         -            12,215,558
        Debt Issuance                                                  1,746,220                         -                       -
        Bond Premiums                                                  1,485,999                         -                       -
        Total Revenues                                             62,735,951               60,877,120               67,261,985
    Expenses
        General Government                                             9,952,489              9,911,920                9,570,340
        Public Safety                                               31,265,195               31,194,540               31,236,493
        Community Services                                             3,880,465              4,025,510                4,446,834
        Public Works                                                   4,474,508              5,010,050                6,950,499
        Debt Service                                                   4,489,773              4,281,840                3,613,680
        Transfers Out / Interfund Charges                               425,000                                        3,117,444
        Contingency, Insurance & Retirement                                     -                        -             3,478,819
        Employee Conversions/Furlough Abolish                                   -                        -                 821,222
        Other Financing Uses                                                    -               155,310                          -
        Total Expenditures                                         54,487,430               54,579,170               63,235,331


                  ENDING BALANCE                          $         12,041,507      $        18,339,457      $        22,366,111


            Ending Balance without Prior Year's Adopted Surplus                                              $         4,026,654
   * FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and
   expenditures w ill be separately appropriated one-by-one as they are received throughout the fiscal year.




                                                                  56
                                    All Funds Summary: Fund Balances




            WATER Fund Balance
                                                           Actual FY 2011        Adopted FY 2012           Budget FY 2013
Beginning Balance                                      $            4,453,711    $        12,041,507      $        12,823,167
 Revenues
     Charges for Service                                            3,888,613              7,345,900                7,492,818
     Capital Facility Fees                                            356,258                400,000                    400,000
     Transfers In                                                     634,660                         -                       -
     Intergovernmental*                                                 5,377                         -                       -
     Interest Income                                                     918                          -                       -
     Water Rental Income                                              104,194                  50,000                    55,000
     Total Revenues                                                 4,990,020              7,795,900                7,947,818
 Expenses
     Salaries                                                       2,041,035              2,320,600                2,430,455
     Utilities                                                        331,104                338,680                    334,000
     Training and Education                                                  -                                            4,880
     Repairs and Maintenance                                          176,102                361,230                    561,230
     Materials and Supplies                                           406,626                351,080                    350,880
     Contractual Services                                              94,925                  63,270                    67,852
     Admininstrative Charges / Transfers Out                          962,243              2,380,960                2,740,434
     Depreciation                                                     596,051                474,010                    474,010
     Debt Expense                                                     358,690                724,410                    865,500
     Fleet Replacement                                                       -                                           93,425
     Total Expenditures                                             4,966,776              7,014,240                7,922,666


                 ENDING BALANCE                        $            4,476,955    $        12,823,167      $        12,848,319


         Ending Balance without Prior Year's Adopted Surplus                                              $              25,152
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and
expenditures w ill be separately appropriated one-by-one as they are received throughout the fiscal year.




                                                               57
                             All Funds Summary: Fund Balances




           SEWER Fund Balance
                                                 Actual FY 2011       Adopted FY 2012    Budget FY 2013
Beginning Balance                            $        11,934,228      $      9,455,942   $     9,523,422
 Revenues
   Charges for Service                                    4,362,254       6,607,400.00         7,252,148
   Capital Facility Fees                                    456,585         400,000.00           400,000
   Interest Income                                            1,584                -                      -
   Other                                                     32,268                -                      -
   Total Revenues                                         4,852,691         7,007,400          7,652,148
 Expenses
   Salaries                                                 635,255         436,450.00           525,026
   Utilities                                                173,861         180,800.00           179,000
   Training and Education                                         -                -               2,500
   Repairs and Maintenance                                  181,349         211,520.00           211,520
   Materials and Supplies                                    59,814          58,930.00            56,430
   Treatment Plant Operations                             3,090,670       3,098,200.00         3,100,000
   Contractual Services                                     103,596          90,990.00            91,985
   Admininstrative Charges / Transfers Out                1,311,852       1,233,700.00         1,295,657
   Intergovernmental                                        912,484                -                      -
   Depreciation                                             632,921         631,970.00           631,970
   Debt Expense                                             229,175         997,360.00           774,577
   Fleet Replacement                                              -                               77,360
   Total Expenditures                                     7,330,977         6,939,920          6,946,025


               ENDING BALANCE                $            9,455,942   $      9,523,422   $    10,229,545


       Ending Balance without Prior Year's Adopted Surplus                               $       706,123




                                                     58
                                All Funds Summary: Fund Balances




           REFUSE Fund Balance
                                                 Actual FY 2011       Adopted FY 2012    Budget FY 2013
Beginning Balance                            $              359,668   $       738,907    $     1,018,337
 Revenues
   Charges for Service                                 3,653,009             3,918,200         3,297,068
   Total Revenues                                      3,653,009            3,918,200          3,297,068
 Expenses
   Salaries                                            1,146,567             1,370,040           619,045
   Utilities                                                  1,882             2,600              1,900
   Repairs and Maintenance                                   35,417            53,640             13,410
   Materials and Supplies                                   128,210           120,060             76,325
   Training and Education                                         -                  -              250
   Contractual Services                                     767,128           887,750            766,387
   Miscellaneous Services and Charges                             -                  -           653,460
   Fleet Replacement                                              -                  -             2,500
   Admininstrative Charges / Transfers Out             1,149,429              950,680            816,005
   Depreciation                                              35,905             4,000             35,905
   Debt Expense                                               4,616                  -             9,936
   Other                                                      4,616           250,000                     -
   Total Expenditures                                  3,273,770            3,638,770          2,995,123


               ENDING BALANCE                $              738,907   $      1,018,337   $     1,320,282


       Ending Balance without Prior Year's Adopted Surplus                               $       301,945




                                                       59
                             All Funds Summary: Fund Balances




     STORMWATER Fund Balance
                                                 Actual FY 2011       Adopted FY 2012    Budget FY 2013
Beginning Balance                            $            (252,227) $         (354,077) $       (269,317)
 Revenues
   Charges for Service                                    493,586             934,000            934,000
   Interest Income                                             51                    -                    -
   Total Revenues                                         493,637             934,000            934,000
 Expenses
   Salaries                                               237,325             190,850            201,080
   Utilities                                                      -             1,800              1,800
   Repairs and Maintenance                                 10,388              10,000             10,000
   Materials and Supplies                                  11,353              15,000             15,000
   Contractual Services                                    60,809              52,200             52,200
   Admininstrative Charges / Transfers Out                265,233             540,580            636,047
   Depreciation                                             1,629               1,630              1,629
   Debt Expense                                             8,750              37,180              9,085
   Total Expenditures                                     595,487             849,240            926,840


               ENDING BALANCE                $            (354,077) $         (269,317) $       (262,157)


       Ending Balance without Prior Year's Adopted Surplus                               $         7,160




                                                     60
                             All Funds Summary: Fund Balances




         MARKET Fund Balance
                                                 Actual FY 2011       Adopted FY 2012   Budget FY 2013
Beginning Balance                            $            263,555     $       283,015   $       283,015
 Revenues
   Charges for Service                                     36,931                   -           229,000
   Capital Facility Fees                                  153,996                   -                    -
   Interest Income                                            203                   -                    -
   Transfers In                                                   -           142,580                    -
   Total Revenues                                         191,130             142,580           229,000
 Expenses
   Salaries                                                       -                 -                    -
   Utilities                                               10,051               6,000            33,700
   Repairs and Maintenance                                  4,170               4,000             7,400
   Materials and Supplies                                   1,326                   -             2,000
   Contractual Services                                    19,500                   -            93,600
   Admininstrative Charges / Transfers Out                 80,741              12,790            12,791
   Depreciation                                            24,892              24,890            25,000
   Debt Expense                                            30,990              94,900            54,321
   Total Expenditures                                     171,670             142,580           228,813


               ENDING BALANCE                $            283,015     $       283,015   $       283,202


       Ending Balance without Prior Year's Adopted Surplus                              $           187




                                                     61
                                 All Funds Summary: Fund Balances




 SIDEWALK REVOLVING* Fund Balance
                                                          Actual FY 2011        Adopted FY 2012          Budget FY 2013
Beginning Balance                                     $                     - $                     -
 Revenues
     Charges for Service                                                    -                       -                        -
     Transfers In                                                                                                    277,444
     Total Revenues                                                         -                       -                277,444
 Expenses
     Salaries                                                               -                       -                277,444
     Utilities                                                              -                       -                        -
     Repairs and Maintenance                                                -                       -                        -
     Materials and Supplies                                                 -                       -                        -
     Contractual Services                                                   -                       -                        -
     Admininstrative Charges / Transfers Out                                -                       -                        -
     Depreciation                                                           -                       -                        -
     Debt Expense                                                           -                       -                        -
     Total Expenditures                                                     -                       -               277,444


                 ENDING BALANCE                       $                     - $                     - $                     0


         Ending Balance without Prior Year's Adopted Surplus                                            $                   0
* The Sidew alk Revolving Fund w as new ly established for FY 2013. See Enterprise Funds section and Department of Public Works
section for more information.




                                                              62
                                    All Funds Summary: Fund Balances




    TRANSPORTATION** Fund Balance
                                                           Actual FY 2011        Adopted FY 2012           Budget FY 2013
Beginning Balance                                      $               45,976    $        (1,042,530) $                 (284,560)
 Revenues
     Charges for Service                                              764,847              1,498,000                1,330,000
     Capital Facility Fees                                          1,042,064                         -                        -
     Grant Income*                                                  1,339,748              2,400,000                           -
     Money and Property                                                48,999                         -                        -
     Transfers In                                                     500,000              1,797,680                2,840,000
     Total Revenues                                                 3,695,658              5,695,680                4,170,000
 Expenses
     Salaries                                                       2,718,946              2,965,530                2,337,441
     Utilities                                                         43,246                  59,300                    59,300
     Repairs and Maintenance                                          291,482                561,110                    413,414
     Materials and Supplies                                           433,511                343,000                    199,375
     Contractual Services                                              40,030                  24,100                    47,656
     Fleet Replacement                                                       -                        -                  36,000
     Admininstrative Charges / Transfers Out                          628,927                629,910                    725,689
     Depreciation                                                     507,194                335,570                    335,570
     Debt Expense                                                       2,780                  19,190                    13,422
     Capital Outlay                                                   118,048                         -                        -
     Total Expenditures                                             4,784,164              4,937,710                4,167,867


                 ENDING BALANCE                        $            (1,042,530) $            (284,560) $                (282,427)


         Ending Balance without Prior Year's Adopted Surplus                                              $               2,133
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and
expenditures w ill be separately appropriated one-by-one as they are received throughout the fiscal year.

** For FY13, Parking Enforcement expenditures w ere moved from the General Fund into the Transportation Fund and Parking
Enforcement revenues w ere moved to the formerly-named Off-Street Parking Fund. The Off-Street Parking Fund is now entitled
the Parking Fund.




                                                               63
                                    All Funds Summary: Fund Balances




          PARKING* Fund Balance
                                                           Actual FY 2011        Adopted FY 2012          Budget FY 2013
Beginning Balance                                      $              689,971    $           639,637      $           677,187
 Revenues
     Charges for Service (Off-Street Parking)                       3,150,184              3,650,000                3,170,000
     Citations and Meters                                                    -                        -             2,365,000
     Interest Income                                                     646                          -                          0
     Total Revenues                                                 3,150,830             3,650,000                5,535,000
 Expenses
     Salaries                                                               0                        0                           0
     Utilities                                                        127,643                142,200                  142,200
     Repairs and Maintenance                                           40,956                 63,420                   63,420
     Materials and Supplies                                             5,957                   5,790                    5,790
     Contractual Services                                           1,016,160              1,023,070                1,321,092
     Capital Outlay                                                     1,500                         -                          -
     Admininstrative Charges / Transfers Out                          828,729              1,425,290                3,174,607
     Intergovernmental                                                557,001                         -                          -
     Depreciation                                                     415,440                413,940                  413,940
     Debt Expense                                                     207,778                538,740                  396,650
     Total Expenditures                                             3,201,164             3,612,450                5,517,699


                 ENDING BALANCE                        $              639,637    $           677,187      $           694,488


         Ending Balance without Prior Year's Adopted Surplus                                              $            17,301
* For FY13, Parking Operations (on-street parking) revenues w ere moved from the General Fund into the Off-Street Parking Fund
and Parking Operations expenditures w ere moved to the Transportation Fund. The Off-Street Parking fund is now entitled the
Parking Fund.




                                                               64
                                    All Funds Summary: Fund Balances




             DOCK Fund Balance
                                                           Actual FY 2011        Adopted FY 2012           Budget FY 2013
Beginning Balance                                      $             (844,302) $             (656,648) $                (647,268)
 Revenues
     Charges for Service                                            1,022,585              1,076,660                1,196,000
     Capital Facility Fees                                            153,441                         -                        -
     Grant Income*                                                    239,792                188,650                           -
     Interest Income                                                     125                          -                        -
     Total Revenues                                                 1,415,943              1,265,310                1,196,000
 Expenses
     Salaries                                                         344,710                358,060                    360,089
     Utilities                                                         49,623                  44,200                    43,700
     Repairs and Maintenance                                          209,449                  41,600                    41,600
     Materials and Supplies                                            19,372                  29,000                    29,000
     Contractual Services                                              41,694                  15,000                    15,000
     Fleet Replacement                                                       -                        -                  11,905
     Admininstrative Charges / Transfers Out                          175,806                152,860                    217,546
     Depreciation                                                     256,945                214,030                    215,000
     Debt Expense                                                     130,690                401,180                    182,731
     Total Expenditures                                             1,228,289              1,255,930                1,116,572


                 ENDING BALANCE                        $             (656,648) $             (647,268) $                (567,840)


         Ending Balance without Prior Year's Adopted Surplus                                              $              79,428
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and
expenditures w ill be separately appropriated one-by-one as they are received throughout the fiscal year.




                                                               65
                                            FY 2013 General Fund: Revenues


Total FY 2013 General Fund revenues are budgeted at $67,261,985: a decrease of 1.39% from FY 2012 budgeted
revenue and an increase of 7.21% over actual FY 2011 receipts. The categorical descriptions below provide greater
insight into the various trends affecting the City’s revenue streams.

                                                                                                                                     % of
      GENERAL FUND
                                      FY 2009            FY 2010              FY 2011          FY 2012            FY 2013           Total
        Revenues
                                       Actual             Actual               Actual          Adopted            Adopted          (FY 13)
 Taxes                             $ 33,258,160 $ 34,681,920 $ 35,335,848 $ 39,136,350 $ 39,158,827                                 58.22%
 Licenses and Permits                2,107,920           2,772,250            2,665,256        2,539,000            2,520,000        3.75%
 Fines and Forfeitures               1,229,030             897,910             829,371           948,000              466,500        0.69%
 Money and Property                  1,006,200             927,310             820,868           904,330              837,100        1.24%
 Transfers/Interfund Source                       -                  -         4,507,871                    -     12,215,558        18.16%
 Charges for Service                 2,514,090           3,576,380            4,099,295        4,167,000            3,360,000        5.00%
 Intergovernmental*                 14,555,480         12,470,590         11,245,223         13,182,440             8,704,000       12.94%
 Other Sources                       2,308,170           5,167,440            3,232,219        7,329,850                      0      0.00%

             Total                 $ 56,979,050 $ 60,493,800 $ 62,735,951 $ 68,206,970 $ 67,261,985                               100.00%

         % Change from Prior Year                         6.17%                3.71%             8.72%             -1.39%
* FY 2013 Intergovernmental revenue does not include state or federal grants. Starting in FY 2013, grant revenues and expenditures w ill be
separately appropriated one-by-one as they are received throughout the fiscal year.




                                                                         66
                                                         FY 2013 General Fund: Revenues


This category of revenue consists of taxes on the assessed value of real estate (including land, structures and
improvement) and taxes on the assessed value of inventory, furniture, and fixtures of business establishments. Property
is assessed at 100% of property value. The tax rate is the amount charged per $100 of assessed value, as determined by
the State Department of Assessments and Taxation. The Mayor and Council establish the tax rate each year in order to
finance the General Fund activities

The assessable base of all taxable property fluctuates because of changes to the market value of the existing base or
because of the addition of new residential or commercial properties. The City is under a tri-annual assessment period for
real property and increases are phased in over three years. FY2013 figures represent the first year of a new assessment.




                                                          Assessable Base of All Taxable Property
                                                                          In Billions of Dollars
                                                                            FY 2003 - FY 2013
                                  Assessable base is defined as the total value of all real and personal property in the City which is used
                                  as a basis for levying taxes. Tax exempt property is excluded from the assessable base.
                       $9.0


                       $8.0
                                                                                                $7.093      $7.030      $7.048      $6.952
 Billions of Dollars




                       $7.0
                                                                                                                                              $6.165
                                                                                    $5.903
                       $6.0
                                                                        $5.044
                       $5.0
                                                            $4.144
                       $4.0
                                                $3.708
                                   $3.092
                         $2.760
                       $3.0


                       $2.0




                                                                                   67
                                     FY 2013 General Fund: Revenues


A City resident pays a combined tax rate levied by the City, Anne Arundel County, and the State of Maryland. The County
tax rate is reduced for City residents because City residents do not utilize certain County services to the same extent they
are used by other County residents. The cost of education, provided by the County, is the major factor in calculating the
credit or tax differential. The tax rates for the last several years based on full assessed values have been as follows:




                                                               Total Rate in City
      Fiscal                                                                            County Tax      Non-City
                  City Rate     County Rate     State Rate    (Sum of City, County, &
       Year                                                        State Rate)
                                                                                        Differential   County Rate

        13           0.640          0.564          0.112              1.316                0.377          0.941
        12           0.560          0.543          0.112              1.215                0.367          0.910
        11           0.530          0.525          0.112              1.167                0.353          0.878
        10           0.530          0.523          0.112              1.165                0.353          0.876
        09           0.530          0.530          0.112              1.172                0.358          0.888
        08           0.530          0.531          0.112              1.173                0.360          0.891
        07           0.530          0.548          0.112              1.190                0.370          0.918
        06           0.560          0.555          0.132              1.247                0.376          0.931
        05           0.580          0.561          0.132              1.273                0.380          0.941
        04           0.600          0.555          0.132              1.287                0.400          0.955
        03           0.624          0.550          0.084              1.258                0.400          0.950




                                                             68
                                                   FY 2013 General Fund: Revenues


This category of property consists of taxes on the assessed value of real property, which includes land, structures, and
improvements. Real property taxes are charged on both residences and commercial establishments. In FY2013, real
property taxes alone are budgeted at $ 36,421,346 to maintain a constant levy from the prior fiscal year. These real
property taxes constitute 54% of the City’s FY2013 General Fund revenue budget.

The calculation of assessed value begins with an estimate prepared by the State of the assessed value of all property that
will be on the tax roles as of the beginning of the City’s FY2013. The estimate of tax revenue is based on multiplying the
assessed value by the tax rate, taking into account when, during the fiscal year, the tax on new property is taxed and the
impact of appeals and late payments from previous years.



                                                            Real Property Tax Revenue
                                                                  In Millions of Dollars
                                                                    FY 2003 - FY 2013
                          $45

                          $40

                          $35
   Millions of Dollars




                          $30

                          $25

                          $20

                          $15

                          $10
                             FY 03     FY 04   FY 05    FY 06      FY 07        FY 08     FY 09       FY 10     FY 11    FY 12   FY 13
                                                                                                                        Adopted Adopted



                                     Real Property Tax Revenue History, Projections, and Percent Change
                                                             FY 2003 - FY 2013

                         REAL PROPERTY TAX
                                                  FY 2003       FY 2004         FY 2005      FY 2006          FY 2007
                              Revenue
                                                   Actual        Actual          Actual       Actual           Actual

                            Revenue             $16,446,120 $17,960,670 $19,383,540 $20,806,040 $22,976,330

                             % Change from Prior Year            9.21%           7.92%            7.34%        10.43%


                         REAL PROPERTY TAX
                                                 FY 2008        FY 2009         FY 2010      FY 2011          FY 2012    FY 2013
                         Revenue (continued)
                                                  Actual         Actual          Actual       Actual          Adopted    Adopted

                           Revenue             $26,441,770 $30,347,750 $31,571,200 $32,550,332 $36,421,346 $36,421,346

                                % Change          15.08%        14.77%           4.03%        3.10%           11.89%      0.00%




                                                                           69
                                                          FY 2013 General Fund: Revenues

This category of revenue consists of the City’s share of income taxes received by the State for returns filed from
Annapolis. The income tax is the second largest source of revenue to the General Fund.


Maryland counties are able to impose an income tax that “piggy-backs” on the State income tax. Municipalities receive
only a fraction of the piggy-back tax collected by the State from returns filed in the municipality; the County receives the
remainder of the tax.


                                                                     IncomeTax Revenue
                                                                      In Millions of Dollars
                                                                        FY 2003 - FY 2013
                        $6.0


                        $5.5
  Millions of Dollars




                        $5.0


                        $4.5


                        $4.0


                        $3.5


                        $3.0
                          FY 03          FY 04   FY 05       FY 06      FY 07      FY 08         FY 09       FY 10      FY 11      FY 12     FY 13
                                                                                                                                  Adopted   Adopted




                                            Income Tax Revenue History, Projections, and Percent Change
                                                                FY 2003 - FY 2013



                         INCOME TAX Revenue              FY 2003       FY 2004         FY 2005           FY 2006       FY 2007
                                                          Actual        Actual          Actual            Actual        Actual

                               Revenue               $3,934,780      $3,998,210    $3,845,710        $4,444,410      $5,264,850
                                % Change from Prior Year                1.61%           -3.81%           15.57%        18.46%



                        INCOME TAX Revenue
                                                         FY 2008      FY 2009          FY 2010           FY 2011      FY 2012       FY 2013
                            (continued)
                                                          Actual       Actual           Actual            Actual      Adopted       Adopted

                               Revenue              $5,168,800       $5,422,810    $4,328,300       $4,589,934       $4,900,000    $4,700,000
                                 % Change                -1.82%        4.91%           -20.18%            6.04%        6.76%         -4.08%




                                                                                  70
                                             FY 13 General Fund: Expenditures



The following tables detail General Fund expenditures by Type and by Department for a five year period starting in
FY 2009:


                                                                                                                                         % of
   GENERAL FUND                     FY 2009              FY 2010               FY 2011           FY 2012              FY 2013
                                                                                                                                        Total
 Expenditures by Type                Actual               Actual                Actual           Adopted              Budget
                                                                                                                                       (FY 13)
  Personnel                      $ 43,453,600 $ 46,418,150 $ 41,028,339 $ 42,533,180 $ 45,965,367                                       72.69%
  Operating                           9,337,360          10,854,640             8,258,806           7,358,840           8,687,021       13.74%
  Capital Outlay                        548,840            1,262,970             284,651              250,000             303,000         0.48%
  Debt Service                        6,029,110            6,702,990            4,489,773           4,281,840           3,613,680               0
  Administrative*                         34,240          (4,088,090)                     -         7,485,160                      -      0.00%
  Contribution to CIP                 2,058,610            1,473,570                      -                    -                   -      0.00%
  Community Contrib'tions                        -                    -                   -                    -          320,000         0.51%
  Contingency Reserve                            -                    -                   -                    -          400,000               0
  Liability Insurance                            -                    -                   -                    -          828,819         1.31%
  Transfers Out                                  -                    -           425,000                      -        3,117,444         4.93%

   ENDING BALANCE                $ 61,461,760 $ 62,624,230 $ 54,486,570 $ 61,909,020                                   63,235,331          100%

        % Change from Prior Year                          1.89%                -12.99%             13.62%               2.14%
* The negative dollar amounts are a result of the credits to the General Fund for indirect administrative costs allocated to each enterprise fund.




                                                                          71
                                            FY 13 General Fund: Expenditures




    GENERAL FUND                                                                                                                         % of
                                    FY 2009             FY 2010                FY 2011          FY 2012              FY 2013
    Expenditures by                                                                                                                     Total
                                     Actual              Actual                 Actual          Adopted              Budget
      Department                                                                                                                       (FY 13)
 Mayor & Alderpersons           $    2,875,160 $          2,531,360 $           2,437,774 $        2,515,360 $         2,707,117         4.28%
 Economic Affairs                       459,630             420,080              508,540                      -           450,000        0.71%
 Finance                             3,541,580            4,157,600             1,967,851          3,724,840           4,024,449         6.36%
 Human Resources                        868,630             972,580              796,761             727,300              895,418        1.42%
 Planning and Zoning                 1,641,180            1,873,170             1,417,776          1,478,080           1,493,356         2.36%
 Central Services                    2,182,040            2,577,320                      0                    -                    -           0
 Police                             16,526,890          17,406,470             16,212,052        15,409,490           15,013,271       23.74%
 Parking Operations*                    616,790             556,100                       -          541,150                       -           0
 Fire                               13,541,530          15,689,740             11,876,816        12,990,340           13,455,791       21.28%
 Neighbrh'd & Environm't             2,325,160            2,376,840             3,176,327          2,253,560           2,435,736         3.85%
 Public Works                        5,437,360            6,284,840             4,474,508          6,476,390           6,827,434       10.80%
 Recreation & Parks                  3,323,850            3,689,660             3,880,465          4,025,510           4,094,244         6.47%
 Debt Service                        6,029,110            6,702,990             4,489,773          4,281,840           3,613,680         5.71%
 Administrative**                        34,240          (4,088,090)                      -        7,485,160                       -           0
 Contribution to CIP                 2,058,610            1,473,570                       -                   -                    -           0
 Transfers Out                                   -                   -           425,000                      -        3,117,444         4.93%
 Staff Conversions***                            -                   -                    -                               158,448        0.25%
 Furlough Abolishment                            -                   -                    -                   -           662,774        1.05%
 Fleet Replacement                               -                   -                    -                   -           487,350        0.77%
 Contributions                                   -                   -                    -                   -           320,000        0.51%
 Contingency & Insur'nce                         -                   -                    -                   -        1,228,819         1.94%
 Retirement Costs                                -                   -                    -                   -        2,250,000         3.56%

   ENDING BALANCE                $ 61,461,760 $ 62,624,230 $ 51,663,643 $ 61,909,020                                  63,235,331          100%
        % Change from Prior Year                         1.89%                 -17.50%            19.83%               2.14%
* In FY 2013, Parking Operations expenditures w ere moved to the Transportation Fund (an enterprise fund)
** The negative dollar amounts are a result of the credits to the General Fund for indirect administrative costs allocated to each enterprise fund
*** Halfw ay through FY2013, some of the City's contractual employees w ill be converted to Civil Service or Exempt status. This category
reflects the associated costs.




                                                                          72
                                                      FY 13 General Fund: Expenditures



The following graph illustrates total General Fund expenditures over a several-year period, starting with FY 2002:




                                                     Actual General Fund Expenditures Over Time
                                                                  Millions of Dollars
                                                                  FY 2002 - FY2013
                       $65                                                                                                $63.2
                                                                                                  $62.6
                       $60
                                                                                          $61.5                   $61.9
 Millions of Dollars




                       $55

                       $50                                                $48.2   $53.3                   $54.5

                       $45
                                     $41.3                        $45.6
                             $39.9
                       $40
                                                          $39.8
                       $35                   $38.2

                       $30




                                                                             73
                                    FY 2013: Enterprise Funds




Enterprise Funds are used to account for operations that are financed and operated in a manner similar
to private business enterprises where the goal is that the cost of expenses, including operations and
capital, are financed or recovered primarily through user-related charges. Capital purchases are not
budgeted as expenses; in accordance with Generally Accepted Accounting Principles, they are
depreciated over the useful life of the asset. Individual operations which the City of Annapolis has as
enterprise funds include the Water, Sewer, Parking, Dock, Market, Transportation, Stormwater
Management and Refuse Fund.

The City’s goal is for enterprise funds to establish rates which provide for self-sufficiency.

All funds are summarized on the following pages.




                                                      74
                                             FY 2013: Enterprise Funds

                                                            Water Fund

The Water Fund is an enterprise fund used to acount for all financial activity associated with the operation of the City’s
water plant and water distribution system. The fund’s primary source of revenue is from user charges levied on water
customers. User charges consist primarily of service charges, penalties and new connections. The revenue for water
charges is based on usage, population increases/decreases as well as annexations into the City. Another primary source
of revenue is the capital facility assessment. The capital facility assessment is the fee charged to customers for
maintenance of the City’s water system. It is billed to the property owner over a period of thirty years and is used solely
for water system improvements.

The Water Fund consists of two divisions: Water Supply & Treatment Facility and Water Distribution. The Water Supply
and Treatment Facility (commonly referred to as the Water Plant) is responsible for the production, treatment, testing,
storage and initial distribution of all potable water for customers of the City. The Water Distribution division is responsible
for meter reading and operating, and maintaining and repairing the City’s 125-mile water distribution system, including
service lines, water meters and fire hydrants.


                                                                                                                   % of
 WATER FUND Revenues             FY 2009          FY 2010             FY 2011        FY 2012       FY 2013        Total
                                  Actual           Actual              Actual        Adopted       Adopted       (FY 13)
  Charges for Service          $ 3,250,590       $ 3,170,330     $ 3,888,613        $ 7,345,900 $ 7,492,818      94.28%
  Water Rental Income               95,730            95,380            104,194         50,000        55,000      0.69%
  Capital Facility Fees           340,540            334,500            356,258        400,000       400,000      5.03%
  Transfers In                               -     1,350,000            634,660                -             -         0
  Interest Income                            -               -             918                 -             -         0
  Non-operating adjustments                  -               -                  -              -             -         0
  Intergovernmental                          -               -            5,377                -             -         0
  Other                                      -         2,050                    -              -             -         0

              Total            $ 3,686,860 $ 4,952,260 $ 4,990,020 $ 7,795,900 $ 7,947,818                         100%

          % Change from Prior Year                 34.32%              0.76%         56.23%         1.95%


                                                                                                                   % of
 WATER FUND Expenses             FY 2009          FY 2010             FY 2011        FY 2012       FY 2013        Total
                                  Actual           Actual              Actual        Adopted       Adopted       (FY 13)
  Personnel                    $ 1,937,210       $ 2,028,680     $ 2,041,035        $ 2,320,600 $ 2,430,455      30.68%
  Operating                     1,210,410          1,224,170          1,008,757       1,114,260     1,318,842    16.65%
  Capital Outlay                    80,210            16,550                    -              -             -         0
  Fleet Replacement                          -               -                  -              -      93,425      1.18%
  Debt Service                      746,390        1,268,930            358,690        724,410       865,500     10.92%
  Depreciation                      554,070          595,960            596,051        474,010       474,010      5.98%
  Administrative / Transfers        458,780          167,600            962,243       2,380,960     2,740,434    34.59%

              Total            $ 4,987,070 $ 5,301,890 $ 4,966,776 $ 7,014,240 $ 7,922,666                         100%

          % Change from Prior Year                 6.31%              -6.32%         41.22%        12.95%



                                                                 75
                                            FY 2013: Enterprise Funds

                                                             Sewer Fund

The Sewer Fund is an enterprise fund used to account for all financial activity associated with the operation of the City’s
sewage collection and treatment program. The fund’s primary source of revenue is from user charges levied on sewer
system customers. User charges consist primarily of service charges, penalties and new connections. The revenue for
sewer charges is based on usage, population increases/decreases as well as annexations into the City. Another primary
source of revenue is the capital facility assessment. The capital facility assessment is the fee charged to customers for
the maintenance of the City’s sewer system. It is billed to the property owner over a period of thirty years and is used
solely for sewage conveyance system improvements.

The Sewer Fund consists of two divisions: Water Reclamation Facility and Wastewater Collection. The Water
Reclamation Facility accounts for the City’s share of operating expenses for the treatment of all wastewater generated by
City customers and certain Anne Arundel County customers at the Annaplis Wastewater Treatment Plant, which is owned
jointly by Annapolis and Anne Arundel County. The Wastewater Collection division is responsible for operating,
maintaining and repairing the City’s 125-mile sewage conveyance system, including twenty-four pumping stations.



                                                                                                                       % of
 SEWER FUND Revenues            FY 2009             FY 2010            FY 2011           FY 2012       FY 2013        Total
                                 Actual              Actual             Actual           Adopted       Adopted       (FY 13)
     Charges for Service       $ 4,947,860      $ 4,570,710       $ 4,362,254        $ 6,607,400 $ 7,252,148         94.77%
     Capital Facility Fees       412,040              347,790            456,585           400,000       400,000      5.23%
     Interest Income               19,280                540               1,584                   -             -         0
     Other                          51,770             93,240             32,268                   -             -         0

              Total            $ 5,430,950 $ 5,012,280 $ 4,852,691 $ 7,007,400 $ 7,652,148                             100%

        % Change from Prior Year                    -7.71%             -3.18%            44.40%         9.20%


                                                                                                                       % of
 SEWER FUND Expenses            FY 2009             FY 2010            FY 2011           FY 2012       FY 2013        Total
                                 Actual              Actual             Actual           Adopted       Adopted       (FY 13)
  Personnel                    $ 1,066,740      $     755,010     $      635,255     $     436,450 $     525,026      7.56%
  Operating                      531,750              485,140            415,024           451,250       449,450      6.47%
  Contract Services              988,290            3,254,850          3,194,266          3,189,190     3,191,985    45.95%
  Fleet Replacement                         -                 -                  -                 -      77,360      1.11%
  Debt Service                     782,860          1,038,360            229,175           997,360       774,577     11.15%
  Depreciation                     617,350            631,970            632,921           631,970       631,970      9.10%
  Administrative / Transfers        97,140          1,375,460          1,311,852          1,233,700     1,295,657    18.65%
  Intergovernmental                         -                 -          912,484                   -             -         0

              Total            $ 4,084,130 $ 7,540,790 $ 7,330,977 $ 6,939,920 $ 6,946,025                             100%

        % Change from Prior Year                    84.64%             -2.78%             -5.33%        0.09%




                                                                  76
                                           FY 2013: Enterprise Funds

                                                       Refuse Fund

The Refuse Fund is an enterprise fund used to account for all financial activity associated with the operation of the City's
solid waste and curbside recycling. The fund's primary source of revenue is from refuse charges paid by the residential
customers. The revenue for refuse charges is based on residential population increases/decreases as well as residential
annexations into the City. The fund's primary expense, aside from personnel costs, is the landfill tipping fee paid to the
County for the disposal of residential and bulk refuse. Formerly, another primary expense was the contract service cost
incurred for curbside recycling services. This is still the case, but now even more so as the City also contracted out solid
waste collection starting in FY2013.

The decision to privatize solid waste collection was informed by results from the National Citizen Survey which asked a
question specific to contracting solid waste services as a cost-saving measure. The solid waste privatization question and
responses as reported by the National Citizen Survey are shown below. Thirty-three percent of respondents strongly
supported privatization as a cost-saving measure and 33 % somewhat supported it. Please see the “Guiding Factors”
section of this document for more information on the National Citizen Survey.



National Citizen Survey Cost-Saving Question (custom question for the City):




                                                                             The National Citizen Survey™ by National Research Center, Inc.




                                                             77
                                       FY 2013: Enterprise Funds



                                                                                                             % of
REFUSE FUND Revenues         FY 2009        FY 2010            FY 2011        FY 2012        FY 2013        Total
                              Actual         Actual             Actual        Adopted        Adopted       (FY 13)
Refuse Collection Charges   $ 3,742,530    $ 3,683,650     $ 3,653,009       $ 3,903,200    $ 3,297,068 100.00%
Other                                  -              -          260,000          15,000               -         0
Transfers                              -              0                  -      (250,000)              -         0

            Total           $ 3,742,530 $ 3,683,650 $ 3,913,009 $ 3,668,200 $ 3,297,068                      100%

        % Change from Prior Year             -1.57%             6.23%          -6.26%        -10.12%




                                                                                                             % of
REFUSE FUND Expenses         FY 2009        FY 2010            FY 2011        FY 2012        FY 2013        Total
                              Actual         Actual             Actual        Adopted        Adopted       (FY 13)
Personnel                   $ 1,299,460    $ 1,333,260     $ 1,168,558       $ 1,370,040 $     619,045     20.67%
Contract Services               836,810        838,010           250,299         887,750       766,387     25.59%
Operating                       197,800        184,370           690,612         176,300       747,845     24.97%
Debt Expense                           -              -            4,891                -        9,936      0.33%
Depreciation                       4,010        35,910            35,630           4,000        35,905      1.20%
Administrative                  843,620        892,990           698,199         400,680       816,005     27.24%
Transfers                              -       848,000           451,230         550,000               -         0

            Total           $ 3,181,700 $ 4,132,540 $ 3,299,419 $ 3,388,770 $ 2,995,123                      100%

        % Change from Prior Year             29.88%            -20.16%         2.71%         -11.62%




                                                          78
                                             FY 2013: Enterprise Funds

                                                 Stormwater Management Fund

The Stormwater Management Fund is an enterprise fund used to account for all financial activity associated with the
operation of the City's stormwater facilities. The fund is totally self-supporting. The fund's primary source of revenue is a
utility charge levied on water customers. The revenue for stormwater charges is based on population increases or
decreases as well as annexations into the City. Revenues generated directly support the Stormwater Utility. Additional
work such as upgrading of existing storm drain systems, development of drainage basin studies, water quality
improvements, administrative costs and construction of major capital improvements are required under the Clean Water
Act.



     STORMWATER                                                                                                             % of
    MANGEMENT FUND                 FY 2009           FY 2010            FY 2011           FY 2012           FY 2013        Total
       Revenues                     Actual            Actual             Actual           Adopted           Adopted       (FY 13)
  Stormwater Charges           $     516,780     $     509,990      $     493,586     $     934,000     $     934,000 100.00%
  Interest Income                            -                90                 51                 -                 -         0
  Other                              150,000             1,500                    -                 -                 -         0

              Total            $     666,780 $         511,580 $          493,637 $         934,000 $         934,000       100%

          % Change from Prior Year                   -23.28%            -3.51%            89.21%             0.00%



     STORMWATER                                                                                                             % of
   MANAGEMENT FUND                 FY 2009           FY 2010            FY 2011           FY 2012           FY 2013        Total
       Expenses                     Actual            Actual             Actual           Adopted           Adopted       (FY 13)
  Personnel                    $     177,270     $     169,730      $     237,325     $     190,850 $         201,080     21.70%
  Operating                           94,610           160,620             82,550            79,000            79,000      8.52%
  Debt Service                               0          18,020              8,750            37,180             9,085      0.98%
  Depreciation                               -           1,630              1,629             1,630             1,629      0.18%
  Administrative                     613,640           261,370                    -          40,580            46,047      4.97%
  Transfers                                  -         290,040            265,233           500,000           590,000     63.66%

              Total            $     885,520 $         901,410 $          595,487 $         849,240 $         926,840       100%

          % Change from Prior Year                    1.79%             -33.94%           42.61%             9.14%




                                                                   79
                                             FY 2013: Enterprise Funds

                                                          Market Fund

The Market House Fund is an enterprise fund used to account for all financial activity associated with the operation of the
City's Market House, an enclosed pavilion housing vendors who sell a wide variety of quality goods. The fund's revenue
is from rent paid by the vendors. Primary expenses are operating costs, debt service, depreciation, and contract services
used to pay a management company.



                                                                                                                            % of
 MARKET FUND Revenues              FY 2009           FY 2010            FY 2011           FY 2012           FY 2013        Total
                                    Actual            Actual             Actual           Adopted           Adopted       (FY 13)
  Market Charges               $       3,190     $      77,910     $       36,931 $                 -   $     229,000 100.00%
  Interest Income                            -                 -             203                    -                 -         0
  Transfers                          668,000           775,800                    -         142,850                   -         0

              Total            $     671,190 $         853,710 $           37,134 $         142,850 $         229,000       100%

        % Change from Prior Year                     27.19%             -95.65%           284.68%           60.31%




                                                                                                                            % of
 MARKET FUND Expenses              FY 2009           FY 2010            FY 2011           FY 2012           FY 2013        Total
                                    Actual            Actual             Actual           Adopted           Adopted       (FY 13)
  Operating                    $       6,860     $     301,560     $       35,047     $      10,000 $         136,700     59.74%
  Capital Outlay                     691,740            20,120                    -                 -                 -         0
  Debt Service                        59,840            58,300             30,990            94,900            54,321     23.74%
  Depreciation                        24,890            24,890             24,892            24,890            25,000     10.93%
  Administrative                      44,940            44,400             80,741            12,790            12,791      5.59%

              Total            $     828,270 $         449,270 $          171,670 $         142,580 $         228,813       100%

        % Change from Prior Year                     -45.76%            -61.79%           -16.95%           60.48%




                                                                   80
                                           FY 2013: Enterprise Funds

                                                 Sidewalk Revolving Fund

The Sidewalk Fund is a new fund for FY2013. The purpose of the fund is to address the need for sidewalk replacement,
repair, and maintenance throughout the City. As opposed to putting the burden on the City residents and business
owners to repair and maintain the sidewalks in front of their own properties, the City will maintain the responsibility. The
decision to keep sidewalk improvement the responsibility of the City was made, in part, due to results from the National
Citizen Survey which asked a question specific to sidewalk improvement. The sidewalk question and responses as
reported by the National Citizen Survey are shown below. Twenty-two percent of respondents strongly supported a raise
in the real estate tax in support of keeping sidewalk maintenance the City’s responsibility and 28% of respondents
somewhat supported it. Please see the “Guiding Factors” section of this document for more information on the National
Citizen Survey.


The costs of the repair and maintenance of sidewalks will be charged to the Capital Improvement Program (CIP) Budget
but the personnel costs associated with the labor are attributed to this Sidewalk Fund. This Sidewalk Fund is a revolving
fund such that tax revenue will be transferred from the General Fund into this Sidewalk Fund to pay for only those
personnel costs associated with sidewalk repair and maintenance. This tax revenue will be a constant source of revenue
from year to year to ensure necessary sidewalk repair is properly funded. Additionally, residents may elect to contribute
to the Sidewalk Fund in order to accelerate improvement of the sidewalk abutting their property.



National Citizen Survey Sidewalk Maintenance Question (custom question for the City):




                                                                             The National Citizen Survey™ by National Research Center, Inc.




                                                             81
                                         FY 2013: Enterprise Funds



                                                                                                               % of
SIDEWALK REVOLVING
                               FY 2009         FY 2010         FY 2011         FY 2012           FY 2013      Total
   FUND Revenues
                                Actual          Actual          Actual         Adopted           Adopted     (FY 13)
Transfer from General Fund $             - $             - $             - $             -   $     277,444 100.00%

            Total         $              - $             - $             - $             - $       277,444     100%
      % Change from Prior Year            Not applicable Not applicable Not applicable Not applicable




                                                                                                               % of
SIDEWALK REVOLVING
                               FY 2009         FY 2010         FY 2011         FY 2012           FY 2013      Total
   FUND Expenses
                                Actual          Actual          Actual         Adopted           Adopted     (FY 13)
Personnel                 $              - $             - $             - $             - $       277,444 100.00%

            Total         $              - $             - $             - $             - $       277,444     100%
      % Change from Prior Year            Not applicable Not applicable Not applicable Not applicable




                                                          82
                                           FY 2013: Enterprise Funds



                                                    Transportation Fund

The Transportation Fund is an enterprise Fund used to account for all financial activity associated with the operation and
maintenance of the City's public transportation system. This fund usually operates at a significant deficit which is offset by
transfers from Parking Fund revenue and the General Fund. The fund's primary source of revenue is from transit charges
based on the number of passengers annually. Federal and State Grants also account for a large portion of revenues.



The Transportation Fund formerly consisted of three divisions: Administration, Vehicle Operations, and Maintenance.
Starting in FY2013, Parking Operations is now part of the Transportation Fund. Parking Operations was formerly under
the General Fund but starting in FY2013, all Parking Operations expenditures will come under the Transportation Fund.
Parking Operations is the division responsible for on-street parking operations such as meter collections and parking
enforcement. The Administration Division is responsible for operational planning and service management, grants
management, and taxi and pedicab licensing and regulation. The Vehicle Operations Division is responsible for operating
an effective and efficient public transit system in accordance with all state and federal regulations. The Maintenance
Division is responsible for the repair and maintenance of all service and support vehicles, facilities and equipment.



                                                         (continued)




                                                              83
                                                  FY 2013: Enterprise Funds




                                                                                                                                % of
TRANSPORTATION FUND
                                        FY 2009         FY 2010               FY 2011        FY 2012          FY 2013          Total
      Revenues
                                         Actual          Actual                Actual        Adopted          Adopted         (FY 13)
 Transportation Charges             $     968,710      $ 1,077,230        $     764,847     $ 1,488,000      $ 1,330,000       31.89%
 Transfers                                        -      4,400,000              500,000       1,797,680        2,840,000       68.11%
 County Contributions                     150,000          150,000              117,568                 -                 -            0
 State Oper. & Capital Grants           1,402,610        1,223,420            1,365,142       2,400,000                   -            0
 Federal Oper. & Capital Gra              772,730        1,113,610              181,157                 -                 -            0
 Other                                     51,730            91,940               6,431          10,000                   -            0

             Total                 $ 3,345,780 $ 8,056,200 $ 2,935,144 $ 5,695,680 $ 4,170,000                                     100%

         % Change from Prior Year                       140.79%               -63.57%         94.05%           -26.79%
* FY13 figures do not include grant revenues. Starting in FY 2013, grant revenues and expenditures will be separately appropriated one-
by-one as they are received throughout the fiscal year.




                                                                                                                                % of
TRANSPORTATION FUND
                                        FY 2009         FY 2010               FY 2011        FY 2012          FY 2013          Total
      Expenses
                                         Actual          Actual                Actual        Adopted          Adopted         (FY 13)
 Personnel                          $ 3,566,360        $ 3,707,910        $ 2,718,946       $ 2,965,530 $ 2,337,441            56.08%
 Operating                                803,410          748,500              808,269         987,510           719,745      17.27%
 Debt Service                              22,500            19,480               2,780          19,190            13,422          0.32%
 Depreciation                             432,770          526,410              507,194         335,570           335,570          8.05%
 Administrative                           326,870          284,980                      -       629,910           725,689      17.41%
 Transfers                                        -                 -           628,927                 -                 -            0
 Capital Outlay                                   -                 -           118,048                 -                 -            0
 Fleet Replacement                                 -                 -                  -                -         36,000          0.86%

             Total                 $ 5,151,910 $ 5,287,280 $ 4,784,164 $ 4,937,710 $ 4,167,867                                     100%

         % Change from Prior Year                         2.63%               -9.52%          3.21%            -15.59%
* FY13 figures do not include grant-funded expenditures. Starting in FY 2013, grant revenues and expenditures will be separately
appropriated one-by-one as they are received throughout the fiscal year.
** FY13 figures include Parking Operations (on-street parking) expenditures.




                                                                         84
                                                FY 2013: Enterprise Funds

                                                             Parking Fund

What was formerly the Off-Street Parking Fund merged with Parking Operations to form one inclusive Parking Fund.
Parking Operations is on-street parking. It is a division responsible for the operation of parking meters and enforcement
of all parking violations in the City (via the issuance of citations). As such, parking enforcement officers make up the bulk
of the parking operations. Formely, Parking Operations was part of the General Fund; its revenues from meter collections
and parking citations were attributed to the General Fund as were all expenses associated with the operation.

Parking operations was formerly under the direction of the Police Department, but once it came under the direction of the
Department of Transportation, it made fiscal sense to join Parking Operations with Off-Street Parking. This makes it
easier to abide by City ordinance which mandates that parking revenues are to offset Transportation expenses. Now,
revenue from Parking Operations is attributed to the Off-Street Parking Fund while expenses are charged to the
Transportation Fund (which is also an enterprise fund).

The off-street parking functions of the Parking Fund remain the same. Off-street parking accounts for all financial activity
associated with the operation of the City’s municipal off-street parking facilities. These facilities include the Noah Hillman
parking garage, Gott’s Court parking garage, Knighton parking garage, Park Place parking garage and two parking lots
(Larkin and South Street). The primary source of off-street revenue is from garage parking fees. The City maintains a
contractual agreement with a parking management company (Towne Park) for the day-to-day operations of all parking
facilities.


                                                                                                                                  % of
    PARKING FUND Revenues               FY 2009           FY 2010          FY 2011          FY 2012           FY 2013            Total
                                         Actual            Actual           Actual          Adopted           Adopted           (FY 13)
      Off-Street Parking Charges $ 2,869,770            $ 3,213,470      $ 3,150,184       $ 3,650,000 $ 2,365,000              42.73%
      Citations & Meters                 1,659,741         1,420,684        1,445,689         1,525,000        3,170,000        57.27%
      Interest Income                           430             1,440              646                  -                   -         0

                  Total               $ 4,529,941 $ 4,635,594 $ 4,596,519 $ 5,175,000 $ 5,535,000                                 100%

            % Change from Prior Year                       2.33%            -0.84%           12.59%             6.96%


                                                                                                                                  % of
          PARKING FUND
                                        FY 2009           FY 2010          FY 2011          FY 2012           FY 2013            Total
            Expenses*
                                         Actual            Actual           Actual          Adopted           Adopted           (FY 13)
      Contract Services               $ 1,005,100       $ 1,021,210      $ 1,016,160       $ 1,023,070 $ 1,321,092              23.94%
      Other Operating                      233,270           229,270          174,556           211,410          211,410         3.83%
      Capital Outlay                               0          15,000             1,500                  -                   -         0
      Debt Service                       1,168,700         1,108,300          755,659           538,740          396,650         7.19%
      Depreciation                         413,130           413,940          108,041           413,940          413,940         7.50%
      Administrative                       (484,490)        (512,720)         328,729           325,291          334,607         6.06%
      Transfers                                     -      2,300,000          500,000         1,100,000        2,840,000        51.47%

                  Total               $ 2,335,710 $ 4,575,000 $ 2,884,645 $ 3,612,451 $ 5,517,699                                 100%

            % Change from Prior Year                      95.87%           -36.95%           25.23%            52.74%
    * Does not include on-street Parking Operations expenses (those expenses are included under the Transportation Fund).




                                                                    85
                                                  FY 2013: Enterprise Funds

                                                                 Dock Fund


The Dock Fund is an enterprise fund used to account for all financial activity associated with the management and control
of the City’s waterways, including slips and mooring buoys, showers and restrooms for boaters, sewage pump-out
faciliites for boaters, and maintenance of the City Dock area. This fund is totally self-supporting, generating annual
surplus. The Dock Fund’s primary source of revenue is from slip charges. These are fees charged for mooring at a City
Dock boat clip, based on the number of hours the boat stays in the slip.



                                                                                                                                % of
  DOCK FUND Revenues                    FY 2009            FY 2010            FY 2011           FY 2012        FY 2013         Total
                                         Actual             Actual             Actual           Adopted        Adopted        (FY 13)
  Dock Charges                      $     867,020      $     857,690      $ 1,022,585       $ 1,076,660       $ 1,196,000 100.00%
  Interest Income                                 -              200                    -                 -               -            0
  State Oper. & Capital Grants            637,010            140,260            131,051           188,650                 -            0
  Federal Oper. & Capital Gra              59,360                    -          108,740                   -               -            0

              Total                $ 1,563,390 $             998,150 $ 1,262,376 $ 1,265,310 $ 1,196,000                           100%
         % Change from Prior Year                          -36.15%            26.47%             0.23%          -5.48%
* FY13 figures do not include grant revenues. Starting in FY 2013, grant revenues and expenditures will be separately appropriated one-
by-one as they are received throughout the fiscal year.




                                                                                                                                % of
  DOCK FUND Expenses                    FY 2009            FY 2010            FY 2011           FY 2012        FY 2013         Total
                                         Actual             Actual             Actual           Adopted        Adopted        (FY 13)
  Personnel                         $     423,850      $     406,410      $     344,710     $     358,060 $       360,089      32.25%
  Operating                               155,730            237,360            320,138           129,800         129,300      11.58%
  Debt Service                            441,370            420,120            130,690           401,180         182,731      16.37%
  Depreciation                            267,070            266,510            256,945           214,030         215,000      19.26%
  Administrative                          229,800            256,270                    -         152,860         117,546      10.53%
  Transfers                                       -        2,842,800            175,806                   -       100,000          8.96%
  Fleet Replacement                                -                 -                  -                 -        11,905          1.07%

              Total                $ 1,517,820 $ 4,429,470 $ 1,228,289 $ 1,255,930 $ 1,116,572                                     100%

         % Change from Prior Year                          191.83%            -72.27%            2.25%         -11.10%
* FY13 figures do not include grant-funded expenditures. Starting in FY 2013, grant revenues and expenditures will be separately
appropriated one-by-one as they are received throughout the fiscal year.




                                                                         86
                                         Special Revenue Fund



Special revenue funds are used to account for the proceeds of specific revenue sources that are
restricted by legal and regulatory provisions to finance specific activities. Included in the special revenue
fund is the Community Development Block Grant.



Community Development Block Grant

The Community Development Block Grant (CDBG) Fund is a special revenue fund supported by grant or
federal funds from the United States Department of Housing and Urban Development. This grant is made
available to the City for affordable housing, homelessness, and community and economic development
activities. The City’s Housing and Community Development Committee, a standing committee of the City
Council, with staff input and support, hears community grant requests and makes recommendations to
the full City Council for approval. The process is separate from the normal operating and capital budget
adoption. The Housing and Community Development division of the Department of Planning and Zoning
is responsible for planning, organizing and implementing the CDBG program.



                                                                                                              % of
 CDBG Revenues               FY 2009          FY 2010              FY 2011       FY 2012        FY 2013      Total
                              Actual           Actual               Actual       Adopted        Adopted     (FY 13)
 CDBG Revenues           $     727,630    $     824,940        $     469,922   $    324,840 $     212,110 100.00%

       Total             $     727,630 $        824,940 $            469,922 $      324,840 $     212,110     100%
   % Change from Prior Year                   13.37%               -43.04%         -30.87%      -34.70%




                                                                                                              % of
CDBG Expenditures            FY 2009          FY 2010              FY 2011       FY 2012        FY 2013      Total
                              Actual           Actual               Actual       Adopted        Adopted     (FY 13)
 Operating               $     542,030    $     642,030        $     309,754   $    123,050 $      42,400   19.99%
 Capital                       185,600          182,910              160,168        201,790       169,710   80.01%

       Total             $     727,630 $        824,940 $            469,922 $      324,840 $     212,110     100%

   % Change from Prior Year                   13.37%               -43.04%         -30.87%      -34.70%




                                                          87
                                        Debt Service Fund

Debt Service Fund Summary:

The City issues general obligation bonds to provide funds for the acquisition and construction of major
capital facilities. General obligation bonds have been issued for both general government and proprietary
activities. These bonds therefore are reported in the proprietary funds as they are expected to be repaid
from proprietary fund revenues. In addition, general obligation bonds have been issued to refund general
obligation bonds. General obligation bonds are direct oligations and pledge the full faith and credit of the
City.


General Obligation Bonds:

As of June 30, 2012, the City had six general obligation bond issues outstanding, as described below:


  1. Public Improvement Refunding Bonds of 2003 – These $7,690,000 bonds were issued on June 26,
     2003, with a tweleve year term. The bond proceeds were used for the refunding of a part of the
     1993, 1994, and 1995 series bonds.

  2. Public Improvement Bonds of 2005 – These $15,000,000 bonds were issued on August 11, 2005
     with a twenty year term. The bond proceeds were used to fund the police station renovation,
     Knigton Garage and other various public projects.

  3. Public Improvement Bonds of 2007 – These $28,900,000 bonds were issued on August 15, 2007
     with a fifteen year term. The bond proceeds were used to finance the start of the new recreation
     center, replace the City Dock bulkhead, public safety improvements, general roadway
     improvements, and other various public projects.

  4. Public Improvement Bonds of 2009 -- These $26,970,000 bonds were issued on June 15, 2009,
     with a twenty year term. The bond proceeds were used to fund the remaining cost of the new
     recreation center, general roadway improvements, various public works projects, public safety
     facilities, and other various general governmental projects.

  5. Public Improvement and Refunding Bonds, Series 2011 – These $35,820,000 bonds were issued in
     March 23, 2011 with a thirty year term. The bond proceeds were used for the refunding of all or
     part of five general obligation bonds: $4,185,000 of the 1998 Public Improvement Bond,
     $11,120,000 of the 2002 Public Improvement Bond, $2,270,000 of the 2005 Public Improvement
     Bond, $9,175,000 of the 2007 Public Improvement Bond and $3,350,000 of the 2009 Public
     Improvement Bond. The remainder of the bond proceeds was used to finance the cost of
     improvement to the closed landfill, City Hall renovations, general roadways, a new City-wide
     financial system, sewer pumps, general sewer rehabilitiation and other various general government
     projects.

  6. Public Improvement and Refunding Bonds, 2012 Series – These $19,245,000 bonds were issued
     on June 26, 2012 with a twenty year term. The bond proceeds will be used for the refunding of all
     or part of two general obligation bonds: $8,110,000 of the 2005 Public Improvement Bonds and
     $3,535,000 of the 2007 Public Imporovement Bonds. The remainder of the bond proceeds will be
     used to finance roadway improvement, water distribution upgrades, sewer station and sewer pump
     rehabilitation and improvements, water treatment plant replacement, stormwater management
     retrofit projects, the upgrade of the water and sewer control and communication system (SCADA),
     and various other general government projects.




                                                     88
                                         Debt Service Fund



Loans:

As of June 30, 2012 the City had one loan outstanding, as described below:

  1. State of Maryland Water Quality Loan - This $1,570,795 loan was used to finance the costs of
     improvements to the Annapolis Water Reclamation Facility.


Capital Leases:

As of June 30, 2012 the City had one capital lease outstanding, as described below:

  2. Capital Lease - 2007 - This $2,015,000 loan was used to finance the cost of replacing aged City
     vehicles.



                                      LONG-TERM DEBT SUMMARY


The following is a list of the bonds, loans, and capital leases included in the CIty’s long-term debt as of
June 30, 2012.


General Fund Long-Term Debt:



               Bonds                     Year of      Outstanding      Interest Rate Year of Final
                                        Issuance       Principal                       Maturity
  Public Improvement Refunding            2003        $ 1,091,340            2.65%        2015
  Public Improvement                      2005             1,312,150   3.50 - 4.13%       2025
  Public Improvement                      2007             6,442,482   4.25 - 5.00%       2022
  Public Improvement                      2009         16,084,490      2.00 - 4.25%       2029
  Public Improvement & Refunding          2011         18,966,129      2.00 - 5.00%       2041
  Public Improvement & Refunding          2012         11,357,342      2.00 - 4.00%       2033

   Total Outstanding Principal                        $ 55,253,933



          Capital Leases                 Year of      Outstanding      Interest Rate Year of Final
                                        Issuance       Principal                       Maturity
  Vehicle Replacement                     2007        $      193,821         4.07%        2012

   Total Outstanding Principal                        $      193,821



GRAND TOTAL GENERAL Outstanding Principal $ 55,447,754




                                                      89
                                    Debt Service Fund


Enterprise Funds Long Term Debt:



             Bonds                  Year of   Outstanding      Interest Rate Year of Final
                                   Issuance    Principal                       Maturity
 Public Improvement Refunding        2003     $ 1,258,660            2.65%       2015
 Public Improvement                  2005           382,850    3.50 - 4.13%      2025
 Public Improvement                  2007          3,867,518   4.25 - 5.00%      2022
 Public Improvement                  2009          6,330,507   2.00 - 4.25%      2029
 Public Improvement & Refunding      2011      18,984,379      2.00 - 5.00%      2041
 Public Improvement & Refunding      2012          7,887,658   2.00 - 4.00%      2033

   Total Outstanding Principal                $ 38,711,572




         Capital Leases             Year of   Outstanding      Interest Rate Year of Final
                                   Issuance    Principal                       Maturity
 Vehicle Replacement                 2007     $       26,430         4.07%       2012

   Total Outstanding Principal                $       26,430




             Loans                  Year of   Outstanding      Interest Rate Year of Final
                                   Issuance    Principal                       Maturity
 Water Quality Loan                  1993     $      308,421         3.25%       2015

   Total Outstanding Principal                $      308,421



GRAND TOTAL ENTERPRISE Outstanding Princ. $ 39,046,423




                                              90
                                               Debt Service Fund

                               DEBT SERVICE PRINCIPAL & INTEREST PAYMENTS

      The tables below list the principal and interest payments for general obligation bonds, loans and capital
      leases for fiscal years 2010, 2011, 2012, and 2013.


                                                                                                       FY 13 % of
General Obligation
                         FY 2009         FY 2010         FY 2011          FY 2012       FY 2013      Total Adopted
     Bonds
                          Actual          Actual          Actual          Adopted       Adopted         Budget
   Principal          $ 5,885,820    $ 6,670,000     $ 4,235,000      $ 2,295,000 $ 3,291,325           3.53%
   Interest              2,816,850       3,408,710        3,038,567        4,179,020     2,378,676      2.55%

      Total          $ 8,702,670 $ 10,078,710 $           7,273,567 $ 6,474,020 $ 5,670,001             6.07%

   % Change from Prior Year              15.81%          -27.83%          -10.99%       -12.42%


                                                                                                       FY 13 % of
      Loans              FY 2009         FY 2010         FY 2011          FY 2012       FY 2013      Total Adopted
                          Actual          Actual          Actual          Adopted       Adopted         Budget
   Principal         $      87,580   $      95,660   $      93,369    $      96,400 $     100,000       0.11%
   Interest                 16,280          14,030          11,691           12,670        72,700       0.08%
      Total          $     103,860 $       109,690 $       105,060 $        109,070 $     172,700       0.19%

   % Change from Prior Year               5.61%          -4.22%            3.82%        58.34%



                                                                                                       FY 13 % of
  Capital Leases         FY 2009         FY 2010         FY 2011          FY 2012       FY 2013      Total Adopted
                          Actual          Actual          Actual          Adopted       Adopted         Budget
   Principal         $     378,750   $     394,320   $     410,534    $     427,420 $     188,452       0.20%
   Interest                 65,490          51,770          33,273           84,290        11,997       0.01%

      Total          $     444,240 $       446,090 $       443,807 $        511,710 $     200,449       0.21%

   % Change from Prior Year               0.42%          -0.51%           15.30%        -60.83%



                                                                                                       FY 13 % of
    SUMMARY              FY 2009         FY 2010         FY 2011          FY 2012       FY 2013      Total Adopted
                          Actual          Actual          Actual          Adopted       Adopted         Budget
   Total Principal    $ 6,352,150    $ 7,159,980     $ 4,738,903      $ 2,818,820 $ 3,579,778           3.84%
   Total Interest        2,898,630       3,474,510        3,083,530        4,275,980     2,463,372      2.64%

      Total          $ 9,250,780 $ 10,634,490 $           7,822,434 $ 7,094,800 $ 6,043,150             6.47%

   % Change from Prior Year              14.96%          -26.44%           -9.30%       -14.82%




                                                            91
                                              Debt Service Fund


                                               LEGAL DEBT MARGIN

The City Charter limits the aggregate amount of bonds and other indebtedness, with certain exceptions,
to 10% of the assessable base of the City, which includes real and personal property. For FY 2013, the
debt margin of the City is as follows:



                   Assessed Value for FY 2013: $ 6,165,038,912
       (Assessable Base of Real & Personal Property)

           Debt Limit: 10% of Assessed Value:           616,503,891

                       Debt Subject to Limitation:          94,494,177
(Total FY 2013 Outstanding Long-Term Debt Principal)

                              Legal Debt Margin $      522,009,714

          Ratio of City Debt to Assessable Base                 1.53%


Under provisions of Article 41, Section 266A through 266I of the Annotated Code of Maryland, the City
has participated in Industrial Revenue Bonds for various projects within the City. Neither the bonds, nor
the interest thereon, constitue an indebtedness or contingent liability of the City and, accordingly, they are
not included in the general long-term debt.


Debt Service as a Share of Expenditures:

   •    The City’s budgeted debt service of $ 6,043,150 for FY 2013 is 6.47% of the $ 93,334,379 FY 2013
        total expenditure budget.

   •    $ 3,757,429 of this debt service total is General Fund debt service, which is equal to 5.94% of the
        total General Fund budgeted expenditures of $ 63,235,331




                                                       92
                                              Debt Service Fund


                                       SHORT-TERM DEBT SUMMARY

  During fiscal year 2010, the City obtained one short-term loan in the form of a bank-issued line of credit.
  The loan was repaid in full, with interest, in fiscal year 2011, less than six months after issuance.

  Additionally, in June 2011, the City obtained a Tax Anticipation Note (TAN). A TAN is a municipal note
  issued in anticipation of revenues from future tax receipts. The City’s TAN requires repayment within 18
  months of issuance, or December 2012.

  The following table summarizes these short-term debts which have influenced the City’s recent fiscal
  standing.


                                Amount           Amount             Amount          Amount
 Short Term Borrowing          Borrowed         Borrowed           Borrowed        Outstanding Date of Final
                                FY 2010          FY 2011            FY 2012       June 30, 2012  Maturity
Line of Credit                $ 10,000,000     $               -   $ 8,000,000    $          -     All paid in full
Tax Anticipation Note                     -        10,000,000                 -       10,000,000    Dec. 2012

   Total Outstanding Principal (Short-Term Debt)                                  $ 10,000,000




                                                          93
                             Position Summary: Full-Time Equivalent Positions


   Halfway through FY 2013, twenty four of the City's contractual employees will be converted to Civil Service or
   Exempt status. Enacting such conversions half-way through the fiscal year was done as a cost-saving
   measure. The budgeted cost of conversions City-wide is shown in the General Fund summary tables
   preceeding this section of the document. This cost is budgeted at $158,488 for the fiscal year. Conversion
   from contractual status creates a cost to the City due to the increased retirement and benefits obligations that
   come with Civil Service or Exempt status. The contractual employees chosen for conversion were chosen
   based on seniority and criticalness of position.

   The following permanent position tables reflect the anticipated conversions.


        •    The following table summarizes the changes in permanent positions from FY 2009 to FY 2013


                                                                                   FY 2013 Adopted
                                                                                                                FY 13 % of City-wide
                                                                                  Before & After Mid-
                                                                                                                     Total FTE
                                                                                   Year Conversions

                             FY 2009 FY 2010 FY 2011 FY 2012                                                    BEFORE      AFTER
Permanent Positions                                                               BEFORE        AFTER
                              Actual  Actual  Actual Adopted                                                   Conversion Conversion


 Mayor & Alderpersons              14           21          12          10             11            17           2.07%         3.06%
 Economic Affairs                    2           2           1                -             -              -      0.00%         0.00%
 Finance                           23           19          23          26             27            31           5.08%         5.58%
 Human Resources                     7           7           6            6             6              6          1.13%         1.08%
 Planning & Zoning                 15           14          11          11             11            11           2.07%         1.98%
 Central Services*                   5           5           4                -             -              -      0.00%         0.00%
 Police                           162         163          145         145            149           151          28.01%       27.16%
 Fire                             143         143          132         132            131           134          24.62%       24.10%
 Neighborh'd & Environ.            21           22          21          21             23            24           4.32%         4.32%
 Public Works                     110         111         106          107            106           108          19.92%       19.42%
 Recreation & Parks                20           20          18          21             18            22           3.38%         3.96%
 Transportation                    70           67          58          58             50            52                0            0

            Total                592         594          537         537            532           556            100.00%      100.00%

   % Change from Prior Year*               0.34%       -9.60%       0.00%         -0.93%        3.54%
 * Central Services w as dissolved in FY2012. 3 Central Services positions moved to Finance and 1 position moved to Public Works.
** FY 2013 percent change AFTER conversions is based on a comparison to FY 2012 adopted positions.




                                                                       94
                      Position Summary: Full-Time Equivalent Positions


   •     The table on the following two pages summarizes, by department, which contractual positions will be
         converted to permanent status (Civil Service or Exempt) halfway through the fiscal year.



                                                                                 Permanent        Permanent
  Departments with Employees to be Converted                  Number of          FTEs Begin       FTEs End
                                                              Employees to       July1, 2012 -    Jan 1, 2013 -
                                                              be Converted       Dec. 31, 2012    Jun 30, 2013
Mayor and Alderpersons
   Boards & Comm. & Council Liaison (Mayor Office)                           1
   Ombudsman/Human Services Officer (Mayor Office)                           1
   Executive Office Associate (Mayor Office)                                 1
   Administrative Office Associate (Mayor Office)                            1
   Community Relations Specialist (Mayor Office)                             1
   Assistant City Attorney (Office of City Attorney)                         1
                         Total Mayor and Alderpersons                        6               11                   17


Finance
   MIT Technical Support Specialist (Office of MIT)                          1
   Admin. Support Analyst (Office of MIT)                                    1
   GIS Coordinator (Office of MIT)                                           1
   GIS Technician (Office of MIT)                                            1
                                          Total Finance                      4               27                   31


Police
   Hispanic Liaison                                                          1
   Executive Assistant                                                       1
                                            Total Police                     2              149               151


Fire
   Public Info. Officer & Quartermaster (Fire)                               1
   Dep. Director of EPRM (Emer. Prep & Risk Mgmt)                            1
   Risk Analyst (Emer. Prep & Risk Mgmt)                                     1
                                                 Total Fire                  3              131               134




                                                              95
                      Position Summary: Full-Time Equivalent Positions




                                                                              Permanent        Permanent
  Departments with Employees to be Converted               Number of          FTEs Begin       FTEs End
                                                           Employees to       July1, 2012 -    Jan 1, 2013 -
                                                           be Converted       Dec. 31, 2012    Jun 30, 2013


Neighborhood & Environmental Programs (DNEP)
   Office Associate III                                                   1
                                            Total DNEP                    1               23                   24


Public Works
   Facilities Maintenance Supervisor(Gen. Gov't Bldgs)                    1
   Facilities Maint. Engineer II (Gen. Gov't Buildings)                   1
                                     Total Public Works                   2              106               108


Recreation
   Facility Supervisor (Pip Moyer Rec. Center)                            1
   Marketing/Membership Coordinator (PMRC)                                1
   Front Desk Supervisor (PMRC)                                           1
   Dance & Fitness Coordinator (PMRC)                                     1
                                        Total Recreation                  4               18                   22


Transportation
   Mobility and Parking Specialist (Admin. Division)                      1
   Parking Meter Collector I (Parking Operations)                         1
                                    Total Transportation                  2               50                   52


       Total Employees Converted on Jan. 1, 2013                      24




                                                           96
                             Position Summary: Classification




•   The following tables show the FY 13 adopted position classification schedule.




                                                   97
        Position Summary: Classification




Class            Classification Title      Grade




                         98
        Position Summary: Classification




Class            Classification Title      Grade




                         99
        Position Summary: Classification




Class            Classification Title      Grade




                        100
        Position Summary: Classification




Class            Classification Title      Grade




                        101
        Position Summary: Classification




Class            Classification Title      Grade




                        102
                            Position Summary: Compensation




•   The following tables show the FY 13 adopted compensation schedule. Employees are compensated
    per grade (as listed in the preceeding classification tables) and step. An employee’s step is most
    commonly a function of longevity within the position.


Civilian Positions:




                                                  103
                            Position Summary: Compensation



•   Sworn Fire Positions:




                                          104
                              Position Summary: Compensation



•   Sworn Police Positions:




                                            105
Department of the Mayor and Alderpersons




                   106
                                  Department of the Mayor and Alderpersons

Fund Support: General Fund


Description:

All municipal legislative powers under the Constitution and Laws of Maryland are vested in the City
Council. The City Council consists of nine members - the Mayor and eight Aldermen, who are nominated
and elected by the voters of the City for terms of four years each. Each of the Aldermen represents a
specific geographic area of the City known as a "Ward", whose boundaries are specified in the City Code.

The Mayor presides over the meetings of the City Council and is the "Chief Executive of the City",
devoting full time to the duties of the office. He/she supervises the City Manager, appointed by the Mayor
and City Council. The City Manager is the direct subordinate of the Mayor and is the immediate
supervisor of each Department Director.

The City Manager serves as the appointing and supervising authority of the department directors, the
Boards and Commissions Coordinator and City Council Liaison, and the Small & Minority Business
Enterprise (SMBE) Coordinator. The City Manager serves as the Chief Administrative Officer of the City.

Included in the Mayor’s Office is the Mayor’s Office Team. This team consists of a Human Services
Officer who supervises a Special Projects and Development Coordinator, and two Community Relations
Specialists.

The Public Information Office, the Office of Law, and the Boards and Commissions Office are separate
divisions under the Department of the Mayor and Aldermen.


                                 STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                              Permanent Positions
Total FTE: 11

Mayor's Office:
       Mayor ............................................................................................................................................... 1
       City Manager .................................................................................................................................... 1
       SMBE Coordinator ........................................................................................................................... 1

Public Information Office:
         Public Information Officer ................................................................................................................. 1
         Part-time Camera Operator* ............................................................................................................ 1

City Attorney:
         City Attorney ..................................................................................................................................... 1
         Legal Assistant ................................................................................................................................. 1
         Legislative Specialist ........................................................................................................................ 1
         Paralegal .......................................................................................................................................... 1
         City Clerk .......................................................................................................................................... 1
         Deputy City Clerk ............................................................................................................................. 1

*New position for FY 2013




                                                                             107
                       Department of the Mayor and Alderpersons



                                 Contractual and Temporary Positions

The Department of the Mayor and Aldermen has various temporary and/or contractual positions. These
positions consist primarily of the Ombudsman/Human Services Officer, the Special Projects and
Development Coordinator, the Community Relations Specialists, the Boards & Commissions Coordinator
and City Council Liaison, the Assistant City Attorney, the Assistant City Manager (to replace the vacant
contractual Grants Coordinator position), technical support to the Public Information Office, and office
administration positions.

Conversions:

Of these contractual or temporary positions, the following will be included in the January 1, 2013
conversion of contractual employees to permanent status (civil service or exempt):

    Mayor’s Office:
        1.   Boards and Commissions Coordinator & Council Liaison: Civil Service
        2.   Ombudsman/Human Services Officer: Exempt Status
        3.   Community Relations Specialist: Exempt Status
        4.   Executive Office Associate: Exempt Status
        5.   Administrative Assistant: Exempt Status

    City Attorney:
        1. Assistant City Attorney: Exempt Status

This will bring the total full-time equivalent count for this department to 17 half-way through the
fiscal year.




                                                    108
                       Department of the Mayor and Alderpersons

                                 Division: Mayor’s Office and Team


Description:

The Mayor’s Office is responsible for the overall management of the City government. This department
includes the Mayor and Aldermen and the City Manager. The Mayor is the Chief Executive Officer and
the City Manager is the Chief Administrative Officer who directly supervises all department directors, the
Boards and Commissions Coordinator and City Council Liaison, and the Small & Minority Business
Enterprise (SMBE) Coordinator. The Mayor’s Office Team, described below, is included in the Mayor’s
Office budget.

Mission:

To foster a collaborative environment in which to provide City services in the most effective, transparent
and efficient manner possible for all residents, businesses, workers and visitors to the City of Annapolis.


                                          Mayor’s Office Team:

Description:

The Mayor’s Office Team is responsible for ensuring quality customer service to the residents, visitors
and stakeholders of the City of Annapolis. This Team consists of an Ombudsman/Human Services Officer
who supervises a Special Projects and Development Coordinator and two Community Relations
Specialists.


Mission:

To provide consistent, effective and quality customer service through clear and respectful communication
in a timely, responsive manner while engaging all members of the community through both electronic and
in-person information-sharing, training, and technical assistance.


Goals & Objectives:

  A. Provide quality customer service:
          Respond to customers in a professional, respectful and clear manner.

  B. Respond to customers in a timely manner
         Respond to 100% of customer inquiries within 24 hours.

  C. Maintain up-to-date electronic information to ensure customer access to accurate information.
         Update 100% of contact lists annually

  D. Engage the full diversity of the community in City government activities.
         Ensure the inclusion of people of varied geographic, socioeconomic, racial, gender, sexual
          preference, national origin, and religious groups as well as engaging the varied types of
          customers (resident, business-owner, worker or visitor).




                                                     109
                      Department of the Mayor and Alderpersons

                                Division: Mayor’s Office and Team


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

There were no CPM survey questions which pertained directly to the services provided by the Mayor’s
Office Team. However, in looking ahead, performance measurementsthe Mayor’s Office Team may
collect and evaluate in-house are as follows. Since performance measurements are meant to track
progress toward a goal, the list letters tie the below performance measurements to the above-listed
divison goals.

          A. Provide quality customer service:
                 Survey provided to customers. Each survey to provide a numerical score of
                     satisfaction.

          B. Timely Response to Customers:
                 Log email and phone call inquiries to measure timely response of customer
                     service.

          C. Maintain up-to-date electronic information:
                 Track percentage of contact sheets updated annually.

          D. Engage the full diversity of the community:
                 Include an optional diversity assessment question on all surveys that come from
                    the Mayor’s Team Office.




                                                   110
                                 Department of the Mayor and Alderpersons

                                            Division: Mayor’s Office and Team


                                                  BUDGET SUMMARY:
                                       Mayor Administration and Mayor’s Office Team


                                                                                                                               % of
     Budget Summary                 FY 2009 **        FY 2010 **            FY 2011         FY 2012            FY 2013        Total
                                     Actual            Actual                Actual         Adopted            Adopted       (FY 13)
     Personnel*                    $ 1,120,000       $ 1,129,800        $ 1,232,455      $ 1,050,670       $    1,205,366     66.15%
     Operating                          809,820           282,070             153,956          130,920     $     166,920       9.16%
     Economic Development               459,627           420,082             508,540          385,000     $     450,000      24.69%
             Total                $   2,389,447     $   1,831,952       $   1,894,951   $    1,566,590     $    1,822,286       100%

        % Change from Prior Year                        -23.33%              3.44%          -17.33%            16.32%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** The expenditures of the Office of Emergency Management w ere reported under the Mayor's Office in FY 2009 and FY 2010. The
expenditures of the Public Information Office w ere reported under the Mayor's Office in FY 2009, FY 2010 and FY 2011.




                                                                  111
                          Department of the Mayor and Aldermen

                                        Division: Office of Law

Description:

The City Attorney’s Office includes the Office of Law and the City Clerk’s Office. The City Attorney’s
Office consists of a City Attorney, an Assistant City Attorney, a City Clerk, an Assistant City Clerk, a
Legislative & Policy Analyst, a Legal Assistant, and a Paralegal.

The Office of Law provides legal services for the City in compliance with federal, state, county and city
laws. As provided for in the City Charter and Code, the City Attorney's Office represents the City in a
wide-range of transactions involving public and private entities; represents the City and all its
departments, agencies, boards, commissions, and committees in connection with any litigation in which
the City is involved; drafts legal opinions and provides legal advice to various boards, commissions and
agencies of the City; drafts and reviews all ordinances, resolutions and charter amendments for the City;
prepares and reviews for legal sufficiency and form all documents to be executed by the City or to which
the City is a party; and performs such other duties as may be assigned by the Annapolis City Council.
The City Attorney or designee attends meetings of the City Council, various City boards, commissions,
and committees as required. The City Attorney’s Office also acts as the liaison for the City’s Ethics
Commission. Specialized legal services are provided to the City by private law firms on a contractual
basis.

The City Clerk’s Office maintains the permanent legislative records of the City in a manner consistent with
state and city regulations. The City Clerk is the custodian of the City Seal and the official records of the
City; keeps a record of all proceedings of the Annapolis City Council; maintains and records all laws,
charter amendments, ordinances, and resolutions adopted and enacted by the Annapolis City Council;
maintains and records annexations; prepares and grants certificates for licenses; and directly issues over
25 different types of permits. The City Clerk or her designee serves as Clerk to the City Council,
Alcoholic Beverage Control Board and the Board of Supervisors of Elections.

Mission:

To provide legal representation and manage risks to the City by the timely delivery of general and
specialized legal counsel and paralegal support to the Mayor, City Council and City officers, employees,
departments, agencies, boards, commissions, and committees in connection with legal opinions,
ordinances, charter amendments, external entities, lawsuits, proceedings, negotiations, grievances, and
contracts to which the City is or may become a party.

To certify and attest to the actions of the City; to corroborate, handle, make ready, and archive the City’s
official records, documents, epistles, proceedings of the Council, charter amendment laws, ordinances,
and resolutions adopted or enacted by the City Council, and to ensure convenient and reasonably
unencumbered access of this information; to ensure a convenient, consistent and timely process for the
application and issuance of City licenses and permits; and to plan, organize and supervise the City’s
electoral process.

Services:

    •   Drafts and reviews all ordinances, resolutions and charter amendments for the City.

    •   Represents the City and all its departments, agencies, boards, and commissions in connection
        with any litigation in which the City is involved.

    •   Drafts legal opinions and provides legal advice to the Mayor, City Council and officers and
        employees of the City and various boards and commissions.

    •   Prepares and reviews for form and legal sufficiency all documents to be executed by the City or
        to which the City is a party.



                                                     112
                         Department of the Mayor and Aldermen

                                        Division: Office of Law


   •   Negotiates a wide range of transactions on behalf of the City, including various Memoranda Of
       Understanding (MOU’s), and franchise agreements.

   •   Prepares, maintains and records all laws, charter amendments, ordinances, and resolutions
       adopted and enacted by the Annapolis City Council.

   •   Prepares City Council Agenda packets at least five days prior to each scheduled meeting.

   •   Prepares all employment contracts.

   •   Acts as liaison for City Ethics Commission.

   •   Affixes the City Seal to resolutions, ordinances and official documents adopted and enacted by
       the Mayor and the City Council.

   •   Keeps minutes of all proceedings of the Annapolis City Council.

   •   Issues numerous types of licenses.

   •   Certifies and attests to the actions of the City.

   •   Maintains and records all annexations adopted and enacted by the Annapolis City Council.

   •   Serves as the Clerk to the City Council, Alcoholic Beverage Control Board, and the Board of
       Supervisors of Elections.

   •   Provides City election information upon request.

   •   Provides support to the Mayor’s Ad Hoc committees when assigned.

   •   Reviews requests for events to be held on City property.

   •   Maintains all calendars for City Council Chamber usage, City Council meetings, Board of
       Supervisors of Elections meeting and the Alcoholic Beverage Control Board.


Goals & Objectives:

 A. Improve internal department efficiencies and awareness of legal concerns for the City.
        Keep department directors informed.

 B. Manage the personnel and work flow of the City’s Office of Law.
        Evaluate Office of Law processes to ensure Office of Law/Clerk department integration.

 C. Provide user-friendly legal services efficiently and effectively.
        Maintain quick turn-around time on requests made to the Office of Law.

 D. Provide user-friendly legal services to public/citizens.
        Provide citizens with an efficient, user-friendly process for obtaining forms, licenses, and
           permits.




                                                     113
                                  Department of the Mayor and Aldermen

                                                  Division: Office of Law


        E. Improve file storage facility and find alternative process for record retention.
               Research alternative methods for document storage and retrieval.

        F. Improve procedures and decision-making of boards and commissions.
               Improve procedures and decision-making of boards and commissions to reduce the
                 expense of appellate challenges.


                                                    BUDGET SUMMARY:

                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012           FY 2013        Total
                                        Actual            Actual            Actual           Adopted           Adopted       (FY 13)
     Personnel*                    $     708,830     $     769,820     $     732,938     $     759,000     $     819,761      83.20%
     Operating**                        158,470            173,230           238,243           209,560           165,560      16.80%

             Total                $      867,300    $      943,050    $      971,181    $      968,560     $     985,321        100%

        % Change from Prior Year                          8.73%             2.98%             -0.27%            1.73%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                               114
                          Department of the Mayor and Aldermen

                                 Division: Public Information Office

Description:

This office is responsible for the formulation and dissemination of reliable and consistent information to
the public. In addition, this office is responsible for:

    •   Managing all internal and external communications and marketing efforts.

    •   Managing all social media platforms and website content – assuming responsibility for the
        integrity, consistency and accuracy of the message.

    •   Overseeing all City TV operations.


Mission:

Develop a coordinated effort to promote communication outreach and marketing strategies for the City,
the Mayor, City Council and Department Heads.


Services:

    •   Oversee all crisis communication efforts and serve in the lead role in the City’s Joint Information
        Center, generating real-time emergency response for the media and public.

    •   Promote City departments and their services and brand Annapolis as a destination for business,
        culture, history and vacation.

    •   Guide departments in policy development

    •   Work with and develop relationships with business, tourism and government counterparts.

    •   Create and execute marketing campaigns focused on safety, education, transportation and
        economic development.

    •   Promote internal communication by continuing to create training videos for various departments.

    •   Assist department directors in coordinating integrated communications and marketing activities.

    •   Develop and maintain marketing proposals, broadcast videos, brochures, web/social media
        content, and other materials related to marketing.

    •   Execute a wide variety of media interaction involving direct mail, email, broadcast campaigns,
        media advertisements, promotions and other marketing plans.

    •   Prepare and deliver press releases, presentations, citation and proclamations as well as
        correspondence on behalf of the Mayor and City officials.


Goals & Objectives:

  A. Promote Annapolis as a full service City.

  B. Increase citizen/government interaction.




                                                     115
                          Department of the Mayor and Aldermen

                                 Division: Public Information Office


  C. Promote Annapolis as a fiscally responsible city, a city that is easy to do business with, and a city
     that has an accessible government.

  D. Promote accountability.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

There were no CPM survey questions which pertained directly to the services provided by the Public
Information Office. However, in looking ahead, performance measurements the Public Information Office
may collect and evaluate in-house are as follows. Since performance measurements are meant to track
progress toward a goal, the list letters tie the below performance measurements to the above-listed
divison goals.

          A. Promote Annapolis as a full service City:
                 Track number of programs which promote mobility in the City of Annapolis (such as
                    programs which showcase Annapolis Transit).
                 Track number of programs which showcase our area schools.

          B. Increase citizen/government interaction.
                  Track percentage of council meetings, workshops, budget hearings and committee
                     hearings which are taped and made available for citizen viewing.

          C. Promote Annapolis as a fiscally responsible city, a city that is easy to do business with, and
             a city that has an accessible government.
                   Track number of programs that highlight businesses in the City.
                   Track number of programs which showcase the Arts & Entertainment District
                   Track number of programs which inform about the Annapolis Economic
                      Development Corporation.

          D. Promote accountability.
                 Analyze City service satisfaction through online surveys which would provide a
                    numerical score of customers’ feelings of being well-informed, aware, and well-
                    serviced. The correlation between the number of programs and the survey scores
                    would be assessed.




                                                    116
                                  Department of the Mayor and Aldermen

                                          Division: Public Information Office



                                                     BUDGET SUMMARY:

                                                                                                                               % of
     Budget Summary                   FY 2009            FY 2010             FY 2011           FY 2012         FY 2013        Total
                                       Actual             Actual              Actual           Adopted         Adopted       (FY 13)
     Personnel*                   $              -   $               -   $             -   $     196,680   $     176,715      70.20%
     Operating**                                 -                   -                 -          75,000          75,000      29.80%
             Total                $              -   $               -   $             -   $     271,680   $     251,715        100%

        % Change from Prior Year                                -                  -                 -          -7.35%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** The expenditures of the Office of Emergency Management w ere reported under the Mayor's Office in FY 2009 and FY 2010. The
expenditures of the Public Information Office w ere reported under the Mayor's Office in FY 2009, FY 2010 and FY 2011.




                                                               117
                          Department of the Mayor and Aldermen

                                 Division: Boards and Commissions


Description:

The Boards and Commissions division is responsible for overseeing and assisting the City’s multiple
boards, commissions and committees. The division is staffed by one full-time contractual employee: the
Boards and Commissions Coordinator and City Council Liaison. This position is responsible for staffing,
preparing, informing and training the boards, commissions, and committees while also assisting City
Council. This position is assisted by two part-time clerical employees.

The Mayor appoints the members of all boards and commissions, subject to approval by the City Council,
according to the various Charter and Code requirements as they pertain to specific boards and
commissions. The boards and commissions are legally established by the respective ordinances and
resolutions as Adopted by the City Council. Some of these boards, commissions and committees are
staffed by employees of City departments.

The boards and commissions are an important part of citizen participation in City government. They are
as follows:

    •   Commission on Aging - serves as an advisory board to the City Council; studies matters
        affecting the aged and makes recommendations with regard thereto; and educates the public
        regarding these matters.

    •   Alcoholic Beverage Control Board (ABC) - acts on applications regarding alcoholic beverage
        licenses; adopts, administers and enforces rules; and disciplines licensees who violate the ABC
        rules or other laws.

    •   Annapolis Conservancy Board - solicits the dedication of properties, real and personal, to the
        City; administers and manages said properties; encourages the preservation of environmentally
        sensitive land; further implements the goals for improving water quality; provides for the
        development of additional recreation and open space opportunities; and preserves the natural
        cultural and recreational resources of the City.

    •   Arts in Public Places Commission - adopts guidelines and procedures which identify suitable
        art objects for City projects, and to facilitate the prservation of art objects and artifacts that may
        be displayed in public places.

    •   Board of Appeals - hears certain appeals from decisions of the Planning and Zoning Director,
        and certain variances and other Planning and Zoning matters; hears appeals related to the
        licensing of peddlers, taxicab owners and drivers, valet parking, and housing matters; and hears
        appeals on other matters as authorized by the City Council.

    •   Building Board of Appeals - hears appeals related to decisions of the Department of Public
        Works relative to the National Building Code.

    •   Civil Service Board - reviews and makes recommendations to the City Council regarding the
        classification and pay plan of the City; adopts certain rules governing the Civil Service; hears
        certain personnel appeals; and reviews requests for promotions and merit pay increases.

    •   Board of Supervisors of Elections - compiles lists of registered voters; gives notice of a
        municipal election; and conducts and supervises the election.




                                                      118
                     Department of the Mayor and Aldermen

                           Division: Boards and Commissions


•   Education Commission - makes recommendations to the Anne Arundel County Board of
    Education and the Superintendent and to the State Boards of Education concerning the
    Annapolis School feeder system.

•   Environmental Commission - is concerned with the protection and improvement of the natural
    health and welfare of the environment; coordinates recycling activities; identifies specific
    environmental problems; and reviews matters before other City bodies affecting the environment.

•   Ethics Commission - enforces financial disclosure requirements; conducts information programs
    and disseminates ethics requirements; investigates conflict of interest violations; issues advisory
    opinions; and maintains certain reports and statements.

•   Financial Advisory Commission - advises the Mayor and City Council on financial issues such
    as collective bargaining agreements and public debt.

•   Historic Preservation Commission - reviews applications to construct, alter, move, demolish, or
    repair a structure within the historic district.
•   Housing and Community Development Committee - plans and implements housing and
    community development projects; exercises all of the powers and functions of redevelopment and
    urban renewal; manages and improves the housing stock; coordinates federal, state and private
    resources toward development activities in the City; and performs other duties as assigned.

•   Human Relations Commission - accepts complaints relating to discrimination; surveys practices
    and conditions in the areas of public accommodations, employment, housing, recreation and
    education; makes recommendations concerning legislation; advises and counsels business
    entities; and mediates disagreements.

•   Maritime Advisory Board - provides expert and informed analysis of facts relating to marine
    industry and pleasure boating on matters before the City Council or City agencies; and provides
    advice to the City concerning the administration of the Maritime Economic Development Program
    and Fund.

•   Parking Advisory Commission - reviews and recommends policies, laws and regulations
    relating to parking.

•   Planning Commission - reviews proposed comprehensive plans, proposed zoning code
    amendments, rezoning and conditional use applications, and other planning matters, and makes
    recommendations to the City Council.

•   Police and Fire Retirement Plan Commission - reviews public safety retirement plans and
    reports and makes recommendations to the City Council with regard thereto.

•   Port Wardens - regulates the placement, erection and construction of structures in the water;
    reviews permits for construction of marinas and wharves; regulates the use of mooring buoys;
    and generally oversees matters related to the use of waterways.

•   Public Safety Disability Retirement Board - reviews and decides all applications for
    occupational and non-occupational retirement for police officers and firefighters; conducts
    hearings for review of applications; and reviews annually the continuation of retirement status and
    allowances.




                                               119
                         Department of the Mayor and Aldermen

                               Division: Boards and Commissions


    •   Recreation Advisory Board - acts in an advisory capacity to the Department and makes
        recommendations concerning the Department's budget, activities, programs, facilities and public
        relations.

    •   Risk Management Committee - establishes guidelines and makes recommendations concerning
        the safety, productivity and risk management with regard to City employees.

    •   Transportation Board - provides informed analysis of the issues relating to transportation in
        matters pending before the City Council, or any of the City's agencies, boards or commissions;
        and advises the City in the planning of comprehensive parking and traffic policies and
        procedures.


Mission:

To provide the citizens and customers of the City with an opportunity to be a part of the City government
process as well as providing a venue for citizens and customers to be heard by their peers.


Goals & Objectives:

  A. Keep the board positions full.
         A vacancy on a board can create a hardship for its staff and members as it can lead to
           quorum problems and excessive workload.

  B. Improve the information and training available to the Boards and Commissions.
         This will increase the professionalism of the boards and thus the citizens’ and customers’
           trust in their representation.
         Provide relevant reference materials (books and handouts) and training sessions

  C. Track the work and progress of the boards to assess how well they are serving and representing
     the City’s stakeholders.
          Improve the annual reporting on the boards and commissions by creating a report template
             with clear, quantifiable questions for the boards to answer.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.



                                                   120
                                  Department of the Mayor and Aldermen

                                         Division: Boards and Commissions


      There were no CPM survey questions which pertained directly to the services provided by the Boards and
      Commissions Division. However, in looking ahead, performance measurements the Boards and
      Commissions Division may collect and evaluate in-house are as follows. Since performance
      measurements are meant to track progress toward a goal, the list letters tie the below performance
      measurements to the above-listed divison goals.

                 A. Keep the board positions full:
                        Track number of board vacancies

                 B. Improve the information and training available to the Boards and Commissions.
                        Track number of training sessions offered and attended.
                        Survey board members on how prepared and capable they feel in performing their
                           board duties. Correlate numerical survey scores with trainings offered and
                           attended.

                 C. Track the work and progress of the boards to assess how well they are serving and
                    representing the City’s stakeholders.
                         Track time taken to issue a decision.
                         Track number of decisions issued.
                         Track number of cases heard.
                         Track pieces of legislation and number of cases reviewed
                         Track public outreach by the board by tracking public notices, press or literature
                            created, educational event participation, etc.




                                                    BUDGET SUMMARY:

                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012           FY 2013        Total
                                        Actual            Actual            Actual           Adopted           Adopted       (FY 13)
     Personnel*                    $      32,590     $      26,140     $      54,400     $      77,680     $      80,944      82.77%
     Operating**                         45,460             37,380            25,782            15,850            16,850      17.23%

             Total                $       78,050    $       63,520    $       80,182     $      93,530     $      97,794        100%

        % Change from Prior Year                         -18.62%           26.23%            16.65%             4.56%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                               121
Finance Department




        122
                                                        Finance Department


Fund Support: General Fund


Description:

The Finance Department is responsible for the systems and procedures that assure the sound and
efficient functioning of the City's financial activities. The flow of financial activities begins with a plan
(budget). The plan is then implemented and the transactions recorded (accounting); and finally, the
results are reported (financial statements).

To make this process function smoothly, the Finance Department assists the Mayor in preparing an
operating budget and a multi-year capital improvements program (the first year of which is the capital
budget) before the start of each new fiscal year. As each year unfolds, these budgets are carefully
monitored for the extent to which actual financial transactions vary from the budget.

When the actual financial transactions occur, the Finance Department must see that all monies due the
City are collected, and all City liabilities are paid on time. All cash received has to be either immediately
disbursed, kept safely on hand, or invested. The Department routinely analyzes the flow of cash in and
out of the City accounts for a number of purposes, not the least of which is to know the length of time a
given amount of cash can be invested for short-term operating needs or for longer-term capital needs.
When funds are needed that exceed the City's cash reserves, then the Department arranges to borrow
them privately or sells bonds in the open market.

The Finance Department also keeps an accurate record of all financial transactions, generates interim
financial reports, and produces audited financial statements at the end of each fiscal year. More
specifically, it prepares the City's payroll; it bills, collects, and accounts for City taxes, water and sewer
fees, residential refuse fees and capital facilities assessments; and it maintains a file of the City
government's fixed assets.

Additionally, the Finance Department analyzes non-routine financial situations, undertakes special
financial projects and studies, and responds to requests for financial information from other governmental
agencies and private enterprises. The Department also administers the City's self-insurance program,
central purchasing and maintains a computer installation that supports most of the functions mentioned
above and provides, as well, computerized Management Information Technology services to other City
departments.


                                STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                             Permanent Positions
Total FTE: 27

Accounting and Budgeting:
       Finance Director ............................................................................................................................... 1
       Assistant Director for Accounting ..................................................................................................... 1
       Senior Accountant ............................................................................................................................ 2
       Accountant* ...................................................................................................................................... 2
       Administrative Office Associate ....................................................................................................... 1
       Accounting Associate III ................................................................................................................... 5
       Accounting Associate II .................................................................................................................... 4
       Accounting Associate I ..................................................................................................................... 3




                                                                           123
                                                          Finance Department


Management Information Technology (MIT):
      MIT Manager .................................................................................................................................... 1
      MIT Analyst ...................................................................................................................................... 1
      MIT Specialist ................................................................................................................................... 1
      Web Developer ................................................................................................................................ 1
      MIT Engineer .................................................................................................................................... 1

Purchasing:
       Procurement Officer ......................................................................................................................... 1
       Buyer ................................................................................................................................................ 2

*One Accountant position added for FY 2013


                                                 Contractual and Temporary Positions

Within the office of Management Information Technology (MIT) there are various contractual positions,
namely a Geographic Information Systems (GIS) Coordinator, a GIS Technical Support position, an
Administrative Support Analyst and an MIT Technical Support Specialist.


Conversions:

Of these contractual or temporary positions, the following will be included in the January 1, 2013
conversion of contractual employees to permanent status (civil service or exempt):

      Office of Management Information Technology(MIT):

            1.    MIT Technical Support Specialist: Civil Service
            2.    MIT Administrative Support Analyst: Civil Service
            3.    Geographic Information Systems (GIS) Coordinator: Civil Service
            4.    GIS Technician: Civil Service

This will bring the total full-time equivalent count for this department to 31 half-way through the
fiscal year.




                                                                             124
                                         Finance Department

                                Division: Accounting and Budgeting


Fund Support: General


Description:

This division is responsible for preparing the City operating and capital budgets, monitoring departmental
budgets, preparing tax, utility and other bills, paying all invoices, keeping all financial accounts, preparing
the payroll, borrowing and investing funds, analyzing budgetary and financial accounts/situations,
overseeing the City's internal financial controls, preparing budgetary and financial reports and studies,
advising the Mayor and Aldermen regarding financial matters, and managing liability risks.

Mission:

To manage the City’s financial and accounting operations efficiently, effectively, and with transparency
while ensuring compliance with financial standards and providing positive customer service.

Goals & Objectives:

    A. Engage in sound fiscal decision-making based on current standing, historical trends and future
       projections.

    B. Produce accurate and timely financial reports to facilitate sound fiscal decision-making.

    C. Provide for thoughtful and deliberate debt management.

    D. Uphold strong internal controls to maintain a secure fiscal environment.

    E. Ensure City-wide budgetary compliance

    F. Maintain timely payments and cash deposits.

    G. Improve risk management reporting and practices to stay abreast of the City’s liabilities.

    H. Provide all customers with timely, well-informed, and cordial service.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on




                                                      125
                                       Finance Department

                               Division: Accounting and Budgeting


budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Finance Department. The goal for
fiscal year 2013 is that those CPM measurements which the City is not currently monitoring will be
introduced into each department’s infrastructure for a more complete performance profile. In particular,
the customer satisfaction questions which the City could not answer for the fiscal year 2011 survey will be
answered on the fiscal year 2012 survey. This is due to the City’s participation in the National Citizen
Survey which is purposefully coordinated with the CPM 101 Survey. The survey was completed using
fiscal year 2011 data and the final report was issued in August 2012. The final report from the National
Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Finance Department’s Accounting and
    Budgeting Division are as follows:

      Risk Management:
           Total valuation of all property at risk (to reflect the replacement value of the property).
           Total expenditures for property losses, premiums, and other risk management activities.
           Number of “Excellent,” “Good,” “Fair,” “Poor,” or “Don’t Know” responses received from
             internal risk management customer satisfaction surveys: No survey conducted, could not
             answer.


 The performance measurements specific to the Office of Management Information Technology and
  the Central Purchasing Office are presented in the following sections as part of each Office’s
  summary.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflects how the City’s Finance Department compared to other jurisdictions across certain
  input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                                    126
                                      Finance Department

                              Division: Accounting and Budgeting
                                 Total Valuation of all Propery at Risk
            Mahomet IL      $1,529,277
          New Baden IL      $1,810,923
       Goodlettsville TN    $3,825,000
          Cherryvale KS     $4,805,958
            Snellville GA   $6,224,989
           Fox Point WI      $7,259,795
         Lunenburg MA         $12,495,865
                Greer SC      $12,862,368
King William County VA         $17,842,021                          Mean: $ 109,550,557
         Crestwood MO          $19,226,583
            Lakeland TN        $19,438,060                          Median: $ 71,441,796
               Mason MI         $24,502,144
  Islamorada Islands FL         $25,488,140
           Salisbury MD         $26,447,835                         City: $ 267,710,983
      Fredericksburg VA          $30,827,682
  Accomack County VA             $31,222,239
    Peters Township PA           $32,292,599
         Hopkinton MA            $33,130,401
    Rancho Cordova CA            $35,643,000
           Show Low AZ            $37,595,648
           Columbia TN            $39,556,216
             Shelton WA           $42,750,925
             Ramsey MN             $43,814,084
            Algonquin IL           $45,512,435
           Lake Mills WI            $50,654,701
          Newburgh NY                $56,852,984
               Rolla MO               $63,958,000
       Georgetown MA                   $69,500,000
              Granby CT                $73,383,592
            Sahuarita AZ                $74,944,604
          Purcellville VA               $79,236,120
            Blue Ash OH                  $89,042,698
            Coventry CT                  $89,478,518
   Lancaster County SC                     $103,172,815
             Weston MA                      $114,870,842
               Edina MN                      $123,000,000
            Dedham MA                        $123,811,820
            Medway MA                        $124,136,008
                Ukiah CA                     $125,073,859
        Rohnert Park CA                       $128,621,818
          Manhattan KS                        $128,848,203
               Dover NH                       $129,452,294
            O’Fallon MO                           $166,593,755
            Belmont MA                            $169,742,499
          Sugar Land TX                            $171,608,032
        Delray Beach FL                             $182,886,632
         Dartmouth MA                                $192,343,560
             Windsor CT                               $197,638,311
  Campbell County WY                                  $199,883,512
          Chula Vista CA                              $201,472,360
           Eau Claire WI                                 $229,046,938
           Monterey CA                                   $230,353,665
        ANNAPOLIS, MD                                         $267,710,983
             Oshkosh WI                                            $309,997,286
     Fort Lauderdale FL                                                                     $568,537,082
          Greenwich CT                                                                                           $742,873,522
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                    127
                                               Finance Department

                                      Division: Accounting and Budgeting
                  Total Expenditures for Property Losses, Premiums, and Other Risk
                                       Management Activities
                  Cherryvale KS     $31,252
                      Granby CT     $38,619
                    Lakeland TN     $42,132
        King William County VA       $60,397
                  Newburgh NY        $67,391
                  New Baden IL       $71,666
                    Mahomet IL       $72,664
                    Dedham MA         $91,320
                       Mason MI       $106,955                         Mean: $ 503,252
                 Crestwood MO         $111,366
                  Purcellville VA     $112,850
            Peters Township PA        $113,249                         Median: $ 264,163
                   Fox Point WI        $121,652
                    O’Fallon MO        $123,551
               Goodlettsville TN       $124,028
                                                                       City: $ 782,200
                    Medway MA          $124,146
                   Lake Mills WI       $136,493
                  Baker City OR         $166,747
                    Sahuarita AZ        $171,512
                    Snellville GA       $180,000
                Georgetown MA           $180,004
                  Noblesville IN        $182,037
            Rancho Cordova CA           $185,100
                 Lunenburg MA            $200,090
                        Greer SC         $214,438
                     Weston MA            $234,031
                    Blue Ash OH           $242,864
                   Eau Claire WI          $250,970
                   Show Low AZ             $274,163
                    Belmont MA             $290,000
                    Coventry CT             $298,993
                 Hopkinton MA                $325,000
                Junction City KS             $334,697
                     Ramsey MN               $347,189
          Accomack County VA                  $355,563
                       Dover NH               $357,675
                   Monterey CA                 $403,592
                   Columbia TN                 $404,819
                  Manhattan KS                 $409,769
                     Shelton WA                $417,241
          Islamorada Islands FL                 $427,560
                   Salisbury MD                  $486,028
                Rohnert Park CA                   $529,070
              Fredericksburg VA                     $603,626
           Lancaster County SC                       $653,728
                     Oshkosh WI                         $738,789
                 Dartmouth MA                           $754,178
                ANNAPOLIS, MD                           $782,200
                    Algonquin IL                        $794,858
                        Ukiah CA                          $889,775
                  Sugar Land TX                            $915,781
                  Chula Vista CA                                  $1,219,298
                     Windsor CT                                       $1,364,873
          Campbell County WY                                                         $1,898,300
             Fort Lauderdale FL                                                                           $2,657,670
                Delray Beach FL                                                                                  $2,929,418
                  Greenwich CT                                                                                       $3,063,962
                                * Greenwich, CT provides services to the Board of Education
* Expenditures for Other Risk Management Activities include personnel costs for staff directly involved in risk management activities,
contractor/consultant expenditures, and supplies used for risk managment operations.
                                                      Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               128
                                                     Finance Department

                                           Division: Accounting and Budgeting


       Additional CPM Risk Management measurements are presented in Office of Emergency
        Preparedness and Risk Management section of this document.

       Looking ahead: Additional performance measurements the Accounting and Budgeting Division may
        collect and evaluate are as follows. Since performance measurements are meant to track progress
        toward a goal, the list letters tie the below performance measurements to the above-listed
        departmental goals.

                  B. Produce accurate and timely financial reports to facilitate sound fiscal decision-making.
                          Track number of cash flow reports completed and reviewed.
                          Track number of year-to-date budget standing reports completed and reviewed.
                          Track percentage of quarterly Comprehensive Annual Financial Reports
                             completed and reviewed.

                  E. Ensure City-wide budgetary compliance
                          Track percentage of overdrawn expenditure accounts City-wide.

                  F. Maintain timely payments and cash deposits and ensure proper fiscal practices City-wide.
                          Track number of days between deposit posting to general ledger and same deposit
                              being posted with the respective bank.
                          Track percentage of deposits made within one day of receipt of funds.

                  G. Improve risk management reporting and practices to stay abreast of the City’s liabilities.
                          Track number of year-to-date risk management cost reports completed and
                             reviewed.

                  H. Provide all customers with timely, well-informed, and cordial service.
                          Make customer surveys available at cashier desk: surveys to provide numerical
                             score of customer service experience. Track scores.


                                                        BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                  FY 2009           FY 2010            FY 2011          FY 2012           FY 2013          Total
                                      Actual            Actual             Actual          Adopted           Adopted         (FY 13)
     Personnel*                    $ 1,554,990       $ 1,653,180       $ 1,402,502       $ 1,493,850 $ 1,652,827              77.82%
     Operating                          846,280           749,020            360,349           421,170           471,170      22.18%

             Total                $ 2,401,270 $ 2,402,200 $ 1,762,851 $ 1,915,020 $ 2,123,997                                   100%

        % Change from Prior Year                         0.04%            -26.62%            8.63%            10.91%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                    129
                                       Finance Department

                         Division: Management Information Technology


Fund Support: General Fund


Description:

Maintains a central processing computer installation to support the many functions of the Finance
Department. Provides Management Information Technology (MIT) services to all City Departments; these
services include video, voice and data networks, microcomputers, software upgrades, web services,
geographic information systems (GIS), and computer training.


Mission:

To provide for the management, transmission, collection, processing and dissemination of secure, quality
and timely information and technology, and to support City operational, citizen and business services and
functions.


Services:

  •   Maintains central processing and network hardware, security, operating systems and voice and
      data communications systems.

  •   Maintains, enhances and develops a business and financial management integrated computer
      system using a central processing computer.

  •   Provides project management for IT related projects.

  •   Provides Internet, groupware and e-mail services.

  •   Provides fiber backbone, wired and wireless local area network (LAN) and wide area network
      (WAN) services.

  •   Provides management, information and technology services to all City departments.

  •   Provides training for various PC computer applications including office productivity suites.

  •   Provides for PC computer, printer and related digital equipment hardware and software
      specifications.

  •   Provides centralized PC computer hardware and software upgrades, troubleshooting and repair.

  •   Provides and maintains the City Internet (www.annapolis.gov) and Intranet web sites.




                                                    130
                                        Finance Department

                          Division: Management Information Technology



  •    Coordinates all GIS services internally for the City and externally with the County and State.

  •    Provides Internet Protocol (IP) data, voice (telephone) and video communication services.

  •    Provides Public Switched Telephone Network (PSTN) carrier local and long distance data, and
       voice (telephone) communication services supervision.

  •    Provides Public Education Government (PEG) cable access channel TV video technical support.


Goals and Objectives:
The following goals and objectives are further detailed in MIT’s 2010 5 Year Strategic Plan which can be
accessed at http://www.annapolis.gov/Government/Departments/MIT/ITStrategicPlan2010.aspx

Broad Goals:

  A. Enhance business automation and increase employee productivity – do more with less.

  B. Improve service quality.

  C. Expand online access to City services and information.

  D. Align IT investments with City strategic priorities

  E. Ensure a reliable, responsive computing infrastructure

  F. Maintain the mindset of doing the right thing at the right time at the right cost.


Information Technology Goals:

  G. Make informed IT decisions

  H. Improve IT accessibility and accountability

  I.   Streamline City Services

  J.   Ensure reliable technical infrastructure

  K. Provide responsive IT support

  L. Promote an IT-enabled and trained workforce.


Immediate Goals & Objectives:

  M. Increase support functions and services for hardware, software, and technology.

  N. Refresh PC desktop hardware and office software suite – Windows 7 and Microsoft Office 2010.




                                                     131
                                     Finance Department

                       Division: Management Information Technology


 O. Geographic information systems (GIS): Implement National Emergency Numbering Association
    standards, coordinate structure numbering with Anne Arundel County, convert water/sewer system
    operational maps to State-standard coordinates.

 P. Develop new MIT services such as enterprise document management.

 Q. Improve the ability to recover from and manage disasters.

 R. MUNIS: Fully implement utility billing, treasury, collections, and cash management applications.

 S. MUNIS: Fully utilize MUNIS payroll and human resources system.

 T. Expand IP Telephony System.

 U. PEG television services: Relocate PEG TV studio to 161 Duke of Gloucester Street and replace
    audio and visual equipment in City Council Chambers.

 V. Implement IT Executive Committee for IT governance and IT policy review.


Performance Measurements:

  The CPM 101 questions/measurements which applied to the Office of Management Information
   Technology are as follows:

            Total number of hours paid to information technology staff.
            Total expenditures for information technology services (including staff costs).
            Total number of ALL help desk calls: Could not answer, not tracked in accordance with
             CPM definition
            Total number of help desk calls resolved at the time of call: Could not answer, not tracked
             in accordance with CPM definition.
            Maximum internet connection bandwidth of the jurisdiction’s network (wired network only
             unless entirety of network is wireless): UPstream bandwidth.
            Maximum internet connection bandwidth of the jurisdiction’s network (wired network only
             unless entirety of network is wireless): DOWNstream bandwidth.
            Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from internal IT
             customer satisfaction surveys: No survey conducted, could not answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflects how the City’s Office of Management Information Technology compared to other
  jurisdictions across certain input and efficiency measures. The Final CPM Report details
  some additional data and analyses.




                                                  132
                                    Finance Department

                     Division: Management Information Technology
  IT Department Full-Time Equivalents as a Percentage of Jurisdiction Full-Time
                                 Equivalents
        Cherryvale KS      0.1%
         Salisbury MD         0.2%
        Greenwich CT              0.3%
 Lancaster County SC                0.4%
         Libertyville IL                0.6%
          O’Fallon MO                     0.6%
           Ramsey MN                       0.7%                             Mean: 1.3%
     Goodlettsville TN                      0.7%
          Dedham MA                          0.7%
             Rolla MO
                                                                            City: 2.0%
                                             0.7%
        Newburgh NY                           0.7%
        Noblesville IN                          0.8%
       Dartmouth MA                              0.8%
       Hopkinton MA                               0.9%
    New Braunfels TX                              0.9%
         Columbia TN                              0.9%
              Greer SC                            0.9%
           Shelton WA                              0.9%
        Manhattan KS                                0.9%
          Blue Ash OH                               0.9%
       Crestwood MO                                  1.0%
          Snellville GA                               1.0%
    Fredericksburg VA                                 1.0%
  Peters Township PA                                   1.0%
           Oshkosh WI                                  1.0%
           Weston MA                                     1.1%
           Windsor CT                                      1.2%
      Rohnert Park CA                                       1.2%
      Delray Beach FL                                       1.2%
             Edina MN                                        1.2%
   Fort Lauderdale FL                                         1.3%
         Show Low AZ                                            1.3%
      Junction City KS                                           1.4%
        Chula Vista CA                                           1.4%
         Eau Claire WI                                            1.4%
          Andover MA                                                 1.5%
          Medway MA                                                    1.6%
         Monterey CA                                                   1.6%
       Tumwater WA                                                       1.7%
              Ukiah CA                                                   1.7%
          Belmont MA                                                       1.7%
      ANNAPOLIS, MD                                                          2.0%
Islamorada Islands FL                                                              2.2%
          Sahuarita AZ                                                              2.2%
        Purcellville VA                                                                2.3%
Campbell County WY                                                                       2.4%
          Algonquin IL                                                                     2.4%
       Lunenburg MA                                                                         2.5%
        Sugar Land TX                                                                                 2.9%
  Rancho Cordova CA                                                                                       3.0%
                                            Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                   133
                                      Finance Department

                  Division: Management Information Technology
                         Help Desk Calls per IT Full-Time Equivalent
       Sahuarita AZ     101
   ANNAPOLIS, MD        116
    Delray Beach FL     153
          Ukiah CA       190
        Windsor CT       208
                                                                          Mean: 689 calls
       O’Fallon MO       209
      Sugar Land TX      229
       Andover MA        233
                                                                          City: 116 calls
Campbell County WY       260
       Shelton WA        263
       Belmont MA         300
     Chula Vista CA       328
 Fort Lauderdale FL       336
       Snellville GA          379
       Algonquin IL           382
      Salisbury MD            385
 Rancho Cordova CA            398
      Monterey CA             437
  Fredericksburg VA            462
     Lunenburg MA               593
   Rohnert Park CA                  672
      Newburgh NY                    733
     Greenwich CT                    780
       Blue Ash OH                   796
     Purcellville VA                  826
    Junction City KS                  896
      Show Low AZ                         999
      Eau Claire WI                         1,248
      Libertyville IL                           1,461
       Medway MA                                                                                                  6,296

                                                Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        134
                                      Finance Department

                     Division: Management Information Technology
                       Help Desk Calls per Jurisdiction Full-Time Equivalent
         Salisbury MD      0.68
King William County VA     0.87
          O’Fallon MO      1.33
      Delray Beach FL      1.84
          Sahuarita AZ     2.21
                                                                  Mean: 34.83 calls
      ANNAPOLIS, MD        2.28
          Shelton WA       2.41
                                                                  City: 2.28 calls
          Windsor CT       2.44
        Greenwich CT       2.66
             Ukiah CA      3.18
          Andover MA       3.56
            Dover NH       3.66
          Snellville GA    3.80
    Fort Lauderdale FL     4.34
        Chula Vista CA     4.55
    Fredericksburg VA      4.68
         Belmont MA        5.19
        Newburgh NY        5.45
          Coventry CT      5.65
  Campbell County WY       6.15
        Sugar Land TX      6.55
         Monterey CA       7.05
          Blue Ash OH      7.51
      Rohnert Park CA      8.06
         Libertyville IL   8.34
         Algonquin IL      9.26
   Rancho Cordova CA       11.97
      Junction City KS     12.29
         Show Low AZ        13.40
         Eau Claire WI      17.44
        Purcellville VA     18.90
         Medway MA                  100.68
       Lunenburg MA                                                                                         861.00
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                    135
                                                    Finance Department

                                  Division: Management Information Technology
                                                  IT Expenditures per Jurisdiction FTE

                     New Baden IL       $68
                         Granby CT      $383
                      Salisbury MD      $384
              Lancaster County SC       $625
                     Manhattan KS       $637
                     Cherryvale KS      $701                                      Mean: $ 5,700
                     Baker City OR      $732
                        Oshkosh WI      $735
                        Shelton WA      $886
                                                                                  City: $ 2,424*
                       Coventry CT      $977
                 Fredericksburg VA      $1,116
                           Greer SC     $1,123
                       Snellville GA    $1,155
                     Greenwich CT       $1,169
           King William County VA       $1,176
                      Eau Claire WI     $1,214
                      Libertyville IL   $1,226
                     Chula Vista CA     $1,235
                      Columbia TN       $1,375
                     Noblesville IN     $1,392
                       Dedham MA        $1,484
                    Hopkinton MA        $1,503
                   Junction City KS     $1,535
                       O’Fallon MO      $1,592
                          Edina MN      $1,620
                          Mason MI      $1,633
                  Goodlettsville TN     $1,711
                        Weston MA       $1,724
                    Dartmouth MA        $1,789
               Peters Township PA        $1,847
                   Delray Beach FL       $1,873
                       Medway MA         $1,992
                    Crestwood MO         $2,003
                           Ukiah CA      $2,008
                        Windsor CT       $2,009
                Fort Lauderdale FL       $2,032
                      Show Low AZ        $2,126
                 New Braunfels TX        $2,207
                   Rohnert Park CA       $2,234
                       Belmont MA        $2,327
                    Tumwater WA          $2,338
                   ANNAPOLIS, MD        $2,424
                       Blue Ash OH      $2,698
                       Sahuarita AZ     $2,955
             Islamorada Islands FL      $3,183
                     Sugar Land TX      $3,310
                     Newburgh NY        $3,489
                        Ramsey MN       $3,551
                     Purcellville VA    $3,864
             Campbell County WY         $3,950
                      Monterey CA        $4,549
                       Lakeland TN       $5,835
               Rancho Cordova CA          $6,635
                    Lunenburg MA                                                                                    $203,478

                                                          Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set
* The City figure reported in the CPM Final Report is only $611 per Jurisdiction FTE. This figure was derived in error using MIT’s
expenditures less MIT salaries. It was amended by CPM for the most up-to-date figure shown in the above graph ($ 2,424).




                                                                 136
                                     Finance Department

                       Division: Management Information Technology

 Looking ahead: Additional performance measurements the Office of MIT may collect and evaluate
  are as follows. Since performance measurements are meant to track progress toward a goal, the list
  letters tie the below performance measurements to the above-listed departmental goals.

         M. Increase support functions and services for hardware, software, and technology.
                 Track number of MUNIS applications supported.
                 Track number of calls to MIT for finance reports.
                 Track number of calls for IT service.
                 Track number of visits to public-access GIS site.
                 Measure estimated total cost of ownership and operation of PC office software over
                   five years (provide for office software refresh accordingly).
                 Measure estimated total cost of ownership and operation of PC desktop hardware
                   over five years (provide for desktop hardware refresh accordingly).

         O. Geographic information systems (GIS): Implement National Emergency Numbering
            Association standards, coordinate structure numbering with Anne Arundel County, convert
            water/sewer system operational maps to State-standard coordinates.
                Track percentage of Numbering Association standards adhered to/implemented.
                Track percentage of City structures which have unique identifiers.
                Track percentage of planimetrics and operational maps which are converted to
                    State-standard coordinates.

         P.   Develop new MIT services such as enterprise document management.
                 Document Management System via MUNIS: Track number of scanned pages to
                    establish count of hardcopy documents reduced.
                 Measure Institutional Network (I-Net) bandwidth utilization of City Fiber Ring.

         Q.   Improve the ability to recover from and manage disasters.
                  Develop department procedures for working at home: Track number of hours
                    worked from home.
                  Implement MUNIS Disaster Recovery Services: Track survival of business
                    operations.
                  Reliable sources of power: Measure survival of communication and network
                    systems.
                  Reliable sources of power: Measure electrical power consumption.

         R. MUNIS: Fully implement utility billing, treasury, collections, and cash management
            applications.
                 Track percentage of systems utilized.

         S.   MUNIS: Fully utilize MUNIS payroll and human resources system.
                 Track employee and application self-service (actions completed without MIT
                   dependency).

         T. Expand IP Telephony System.
                Track reduction in telephone costs.
                Track increase in telephone services.
                Track increase in network bandwidth.

         U. PEG television services
                Track number of actual viewers of PEG channels.




                                                 137
                                                     Finance Department

                                    Division: Management Information Technology



                                                     BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013          Total
                                        Actual            Actual            Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $     792,800     $     835,690     $     819,674     $     853,120 $         890,582      56.94%
     Operating                           294,790           291,660           256,368           366,800           423,430      27.07%
     Capital Outlay                      52,720            628,060             4,710           250,000           250,000      15.98%

             Total                $ 1,140,310 $ 1,755,410 $ 1,080,752 $ 1,469,920 $ 1,564,012                                   100%

        % Change from Prior Year                         53.94%            -38.43%           36.01%            6.40%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                    138
                                        Finance Department

                                     Division: Central Purchasing


Fund Support: General Fund

Description:

Responsible for various procurement efforts for all departments; approve and process purchase orders
for various vendors and conduct competitive bidding to establish contracts for goods, services and
projects.

Mission:

Ensure requested goods and services are provided in a timely manner to help departments function
effectively and efficiently, and ensure such goods and services are provided at values which maximize tax
dollars.

Services:

  •    Provides purchasing support to all City departments.

  •    Obtains competitive pricing for various goods and services
       .
  •    Manages the procurement process for the City and improve where possible.

  •    Promotes use of and provide training and assistance for MUNIS users and recommend
       modifications to procedures as necessary.

  •    Processes and approve all purchase orders and change orders in MUNIS.

  •    Establishes and maintain various cooperative purchasing efforts statewide with other jurisdictions.

  •    Represents the City on the Baltimore Regional Cooperative Purchasing Committee (BRCPC)
       including Energy Board and other purchasing efforts.

  •    Negotiates terms and conditions, and facilitate execution of various contracts.

  •    Advises and assist all departments in the development of specifications and scope of work for
       Invitation for Bids (IFB) and Request for Proposals (RFP).

  •    Advertises and maintain correspondence for IFBs and RFPs.

  •    Participates in minority business enterprise (MBE) outreach efforts.


Goals and Objectives:

      A. Obtain the maximum benefit for every tax dollar spent.

      B. Implement a procurement card program.

      C. Update purchasing policies and procedures.

      D. Improve Minority Business Enterprise (MBE) participation.




                                                     139
                                    Finance Department

                                 Division: Central Purchasing



Performance Measurements:

  The CPM 101 questions/measurements which applied to Central Purchasing are as follows:

            Total dollar amount of actual purchases made, reviewed, or approved.
            Of the dollar amount reported above, what amount was for actual construction purchases
             made, reviewed, or approved?
            Total number of hours paid to the staff in the central procurement office.
            Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from internal
             Procurement Services customer satisfaction surveys: No survey conducted, could not
             answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following page
  reflect how the City’s Central Purchasing Office compared to other jurisdictions across certain
  input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                                140
                                    Finance Department

                              Division: Central Purchasing


              Total Purchase Volume Per Procurement Full-Time Equivalent

    Rohnert Park CA      $379,699
   Goodlettsville TN       $1,025,260
          Granby CT                 $2,594,054                                Mean: $ 8,252,730
Lancaster County SC                 $2,668,310
       Salisbury MD                  $2,913,632                               Median: $ 6,547,788
           Mason MI                          $4,736,244
                                                                              City: $ 4,858,886
    ANNAPOLIS, MD                                $4,858,886
  Fort Lauderdale FL                                    $6,290,597
        Andover MA                                       $6,547,788
        Columbia TN                                       $6,796,570
   New Braunfels TX                                              $8,418,724
Islamorada Islands FL                                                $8,786,989
      Chula Vista CA                                                                    $12,867,493
       Eau Claire WI                                                                                  $16,663,704
           Dover NH                                                                                     $17,045,869
         Oshkosh WI                                                                                             $18,700,388
      Lunenburg MA                                                                                              $19,002,210
                                            Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set



            Per Capita Value of Purchases Made, Reviewed, or Approved by
                              Central Procurement Office
          Dedham MA     $3
     Rohnert Park CA    $9
 Lancaster County SC      $35
    Goodlettsville TN       $64                                           Mean: $ 403
         Columbia TN              $157
       Chula Vista CA             $158                                    Median: $ 342
      Wauwatosa WI                     $229
      Crestwood MO                       $272
    New Braunfels TX
                                                                          City: $ 332
                                           $295
     ANNAPOLIS, MD                               $332
         Salisbury MD                            $351
          Andover MA                             $359
   Fort Lauderdale FL                                $418
        Eau Claire WI                                       $505
             Mason MI                                           $574
            Granby CT                                             $605
      Lunenburg MA                                                            $754
          Oshkosh WI                                                             $814
             Dover NH                                                              $842
Islamorada Islands FL                                                                                          $1,293
                                           Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                    141
                                                      Finance Department

                                                  Division: Central Purchasing


       Looking ahead: Additional performance measurements the Central Purchasing Office may collect
        and evaluate are as follows. Since performance measurements are meant to track progress toward a
        goal, the list letters tie the below performance measurements to the above-listed departmental goals.

                   Mission statement (a): Ensure requested goods and services are provided in a timely manner to
                   help departments function effectively and efficiently
                            Track number of purchase orders processed.
                            Track time taken to process purchase orders.
                            Track number of formal IFBs processed.
                            Track time taken to process formal IFBs
                            Track number of RFPs processed.
                            Track time taken to process RFPs.
                            Survey departments on service received by Central Purchasing staff. Surveys to
                               provide numerical score of service.

                   Goal A: Obtain the maximum benefit for every tax dollar spent.
                           Track cost-savings obtained via competitive pricing.

                   Goal D: Improve Minority Business Enterprise (MBE) participation.
                           Track MBE participation in Capital Improvement Program projects.




                                                                                                                                  % of
     Budget Summary                     FY 2009           FY 2010           FY 2011            FY 2012         FY 2013           Total
                                         Actual            Actual            Actual            Adopted         Adopted          (FY 13)
     Personnel*                     $     565,210     $     331,520     $     323,100      $     324,980 $         321,519      95.57%
     Operating                             14,240            10,820              7,476            14,920 $          14,920        4.43%

             Total                 $      579,450 $         342,340 $         330,576 $          339,900 $         336,439         100%

         % Change from Prior Year                         -40.92%           -3.44%              2.82%            -1.02%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** FY 2009 actual expenditures include those of the "Central Services Administration" w hich w as abolished w hen the Department of
Central Services w as eliminated. The Central Purchasing function of the Department of Central Service became a division of Finance (as it
is now ) and the General Government Buildings division of the Department of Central Services became a division of the Department of
Public Works (merged w ith the Facilities Divison).




                                                                     142
Human Resources




      143
                                         Human Resources


Fund Support: General Fund


Description:

The Human Resources Department administers the provisions of the City Charter and Code that pertain
to employee appointments and promotions, recruitment and retention, benefits and wellness,
classification and compensation, performance and training, personnel records, separation and retirement,
and employee and labor relations.

The Human Resources Department provides staffing and support to the Civil Service Board, Public
Safety Disability Retirement Board, and the Human Relations Commission. Human Resources also
works as part of the City’s Union negotiating team, the Police and Fire Retirement Plan Commission, and
the Risk Management Policy group.


Mission:

The Human Resources Department is committed to actively recruiting qualified and diverse applicants,
retaining and engaging employees by offering competitive and comprehensive benefits, providing
ongoing education and learning opportunities, and ensuring a safe and equitable work environment for all
employees and citizens. We embrace a proactive philosophy dedicated to providing exemplary service
by identifying significant human resources issues and developing innovative, cost-effective solutions.


Services:

  •   Recruits, examines, and recommends to appointing authorities applicants for authorized City
      positions.

  •   Administers entrance and promotional exams, and prepares lists of person eligible for hiring and
      promotion.

  •   Develops and maintains the City-wide classification and compensation plan.

  •   Develops and administers employee benefits including medical, dental, vision, prescription drug,
      Employee Assistant Program (EAP), Core and voluntary life, short term and long term disability,
      deferred compensation, Pension and retirement programs, medical and dependent care, flexible
      spending accounts, workers compensation, credit union , leave (annual, sick, personal).

  •   Coordinates the annual performance management program for all City employees.

  •   Oversees the disciplinary program and subsequent grievance and appeal processes under union or
      civil service provisions.

  •   Participates in the negotiation and is responsible for the administration of fire, police, trades, and
      clerical collective bargaining agreements.

  •   Coordinates and administers retirement plans for civilian and public safety employees.

  •   Creates and implements quality of life mandates, including fair labor standards, family medial leave,
      harassment, drug abuse, disabilities, and equal employment opportunity.




                                                      144
                                       Human Resources


 •   Plans, coordinates and delivers City-wide training for employees that fosters administrative goals
     and objectives.

 •   Implements and maintains the newly acquired Human Resource Information System.


Goals & Objectives:

 A. Maximize recruitment efforts.
        Implement and maintain an electronic recruitment process.
        Analyze sources of applications and target those sources.
        Continue to actively achieve City-wide diversity hiring initiatives within all departments.

 B. Offer supervisory training on: confidentiality/HIPPA/documentation, engagement/customer
    service, revised Rules and Regulations and Performance Management.

 C. Improve data collection and distribution methods to assist with legislative and administrative
    decision making.
         Configure state-of-the-art Human Resources Information System (HRIS).
         Utilize the system to effectively improve overall human resource management operations
            and procedures.

 D. Continue to offer a cost-effective and comprehensive benefits and compensation package to City
    employees.
        Maintain competitive benefits package.
        Create a working group to study and recommend Police/Fire Pension Plan options for
           sustainability.
        Initiate City-wide classification/compensation study.
        Work with Risk Management team to reduce overall workers comp costs, increase safety
           and decrease workplace accidents.
        Decrease costs related to unhealthy lifestyle choices.

 E. Continue to educate employees on the City’s Medical and Disease Management Program.
        Continue to keep employees informed regarding the City’s new disease management
           program.

 F. Continue to develop great rapport and working relationship with the Benefit Focus Group.
        Keep Benefit Focus Group engaged.

 G. Implement and maintain:
         A significantly increased workload related to HRIS functions and system requirements and
           allocate additional tasks and responsibility among existing HR staff members.
         Employee Self-Serve (ESS) module in HRIS
         Benefit enrollments
         Applicant tracking
         Case management
         Professional development
         Research and implement new Performance Management System




                                                  145
                                        Human Resources


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Human Resources Department. The
goal for fiscal year 2013 is that those CPM measurements which the City is not currently monitoring will
be introduced into each department’s infrastructure for a more complete performance profile. In
particular, the customer satisfaction questions which the City could not answer for the fiscal year 2011
survey will be answered on the fiscal year 2012 survey. This is due to the City’s participation in the
National Citizen Survey which is purposefully coordinated with the CPM 101 Survey. The survey was
completed using fiscal year 2011 data and the final report was issued in August 2012. The final report
from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Human Resources Department are as
    follows:

      Human Resources:
          Total number of hours paid to all jurisdiction staff.
          Total number of hours paid to staff in the jurisdiction’s central human resources office.
          Total expenditures for the jurisdiction’s central human resources office.
          Total number of external recruitments completed.
          Average number of working days required to complete an external recruitment.
          Number of “Excellent,” “Good,” “Fair,” “Poor,” or “Don’t Know” responses received from a
            customer satisfaction survey asking respondents to rate the quality of human resources
            services: No survey conducted, could not answer.

      Risk Management:
           Total number of worker’s compensation claims filed.
           Number of “Excellent,” “Good,” “Fair,” “Poor,” or “Don’t Know” responses received from
             internal risk management customer satisfaction surveys: No survey conducted, could not
             answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflect how the City’s Human Resources Department compared to other jurisdictions across
  certain input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                                   146
                                          Human Resources


                                  Hours Paid to All Jursidiction Staff

            Lakeland TN      45,440
          New Baden IL       52,982
          Cherryvale KS      56,653
            Mahomet IL       62,238
               Mason MI       105,251
         Lunenburg MA         122,446
           Lake Mills WI      132,680                                     Mean: 759,498 hours
    Rancho Cordova CA         133,431
          Purcellville VA     143,152
          Baker City OR        152,915
                                                                          City: 927,466 hours
            Coventry CT        158,171
              Granby CT        168,585
             Ramsey MN         172,487
    Peters Township PA         176,427
King William County VA          193,838
  Islamorada Islands FL         199,847
            Medway MA           202,986
            Snellville GA       207,378
         Crestwood MO           212,003
             Shelton WA         225,425
         Hopkinton MA            242,261
            Sahuarita AZ          291,064
           Show Low AZ            298,913
        Junction City KS          316,766
                Greer SC          325,509
       Goodlettsville TN          328,739
            Algonquin IL           345,141
             Weston MA              393,277
        Rohnert Park CA             414,335
                Ukiah CA             433,415
            Blue Ash OH              440,659
         Tumwater WA                 443,001
           Libertyville IL           448,736
         Dartmouth MA                 494,670
             Windsor CT               532,862
            Dedham MA                  562,204
               Rolla MO                566,873
            Belmont MA                  625,023
          Newburgh NY                   628,937
               Dover NH                  687,866
          Noblesville IN                  790,351
               Edina MN                    827,239
           Salisbury MD                    831,005
          Manhattan KS                      886,163
           Columbia TN                      912,647
        ANNAPOLIS, MD                      927,466
   Lancaster County SC                     956,349
            O’Fallon MO                    984,818
           Monterey CA                       1,120,322
  Campbell County WY                          1,153,877
      New Braunfels TX                        1,185,160
      Fredericksburg VA                       1,191,890
           Eau Claire WI                        1,306,772
             Oshkosh WI                         1,307,460
          Sugar Land TX                             1,545,936
        Delray Beach FL                                1,732,051
            Andover MA                                        2,225,997
          Chula Vista CA                                                  2,834,357
          Greenwich CT                                                                                             5,424,816
     Fort Lauderdale FL                                                                                                5,680,637
                                               Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        147
                                                 Human Resources


                              Hours Paid to All Jurisdiction Staff per Capita

    Rancho Cordova CA          2
              Lakeland TN          4
               Ramsey MN               7
    Peters Township PA                  8
              Mahomet IL                 9
        Rohnert Park CA                      10                                      Mean: 22 hours
              Snellville GA                   11
              Algonquin IL                    11
           Chula Vista CA                     11                                     City: 24 hours
             Sahuarita AZ                     12
          Lunenburg MA                         12
King William County VA                         12
             O’Fallon MO                       12
   Lancaster County SC                         12
              Coventry CT                       13
                Mason MI                        13
                  Greer SC                      13
         Junction City KS                        14
          Dartmouth MA                            14
             Medway MA                            15
                Granby CT                         15
            Noblesville IN                         15
            Baker City OR                          15
            New Baden IL                           16
          Hopkinton MA                              16
           Manhattan KS                              17
                 Edina MN                            17
          Crestwood MO                                18
           Sugar Land TX                              18
               Windsor CT                             18
           Purcellville VA                             19
            Eau Claire WI                               20
               Oshkosh WI                               20
       Goodlettsville TN                                 21
      New Braunfels TX                                   21
            Libertyville IL                               22
           Newburgh NY                                    22
             Dedham MA                                     23
              Shelton WA                                   23
                 Dover NH                                  23
            Lake Mills WI                                  23
            Cherryvale KS                                   24
        ANNAPOLIS, MD                                      24
  Campbell County WY                                        25
           Tumwater WA                                      25
             Belmont MA                                      26
             Columbia TN                                     26
            Show Low AZ                                       27
             Salisbury MD                                     27
                  Ukiah CA                                     28
        Delray Beach FL                                        28
                 Rolla MO                                       29
  Islamorada Islands FL                                              33
               Weston MA                                              34
     Fort Lauderdale FL                                               34
              Blue Ash OH                                               36
            Monterey CA                                                      40
      Fredericksburg VA                                                            49
             Andover MA                                                                             67
           Greenwich CT                                                                                                  89

                                                       Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                                 148
                                      Human Resources


               Human Resources Expenditures per Completed Recruitment

        Belmont MA      $1,103
     Junction City KS   $1,918
Lancaster County SC     $1,959
        Andover MA      $1,995
        O’Fallon MO     $2,643
       Show Low AZ      $3,930
Islamorada Islands FL   $4,168                                    Mean: $ 33,365
Campbell County WY       $5,293
            Greer SC     $5,425                                   City: $ 6,508
    ANNAPOLIS, MD        $6,508
  Fredericksburg VA      $6,591
       Salisbury MD      $6,818
        Snellville GA    $7,396
       Noblesville IN    $7,932
      Purcellville VA     $10,279
      Manhattan KS        $10,469
     Delray Beach FL      $10,563
         Oshkosh WI        $11,938
            Ukiah CA       $13,076
   Goodlettsville TN       $14,137
       Eau Claire WI       $15,286
        Blue Ash OH         $16,530
         Weston MA          $17,365
         Windsor CT          $21,125
           Mason MI          $22,486
        Columbia TN          $22,489
       Sugar Land TX             $23,462
        Sahuarita AZ             $24,901
         Shelton WA              $25,355
        Medway MA                  $32,653
      Hopkinton MA                   $37,896
      Wauwatosa WI                     $47,745
  Fort Lauderdale FL                       $55,926
         Ramsey MN                                      $97,690
    Rohnert Park CA                                        $105,125
       Monterey CA                                          $109,479
 Rancho Cordova CA                                                                     $194,001
      Tumwater WA                                                                                             $264,211
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     149
                                                                 Human Resources

       Looking ahead: Additional performance measurements the Department of Neighborhood and
        Environmental Programs may collect and evaluate are as follows. Since performance measurements
        are meant to track progress toward a goal, the list letters tie the below performance measurements to
        the above-listed departmental goals.

                     A. Maximize recruitment efforts (analyze sources of applications and target those sources).
                            Track total number of candidates for vacant positions.

                     B. Offer supervisory training and meet service goal of delivering City-wide training for
                        employees that fosters administrative goals and objectives.
                             Track total workforce trained.

                     D. Work with Risk Management team to reduce overall workers’ compensation costs, increase
                        safety and decrease workplace accidents.
                             Track total cost of workers’ compensation claims.

                     D & G. Maintain a competitive benefits package (D) & maintain benefits enrollment (G).
                             Track total number of employees and dependents enrolled in benefits
                             Track total number of retirees and dependents enrolled in benefits

                     Services: Recruitment and Retention/Separation and Retirement:
                              Track total number of terminations (excluding retirements).
                              Track total number of retirements.


                                       STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

      Total FTE: 6                                                  Permanent Positions

      Human Resources Director ........................................................................................................................... 1
      Benefits Administrator ................................................................................................................................... 1
      Training Programs Administrator .................................................................................................................. 1
      HR Office Administrator ................................................................................................................................ 1
      HR Associate I .............................................................................................................................................. 1
      Recruitment/Employee Relations Administrator ………………………………………………………………….1

                                                      Contractual and Temporary Positions

      The Department of Human Resources has one contractual HR Associate.


                                                                    BUDGET SUMMARY

                                                                                                                                                            % of
     Budget Summary                          FY 2009                FY 2010               FY 2011                FY 2012             FY 2013               Total
                                              Actual                 Actual                Actual                Adopted             Adopted              (FY 13)
     Personnel*                          $      734,310         $      795,680        $      703,473         $      576,100 $             703,718          78.59%
     Operating                                134,320                  176,900                 93,288               151,200               191,700          21.41%

              Total                      $      868,630 $              972,580 $             796,761 $              727,300 $             895,418             100%

        % Change from Prior Year                                    11.97%                -18.08%                 -8.72%               23.12%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                                  150
Department of Planning and Zoning




               151
                              Department of Planning and Zoning



Fund Support: General Fund


Description:

The Department of Planning and Zoning is responsible for all current and long-range planning for
development, redevelopment and preservation, and community development activities within the City.
The Department of Planning and Zoning is organized around four main divisions - Comprehensive
Planning, Community, Current Planning and Historic Preservation. All these divisions share one budget.
In addition, the Department also provides technical and direct assistance to other departments in the
furtherance of municipal objectives.

Mission:

To promote a sustainable city by preserving, protecting and enhancing the integrity, fabric and character
of the CityBits neighborhoods, business districts, historic core, and natural environment for the benefit of
current and future residents, businesses and visitors; to accommodate City development in a manner
consistent with municipal development objectives; to provide timely delivery of general and specialized
counsel and support to the City=s policy makers, officers, departments, agencies, boards, commissions
and committees; to provide housing, and support services to our low and moderate income citizens either
directly or by assisting agencies that provide these services; and to ensure that all planning processes
encourage public participation and involvement


      Each division operates under a set of specific goals to support the departmental mission.


Services:

Department as a whole:

  •     Prepares necessary plans, studies, and programs to implement the City's Comprehensive Plan,
        including coordination of the Capital Program and Budget.

  •     Administers and enforces the City's zoning ordinance and subdivision regulations.

  •     Plans and administers the City's Community Development Block Grant program.

  •     Oversees the City=s moderately priced dwelling unit program.

  •     Engages in special studies and projects impacting on future growth, development, redevelopment
        and quality of life.

Community Development Division:

  •     Ensures efficient performance of the housing and community development activities of the City.

  •     Administers the City’s Community Development Block grant (CDBG), the Clay Street Community
        Legacy Program, the Emergency Shelter Grant Program, the Rental Allowance Program, the
        HOME Initiative Program and the Moderately Priced Dwelling Unit Program.

  •     Coordinates activities with nonprofit service providers, City departments, and agencies.




                                                     152
                            Department of Planning and Zoning



Historic Preservation Division:

  •   Processes applications for the Historic Preservation Commission (HPC).

  •   Ensures projects are developed in accordance with HPC approval(s).

  •   Enforces compliance with Historic District design guidelines and review process.

  •   Provides technical and administrative guidance to applicants in the Historic District to ensure
      submission of complete applications.

  •   Coordinates interdepartmental project review and enforcement in the Historic District .

  •   Oversees archaeology and preservation requirements for development affecting landmarks
      throughout the City.

  •   Manages all required Certified Local Government responsibilities including annual reporting,
      commission training, Section 106 review, drafting & updating of administrative procedures, policies,
      and design guidelines, ongoing survey and inventory work, preservation planning, and execution of
      an educational program.

  •   Staffs and supports the Annapolis MainStreets program and the Historic Markers (Heritage)
      Commission.

  Current Planning Division:

  •   Maintains primary responsibility for departmental activities involved with processing various
      applications.

  •   Staffs and supports various Boards and Commissions. Support includes:
           Ensuring quarterly reporting to the State Critical Area Commission and participation in
              quarterly Critical Area meetings and training workshops,
           Overseeing communication and outreach to active, participatory community associations,
              such as the Eastport Civic Association and the Murry Hill Residence Association,

  •   Staffs interdepartmental and mayoral appointed committees.

  •   Ensures all development meets the policies and aspirations expressed in the 2009 Annapolis
      Comprehensive Plan. Specifically, the Division must ensure compliance with the Land Use and
      Economic Development Principles, Objectives and Policies.

Comprehensive Planning Division:

  •   Prepares, monitors and implements the Comprehensive Plan.

  •   Coordinates the annual Capital Programming and Budgeting process.

  •   Performs sector studies and neighborhood plans and manages public participation therein.

  •   Undertakes special studies and functional planning as needed.




                                                    153
                            Department of Planning and Zoning

  •   Manages traffic impact studies as part of the development review process.

  •   Provides liaison between city and county, regional, state and federal agencies (not including
      community development, historic preservation and housing matters).

  •   Seeks grants in pursuit of long- and short-range planning priorities.

  •   Represent s the Mayor at the regional level, e.g the Baltimore Regional Transportation Board.

  •   Tracks legislation and supports those State-wide initiatives that enhance the ability of incorporated
      cities to effectively compete and realize their long-term development goals.

  •   Provides technical assistance to other departments and Planning Department divisions as needed.


Goals & Objectives:

Community Development Division:

  A. Provide decent housing.
           o Assist homeless persons (or those at risk of becoming homeless) obtain affordable
               housing; retain affordable housing stock; increase availability of affordable permanent
               housing in standard condition for low income households; increase the supply of
               supportive housing for persons with special needs.

  B. Provide a suitable living environment.
           o Improve the safety and livability of neighborhoods; increase access to quality public and
               private facilities and services; reduce the isolation of income groups within areas through
               spatial deconcentration of housing opportunities for lower income persons and
               revitalization of deteriorating neighborhoods.

  C. Expand economic opportunities by provision of public services concerned with employment; provide
     access to capital and credit for activities that promote the long term economic and social viability of
     the community; empower low income persons to reduce generational poverty in federally assisted
     housing and public housing.

Historic Preservation Division:

  D. Preserve the authentic character and promote quality stewardship of properties within the
     Annapolis Historic District.

  E. Promote historic preservation as integral to community revitalization, economic development, and
     environmental sustainability.

  F. Heighten awareness of the value of cultural heritage and historic preservation.




                                                    154
                             Department of Planning and Zoning



Current Planning Division:

  G. Uphold the City’s character, promote a sustainable community, and advance land development
     stewardship through skilled design review.

  H. Promote urban design as an integral element to community revitalization, economic development,
     and environmental sustainability.

  I.   Provide effective customer service through quality control an enhanced project management.

  J.   Review all development for compliance with the Zoning and Subdivision ordinances of the City as
       well as State Laws that are implemented locally.

Comprehensive Planning Division:

  K. Effective coordination of near-term and long range planning activities occurring in a variety of
     settings, to include:
            o   Implementation of the Comprehensive Plan, capital budgeting, grant-seeking,
                sector planning, functional planning, development review, and inter-jurisdictional
                planning.

  L. Coordinate such activity to align with the three overarching goals of the current Comprehensive
     Plan:
            1. Preserve and Enhance Community Character
            2. Maintain a Vibrant Economy
            3. Promote a ‘Green’ Annapolis


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Department of Planning and Zoning.
The goal for fiscal year 2013 is that those CPM measurements which the City is not currently monitoring
will be introduced into each department’s infrastructure for a more complete performance profile. In
particular, the customer satisfaction questions which the City could not answer for the fiscal year 2011
survey will be answered on the fiscal year 2012 survey. This is due to the City’s participation in the
National Citizen Survey which is purposefully coordinated with the CPM 101 Survey. The survey was




                                                    155
                            Department of Planning and Zoning


completed using fiscal year 2011 data and the final report was issued in August 2012. The final report
from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Department of Planning and Zoning
    are as follows:

      Jurisdiction Descriptors:
           Residential population of the jurisdiction.
           Total area in square miles of the jurisdiction (excluding any significant bodies of water).

      Code Enforcement:
      The following code enforcement questions were answered by a collecting data from both the
      Department of Planning and Zoning and the Department of Neighborhood and Environmental
      Programs.

             Total number of hours paid to code enforcement staff.
             Total expenditures for code enforcement: Could not answer in accordance with CPM
              criteria. Expenditures dedicated solely to code enforcement are not delineated separately
              from other DNEP expenditures.


      Permits Services:
      The following permitting questions were answered by a collecting data from both the Department of
      Planning and Zoning and the Department of Neighborhood and Environmental Programs.

             Total number of hours paid to permitting services staff.
             Total expenditures for permitting services: Could not answer in accordance with CPM
              criteria. Expenditures dedicated solely to permitting services are not delineated separately
              from other DNEP expenditures.
             Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from Land Use,
              Planning and Zoning customer satisfaction surveys: No survey conducted, could not
              answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflect how the City compared to other jurisdictions across certain descriptors. Code
  Enforcement results and Permit Services results are shown under the Department of
  Neighborhood and Environmental Programs section of this document.




                                                    156
                                Department of Planning and Zoning


                                                Jurisdiction Population
           Cherryvale KS      2,374
           New Baden IL       3,349
            Lake Mills WI     5,735
      Airway Heights WA       6,114
   Islamorada Islands FL      6,119
            Fox Point WI      6,665
             Mahomet IL       7,258
           Purcellville VA     7,727
         Georgetown MA         8,100                                Mean: 43,942 residents
                Mason MI       8,252
              Shelton WA       9,834
           Baker City OR       9,890                                Median: 23,819 residents
          Lunenburg MA         10,086
            Show Low AZ        11,058
               Granby CT       11,300                               City: 38,394 residents
              Weston MA        11,478
          Crestwood MO         11,912
             Blue Ash OH       12,114
             Lakeland TN       12,430
             Coventry CT       12,435
             Medway MA          13,877
          Hopkinton MA          15,000
                 Ukiah CA       15,300
        Goodlettsville TN       15,921
 King William County VA         15,935
          Tumwater WA           17,570
             Snellville GA      18,242
                Rolla MO         19,560
            Libertyville IL      20,742
     Peters Township PA          21,378
              Barstow CA         22,639
         Junction City KS        23,353
              Ramsey MN          23,668
             Belmont MA          23,819
       Fredericksburg VA         24,286
             Dedham MA           24,729
             Sahuarita AZ         25,259
                 Greer SC         25,515
            Monterey CA           27,810
           Newburgh NY            28,866
              Windsor CT          29,060
                Dover NH          29,987
             Algonquin IL         30,046
   Accomack County VA             30,223
            Salisbury MD          30,343
             Andover MA            33,201
          Dartmouth MA             34,412
            Columbia TN            34,681
         ANNAPOLIS, MD            38,394
         Rohnert Park CA          41,194
   Campbell County WY             46,133
          Wauwatosa WI            46,396
                Edina MN           47,941
           Noblesville IN          51,969
           Manhattan KS            52,135
       New Braunfels TX             57,040
         Delray Beach FL            60,831
           Greenwich CT             61,171
              Oshkosh WI             64,592
     Rancho Cordova CA               65,502
            Eau Claire WI            66,060
    Lancaster County SC               76,652
             O’Fallon MO               80,860
           Sugar Land TX               84,511
      Fort Lauderdale FL                        165,521
           Chula Vista CA                                 246,496
Louisville Metro Govt KY                                                                                             741,096
                                                 Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                            157
                               Department of Planning and Zoning


                                               Total Area (in Square Miles)
             Cherryvale KS     2
             New Baden IL      2
              Fox Point WI     3
            Purcellville VA    3
           Crestwood MO        4
             Lake Mills WI     4
            Newburgh NY        4
                   Ukiah CA    4
     Airway Heights WA         5
              Belmont MA       5                                   Mean: 115 square miles
                 Mason MI      5
   Islamorada Islands FL       6
         Rohnert Park CA       6                                   Median: 16 square miles
               Shelton WA      6
         ANNAPOLIS, MD         7
             Baker City OR     7                                   City: 7 square miles
               Blue Ash OH     8
             Monterey CA       8
             Libertyville IL   9
               Mahomet IL      9
              Dedham MA        10
               Snellville GA   10
       Fredericksburg VA       11
               Algonquin IL    12
          Junction City KS     12
              Medway MA        12
                  Rolla MO     12
        Georgetown MA          13
           Wauwatosa WI        13
        Goodlettsville TN      14
              Salisbury MD     14
            Tumwater WA        14
         Delray Beach FL       15
                  Edina MN     16
                Weston MA      17
            Manhattan KS       19
     Peters Township PA        19
                   Greer SC    21
               Lakeland TN     23
                Oshkosh WI     24
           Lunenburg MA        27
                Ramsey MN      27
                  Dover NH     28
           Hopkinton MA        28
                Windsor CT     29
              Columbia TN      30
              O’Fallon MO      30
              Sahuarita AZ     30
              Andover MA       31
             Noblesville IN    31
             Eau Claire WI     32
      Fort Lauderdale FL       33
            Sugar Land TX      34
               Coventry CT     37
     Rancho Cordova CA         38
                 Granby CT     41
                Barstow CA     42
             Show Low AZ       47
            Greenwich CT        48
            Chula Vista CA      50
           Dartmouth MA         64
 King William County VA              275
Louisville Metro Govt KY              385
   Accomack County VA                  438
    Lancaster County SC                  549
   Campbell County WY                                                                                       4,797
                                                   Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                             158
                                  Department of Planning and Zoning


                                 Population Density (Residents per Square Mile)
   Campbell County WY          10
 King William County VA        58
   Accomack County VA           69
    Lancaster County SC          140
             Show Low AZ          235
                 Granby CT         276
               Coventry CT          336
           Lunenburg MA             374
           Hopkinton MA               536
                                                                    Mean: 1,920 residents per sq. mile
           Dartmouth MA               538
                Barstow CA            539                           Median: 1,572 residents per sq. mile
               Lakeland TN            540
        Georgetown MA                  623
                Weston MA               675                         City: 5,485 residents per sq. mile
               Mahomet IL                806
              Sahuarita AZ                842
                Ramsey MN                 877
                Windsor CT                  1,002
   Islamorada Islands FL                    1,020
                  Dover NH                   1,071
              Andover MA                     1,071
     Peters Township PA                       1,125
        Goodlettsville TN                     1,137
              Columbia TN                     1,156
              Medway MA                       1,156
             Cherryvale KS                     1,187
                   Greer SC                    1,215
     Airway Heights WA                         1,223
            Tumwater WA                         1,255
            Greenwich CT                        1,274
             Baker City OR                        1,413
             Lake Mills WI                        1,434
               Blue Ash OH                         1,514
                  Rolla MO                           1,630
               Shelton WA                            1,639
                 Mason MI                            1,650
             New Baden IL                            1,675
             Noblesville IN                          1,676
     Rancho Cordova CA                                1,724
               Snellville GA                           1,824
Louisville Metro Govt KY                                1,925
          Junction City KS                               1,946
             Eau Claire WI                                2,064
              Salisbury MD                                  2,167
       Fredericksburg VA                                    2,208
              Fox Point WI                                   2,222
             Libertyville IL                                  2,305
              Dedham MA                                         2,473
            Sugar Land TX                                       2,486
               Algonquin IL                                     2,504
            Purcellville VA                                      2,576
                Oshkosh WI                                         2,691
              O’Fallon MO                                          2,695
            Manhattan KS                                            2,744
           Crestwood MO                                                2,978
                  Edina MN                                             2,996
             Monterey CA                                                     3,476
           Wauwatosa WI                                                       3,569
                   Ukiah CA                                                      3,825
         Delray Beach FL                                                            4,055
              Belmont MA                                                                  4,764
            Chula Vista CA                                                                  4,930
      Fort Lauderdale FL                                                                     5,016
         ANNAPOLIS, MD                                                                          5,485
         Rohnert Park CA                                                                                        6,866
            Newburgh NY                                                                                             7,217
                                                 Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               159
                           Department of Planning and Zoning

 Looking ahead: Additional performance measurements the Department of Planning and Zoning may
  collect and evaluate are as follows. Since performance measurements are meant to track progress
  toward a goal, the list letters tie the below performance measurements to the above-listed
  departmental goals.

     Community Development Division:

         A.   Provide Decent Housing:
                  Track number of new homes developed
                  Track number of homeownership opportunities created.

         B.   Provide a suitable living environment:
                  Track number of homes improved

         C.    Expand economic opportunities and empower low-income persons by provision of services
              and activities:
                   Track number of homeless helped.
                   Track number of persons with special needs helped.
                   Track number of people helped with public services such as mentoring and job
                      skills preparation.

         Input measurements: Track grants secured for programs
                             Track volunteers or interns secured for projects.

       Historic Preservation Division:

         D. Preserve the authentic character and promote quality stewardship of properties within the
            Annapolis Historic District:
                 Track consultants engaged for HPC project review, inspections and survey work.
                 Track properties surveyed for update of NHL District.
                 Track number of monthly inspections completed.
                 Track number of violations brought into compliance.
                 MainStreets: track number of businesses inventoried.

         E. Promote historic preservation as integral to community revitalization, economic
            development, and environmental sustainability:
                Track number of applicants to the Historic Property Tax Credit.
                Tack number/value of tax credit applications.
                MainStreets: track attendance at workshops.
                MainStreets: track brochures produced for marketing/promoting MainStreets
                   businesses.

         F.   Heighten awareness of the value of cultural heritage and historic preservation:
                  Track partnerships/sponsorships secured for educational activities.
                  Track educational and planning projects completed.
                  Heritage Commission: track applications for historic markers/interpretive displays.
                  Heritage Commission: track historic markers approved and constructed.
                  Heritage Commission: track educational activities sponsored by Heritage
                     Commission.

       Current Planning Division:

         G & H. Promote a sustainable community and promote urban design:
                 Track partnerships and involvement with community associations.
                 Track citizen committee participation.




                                                 160
                                         Department of Planning and Zoning


               I.    Provide effective customer service through quality control and enhanced project
                     management.
                          Track time to process development applications.
                          Track time spent by Planning and Zoning to process permits applications.
                         Track percentage of forms and documents made easily accessible to the public
                         Track number of Pre-Application Conference Committee (PACC) meetings hosted.
                         Track attendance of City agencies and the public in PACC meetings.

               J.    Review all development for compliance with the Zoning and Subdivision ordinances of the
                     City as well as State Laws that are implemented locally.
                          Track developments reviewed for compliance.
                          Track violations brought into compliance.

            Comprehensive Planning Division:

                                No quantitative measurements proposed as a function of the qualitative nature of
                                 the division’s work.



                                 STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                              Permanent Positions

 Total FTE: 11

Planning and Zoning:
       Planning Office Administrator .......................................................................................................... 1
       Planning Director .............................................................................................................................. 1
       Section Chief .................................................................................................................................... 3
       Senior Planner ................................................................................................................................. 3
        Planner ............................................................................................................................................ 1
        Historic Preservation Assistant ........................................................................................................ 1
       Community Development Administrator .......................................................................................... 1


                                                      Contractual and Temporary Positions

The Planning and Zoning Department has two general clerical contractual positions.




                                                                            161
                                        Department of Planning and Zoning



                                                         BUDGET SUMMARY


                                                                                                                               % of
     Budget Summary                  FY 2009           FY 2010            FY 2011          FY 2012           FY 2013          Total
                                      Actual            Actual             Actual          Adopted           Adopted         (FY 13)
     Personnel*                    $ 1,641,180       $ 1,873,170       $ 1,291,217       $ 1,478,080 $ 1,348,786              90.32%
     Operating**                       727,630             824,940           126,559           324,840           144,570        9.68%

             Total                $ 2,368,810 $ 2,698,110 $ 1,417,776 $ 1,802,920 $ 1,493,356                                    100%

        % Change from Prior Year                        13.90%            -47.45%           27.17%            -17.17%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** FY 2013 fleet replacement costs w ere calculated by department. Operating expenditures as presented in this summary table include
this department's or division's fleet replacement costs. In various other presentations in this document, fleet replacement costs are
reported separately.




                                                                    162
Police Department




       163
                                         Police Department


Fund Support: General Fund


Description:

The Annapolis Police Department is the primary law enforcement agency for the City of Annapolis. The
department is responsible for enforcing all applicable state, local, and traffic laws within the corporate
boundaries of the City. Each year, the department responds to an average of 42,000 calls for service and
investigates an average of 1,250 Part I crimes and 2,657 Part II crimes. In addition, the department
conducts numerous community outreach programs and crime prevention programs.

The department is comprised of three divisions and the Office of the Chief. The majority of the officers are
assigned to the Operations Division. This division includes the Patrol Section, Criminal Investigations
Section, and the Special Operations Section which encompasses the Traffic Unit, K-9 Unit, Vice and
Narcotics and the Flex Squads. The Administrative Division is responsible for fleet management, building
maintenance, evidence and property storage, budget, Uniform Crime Reports, payroll and purchasing.
The Community Affairs Section is also included in the Administrative Division. Within the Community
Affairs Section is the Hispanic Liaison, the ALERT Coordinator, the Neighborhood Enhancement Team,
the bicycle unit and JOINS, which is a juvenile diversion program. Finally, under the Administrative
Division are the Staff Inspections Unit and the Recruitment and Training Unit. Support Services is the last
division. This division includes Communications, Records, our Court Liaison, Special Events Coordinator,
Information Systems, Crime Laboratory and Auxiliary Officers. This division is staffed by civilians. Those
who directly report to the chief include the major, Internal Affairs, the Public Information Officer, the
Criminal Justice coordinator, the CSAFE coordinator, the Grant coordinator, the Maryland Coordination
and Analysis Center analyst, and Crime analysts.


Mission:

The Annapolis Police Department, in partnership with the community, is dedicated to preventing and
controlling crime and preserving the quality of life in Annapolis through firm, fair, and impartial law
enforcement strategies.


Goals & Objectives:

  A. Provide a safe community by reducing crime.
         • The department is concerned about all public safety issues.
        • We address these issues through proper planning, responses and practice.

  B. Improve traffic and pedestrian safety.
        • The department recognizes traffic and pedestrian safety is a concern to our citizens and
            elected officials.
        • To ensure the greatest impact, we will use existing data and conventional and
            unconventional methods to enforce existing laws.

  C. Improve community outreach and communications.
        • The department is recognizes the community is not only a great resource but a great
            partner.
        • We will use available tools and seek new methods of generating a public’s interest and
            involvement with our agency.




                                                    164
                                        Police Department


  D. Maintain high professional standards.
        • The department understands the necessity to have a well trained, professional and
             courteous law enforcement agency.
        • All complaints will be investigated in an impartial matter as the community deserves to be
             treated with respect.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Police Department. The goal for
fiscal year 2013 is that those CPM measurements which the City is not currently monitoring will be
introduced into each department’s infrastructure for a more complete performance profile. In particular,
the customer satisfaction questions which the City could not answer for the fiscal year 2011 survey will be
answered on the fiscal year 2012 survey. This is due to the City’s participation in the National Citizen
Survey which is purposefully coordinated with the CPM 101 Survey. The survey was completed using
fiscal year 2011 data and the final report was issued in August 2012. The final report from the National
Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Police Department are as follows:

      Staffing and Expenditures:
           Total number of hours paid to sworn staff.
           Total operating and maintenance expenditures for police services.

       Reported Crimes:
          Number of UCR Part 1 Violent Crimes reported.
          Number of UCR Part 1 Violent Crime cleared.
          Number of UCR Part 1 Property Crimes reported.
          Number of UCR Part 1 Property Crimes cleared.

       DUIs and Accidents:
          Number of injury-producing traffic accidents which occurred in the jurisdiction (the number
             of accidents, not the number of injuries, was to be reported).
          Number of DUI arrests made.




                                                    165
                                       Police Department


      Response Time:
         Average response time, from receipt of top priority police telephone call to arrival of first
           unit on scene, for “top priority” calls.

      Complaints Against Personnel & Citizen Satisfaction:
         Number of complaints against sworn personnel.
         Number of “Very Safe,” “Safe,” “Neither Safe nor Unsafe,” “Unsafe,” “Very Unsafe,” and/or
           “Don’t Know” responses received from citizens on a survey question which asked “How
           safe do you feel in your neighborhood after dark?”: No survey conducted, could not answer.
         Number of “Yes,” “No,” and/or “Don’t Remember/Don’t Know” responses received from
           citizens on a survey question which asked “During the past 12 months, were you or anyone
           in your household the victim of any crime?”: No survey conducted, could not answer.
         Number of “Yes,” “No,” and/or “Don’t Remember/Don’t Know” responses received from
           citizens on a survey question which asked, if you answered “yes” to being a victim of crime,
           “did you report all of these crimes to police?”: No survey conducted, could not answer.

     Risk Management:
          Total number of accidents involving police and law enforcement vehicles.

     Fleet Management:
          Total vehicle maintenance expenditures (excluding accident/body damage repair) for ONLY
            police and law enforcement vehicles.
          Total number of miles driven by police and law enforcement vehicles: Could not answer

             The following Fleet Management questions were answered by a collecting data from the
             Public Works Department, the Planning and Zoning Department, the Police Department and
             the Fire Department.

            Total number of Police and Law Enforcement Vehicles.
            Total number of ALL Vehicles and Heavy Equipment (including Police and Law
             Enforcement).
            Total vehicle maintenance expenditures (excluding accident/body damage repair) for ALL
             Vehicles and Heavy Equipment (including Police and Law Enforcement): Could not
             answer.
            Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from fleet
             maintenance customer satisfaction surveys: No survey conducted, could not answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following
  pages reflect how the City’s Police Department compared to other jurisdictions across certain
  input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                                   166
                                          Police Department


                             Sworn Police Officers (Full-Time Equivalents) per Capita
    Rancho Cordova CA                        0.0009
   Lancaster County SC                       0.0009
         Chula Vista CA                        0.0010
            Mahomet IL                          0.0010
             Ramsey MN                          0.0010
       Rohnert Park CA                            0.0011
King William County VA                             0.0011
   Peters Township PA                                0.0012                  Mean: 0.0020 Officers
            Coventry CT                               0.0013
              Granby CT                               0.0013
            O’Fallon MO                                 0.0013               Median: 0.0019 Officers
               Edina MN                                   0.0014
         Tumwater WA                                       0.0015
               Mason MI                                    0.0015            City: 0.0029 Officers
           Eau Claire WI                                   0.0015
          Noblesville IN                                   0.0015
            Medway MA                                      0.0015
         Hopkinton MA                                       0.0015
            Andover MA                                        0.0016
          Baker City OR                                       0.0016
               Dover NH                                        0.0016
           Monterey CA                                         0.0016
    Airway Heights WA                                           0.0017
            Algonquin IL                                        0.0017
           Lake Mills WI                                          0.0018
            Belmont MA                                            0.0018
          New Baden IL                                            0.0018
            Sahuarita AZ                                           0.0018
             Shelton WA                                             0.0018
             Oshkosh WI                                             0.0019
                Ukiah CA                                             0.0019
        Dartmouth MA                                                  0.0019
             Weston MA                                                0.0019
               Rolla MO                                                0.0020
           Libertyville IL                                             0.0020
       Georgetown MA                                                   0.0020
             Windsor CT                                                 0.0020
         Manhattan KS                                                    0.0020
       Junction City KS                                                  0.0021
            Snellville GA                                                0.0021
        Wauwatosa WI                                                         0.0022
        Crestwood MO                                                         0.0022
          Sugar Land TX                                                         0.0024
            Dedham MA                                                            0.0024
                Greer SC                                                         0.0024
          Cherryvale KS                                                           0.0024
          Greenwich CT                                                              0.0025
     Fredericksburg VA                                                              0.0025
      Goodlettsville TN                                                                0.0027
           Fox Point WI                                                                0.0027
           Columbia TN                                                                    0.0028
           Show Low AZ                                                                    0.0028
       ANNAPOLIS, MD                                                                    0.0029
          Newburgh NY                                                                      0.0031
           Salisbury MD                                                                      0.0032
     Fort Lauderdale FL                                                                       0.0032
            Blue Ash OH                                                                         0.0033
         Purcellville VA                                                                            0.0035
       Delray Beach FL                                                                                          0.0041
                                                Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                       167
                                         Police Department


                                    Police Expenditures Per Capita
       Goodlettsville TN     $19
   Lancaster County SC             $57
            Mahomet IL                   $95
King William County VA                    $104
             Ramsey MN                     $112
          New Baden IL                       $120
    Peters Township PA                        $125
          Cherryvale KS                       $127
            Coventry CT                       $128
         Hopkinton MA                          $129
                                                                          Mean: $ 216
           Columbia TN                          $134
         Lunenburg MA                           $138                      Median: $ 191
            O’Fallon MO                          $141
          Noblesville IN                         $141
               Rolla MO                          $142                     City: $ 375
               Edina MN                           $149
             Windsor CT                            $154
          Baker City OR                             $164
     Airway Heights WA                               $166          * In the CPM Final Report, the City's Police expenditures
               Mason MI                              $166          per capita are reported as $29.87. This was caluclated
            Medway MA                                $168          using total FY11 Police expenditures of $1,146,730.
              Granby CT                              $168          However, this total expenditure figure excludes
        Junction City KS                              $173         personnel costs. The CPM defined total Police
          Manhattan KS                                $176         expenditures to include personnel costs. The total the
             Oshkosh WI                                $179        Police department originally reported was $14,386,543.
           Lake Mills WI                                $184       This is the correct total as it includes personnel costs as
          Sugar Land TX                                 $184       defined by the CPM. This graph uses the corrected total
                Greer SC                                 $188
                                                                   of $14,386,543 to depict the City's expenditure per
         Tumwater WA                                      $194
         Dartmouth MA
                                                                   capita.
                                                          $194
               Dover NH                                   $194
          Chula Vista CA                                  $196
            Snellville GA                                 $197
           Eau Claire WI                                   $202
            Andover MA                                      $211
            Sahuarita AZ                                    $212
          Purcellville VA                                    $216
            Dedham MA                                         $222
         Crestwood MO                                         $224
             Shelton WA                                        $225
    Rancho Cordova CA                                           $231
  Islamorada Islands FL                                          $235
            Belmont MA                                            $239
            Algonquin IL                                           $250
         Wauwatosa WI                                                  $269
          Greenwich CT                                                    $286
                Ukiah CA                                                   $292
           Salisbury MD                                                       $309
      Fredericksburg VA                                                         $323
           Libertyville IL                                                       $328
           Fox Point WI                                                               $356
        ANNAPOLIS, MD                                                                  $375
           Show Low AZ                                                                  $384
        Delray Beach FL                                                                    $404
           Monterey CA                                                                      $411
          Newburgh NY                                                                          $434
            Blue Ash OH                                                                          $449
     Fort Lauderdale FL                                                                                        $531
                                              Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     168
                                          Police Department


                              Police Expenditures per Part I Crime* Cleared
       Goodlettsville TN     $386
   Lancaster County SC       $3,510
           Cherryvale KS      $7,003
            Columbia TN       $8,454
             Shelton WA       $8,730
                 Ukiah CA     $9,255
            Salisbury MD      $10,505                                Mean: $ 45,152
        Junction City KS      $10,871
                Rolla MO      $10,915
           Show Low AZ         $11,984                               Median: $ 22,292
            Sahuarita AZ       $12,667
  Islamorada Islands FL        $14,688                               City: $ 40,987
              Ramsey MN        $14,799
                 Greer SC      $15,545
    Airway Heights WA          $15,623
             Snellville GA      $16,241
              Oshkosh WI        $16,475
                                                        * UCR Part I crimes are murder, rape, robbery (armed &
         Wauwatosa WI           $16,764
                                                        unarmed), aggravated assault, larceny (theft), burglary
      Fredericksburg VA         $17,067
                                                        (commercial & residential), and auto theft .
           Eau Claire WI        $17,776
          Manhattan KS          $18,658
         Crestwood MO           $18,664                ** In the CPM Final Report, the City's total Police
              Windsor CT        $19,145                expenditures are reported as $1,146,730. However, this
         Lunenburg MA           $19,283                total excludes personnel costs. The CPM defined total
           Noblesville IN       $19,464                Police expenditures to include personnel costs. The total
            O’Fallon MO         $19,826                the Police Department originally reported was
          Tumwater WA            $20,772               $14,386,543. This is the correct total as it includes
                Edina MN         $22,292               personnel costs as defined by the CPM. This graph uses
           Lake Mills WI          $28,511              the corrected total of $14,386,543 to depict the City's
             Blue Ash OH          $29,098              expenditure per Part I crime cleared.
          Sugar Land TX           $30,344
          Newburgh NY             $31,843
           New Baden IL            $33,355
           Libertyville IL         $35,831
          Chula Vista CA            $37,296
        ANNAPOLIS, MD              $40,987
           Monterey CA             $42,337
        Delray Beach FL            $42,752
             Coventry CT           $43,052
            Medway MA               $47,440
    Rancho Cordova CA               $51,038
             Mahomet IL              $52,976
     Fort Lauderdale FL              $54,906
                Dover NH              $61,378
           Baker City OR              $62,250
               Mason MI               $62,417
    Peters Township PA                 $65,187
               Granby CT               $67,984
            Belmont MA                  $73,978
            Fox Point WI                 $79,143
King William County VA                    $86,880
            Andover MA                        $111,182
          Greenwich CT                         $118,810
         Hopkinton MA                             $138,222
          Purcellville VA                                                                                           $556,790
                                                Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                      169
                                                  Police Department


                  UCR Part I VIOLENT Crimes* REPORTED per 1000 population
         Hopkinton MA        0
          Baker City OR      0
          Greenwich CT         0
          Purcellville VA      0
              Granby CT         1
King William County VA          1                                                       Mean: 4 crimes (violent)
            Medway MA           1
         Crestwood MO           1
            Sahuarita AZ         1                                                      City: 5 crimes (violent)
            Coventry CT          1
           Libertyville IL       1
            O’Fallon MO           1
             Windsor CT           1
            Belmont MA            1
             Ramsey MN            1
            Blue Ash OH             1
            Dedham MA               1
          Cherryvale KS             1                            * UCR Part I Violent Crimes are murder, rape, robbery
          Sugar Land TX             1                            (armed & unarmed), and aggravated assault.
               Dover NH             1
               Edina MN             1
        Georgetown MA               1
          New Baden IL               1
    Peters Township PA               1
            Snellville GA            2
            Mahomet IL                2
           Lake Mills WI              2
      New Braunfels TX                 2
           Eau Claire WI                2
         Lunenburg MA                   2
               Mason MI                 2
            Andover MA                      3
            Algonquin IL                    3
          Chula Vista CA                    3
             Oshkosh WI                     3
     Airway Heights WA                      3
  Islamorada Islands FL                      3
   Lancaster County SC                        3
    Rancho Cordova CA                         3
          Manhattan KS                        3
          Noblesville IN                           4
      Fredericksburg VA                            4
               Rolla MO                                4
         Wauwatosa WI                                  5
                Greer SC                                 5
        ANNAPOLIS, MD                                    5
        Rohnert Park CA                                  5
           Monterey CA                                       6
         Dartmouth MA                                            7
        Junction City KS                                             7
             Shelton WA                                              8
           Columbia TN                                                     8
         Tumwater WA                                                       8
     Fort Lauderdale FL                                                        9
        Delray Beach FL                                                            10
           Salisbury MD                                                                       13
                Ukiah CA                                                                                  17
          Newburgh NY                                                                                          18
           Show Low AZ                                                                                            20
       Goodlettsville TN                                                                                            20
                                                        Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                                     170
                                             Police Department


                      UCR Part I VIOLENT Crimes REPORTED per Sworn Officer
         Hopkinton MA        0.0
          Baker City OR      0.1
         Purcellville VA      0.1
          Greenwich CT        0.1
        Crestwood MO            0.3
            Blue Ash OH          0.4
            Sahuarita AZ         0.4
           Libertyville IL       0.4
            Medway MA             0.4                                          Mean: 2.0 crimes (violent)
             Windsor CT           0.4
              Granby CT           0.5
          Cherryvale KS
                                                                               City: 1.7 crimes (violent)
                                   0.5
            Dedham MA              0.5
King William County VA             0.6
          Sugar Land TX            0.6
            Belmont MA             0.6
            Coventry CT             0.6
            O’Fallon MO             0.6
       Georgetown MA                 0.7                       * UCR Part I Violent Crimes are murder, rape, robbery
            Snellville GA            0.7                       (armed & unarmed), and aggravated assault.
               Dover NH               0.8
          New Baden IL                0.8
               Edina MN                 1.0
           Lake Mills WI                1.0
             Ramsey MN                  1.0
   Peters Township PA                      1.2
           Eau Claire WI                     1.5
             Oshkosh WI                       1.5
               Mason MI                       1.5
         Manhattan KS                         1.5
            Algonquin IL                       1.6
     Fredericksburg VA                         1.6
            Mahomet IL                         1.6
    Airway Heights WA                           1.7
            Andover MA                          1.7
       ANNAPOLIS, MD                           1.7
                Greer SC                              2.0
        Wauwatosa WI                                   2.1
               Rolla MO                                  2.3
       Delray Beach FL                                     2.4
         Chula Vista CA                                       2.7
          Noblesville IN                                       2.8
     Fort Lauderdale FL                                        2.8
           Columbia TN                                            3.0
   Lancaster County SC                                               3.3
    Rancho Cordova CA                                                 3.4
        Dartmouth MA                                                   3.5
       Junction City KS                                                 3.6
           Monterey CA                                                    3.8
           Salisbury MD                                                     4.0
             Shelton WA                                                      4.1
       Rohnert Park CA                                                             4.6
         Tumwater WA                                                                      5.8
          Newburgh NY                                                                     5.8
           Show Low AZ                                                                                 7.1
      Goodlettsville TN                                                                                      7.6
                Ukiah CA                                                                                              8.7
                                                      Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                                171
                                            Police Department


                       UCR Part I VIOLENT Crimes CLEARED per Sworn Officer

         Hopkinton MA        0.0
           Libertyville IL   0.1
          Greenwich CT        0.1
          Baker City OR        0.2
            Sahuarita AZ       0.2
            Blue Ash OH        0.2
        Crestwood MO            0.3
              Granby CT         0.3                                     Mean: 1.3 crimes cleared
            Medway MA           0.3
       Georgetown MA             0.3                                    Median: 0.9 crimes cleared
            Belmont MA           0.4
          Sugar Land TX           0.4
             Windsor CT           0.4
                                                                        City: 1.1 crimes cleared
               Dover NH           0.4
               Mason MI            0.5
          Cherryvale KS             0.5
            O’Fallon MO             0.5
            Snellville GA           0.5
King William County VA              0.6                     * UCR Part I Violent Crimes are murder, rape, robbery
               Edina MN              0.6                    (armed & unarmed), and aggravated assault.
            Coventry CT              0.6
             Ramsey MN                0.7
          New Baden IL                   0.8
            Andover MA                   0.9
    Airway Heights WA                    0.9
   Peters Township PA                     0.9
           Lake Mills WI                  0.9
       Delray Beach FL                    0.9
            Mahomet IL                     0.9
           Eau Claire WI                   1.0
     Fredericksburg VA                     1.0
     Fort Lauderdale FL                    1.0
               Rolla MO                    1.0
         Manhattan KS                       1.1
         Chula Vista CA                      1.1
             Oshkosh WI                      1.1
       ANNAPOLIS, MD                        1.1
                Greer SC                     1.2
    Rancho Cordova CA                          1.4
        Wauwatosa WI                             1.5
          Noblesville IN                          1.6
           Columbia TN                             1.7
       Junction City KS                                  2.0
           Monterey CA                                         2.4
           Salisbury MD                                         2.5
   Lancaster County SC                                          2.5
             Shelton WA                                               2.9
          Newburgh NY                                                       3.2
       Rohnert Park CA                                                            3.6
      Goodlettsville TN                                                                 4.0
         Tumwater WA                                                                          4.3
           Show Low AZ                                                                              5.5
                Ukiah CA                                                                                                     7.6
                                                   Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                            172
                                       Police Department


                             UCR Part I VIOLENT Crime Clearance Rate
           Libertyville IL   18%
               Mason MI            33%
     Fort Lauderdale FL            35%
        Delray Beach FL             37%
    Rancho Cordova CA                40%
          Chula Vista CA             41%
               Rolla MO               43%                       Mean: 69 %
        Georgetown MA                 45%
               Dover NH                50%                      Median: 64%
            Andover MA                  52%
      New Braunfels TX                  52%
       Goodlettsville TN                53%                     City: 66%
     Airway Heights WA                  53%
           Columbia TN                   54%
          Newburgh NY                    55%
         Lunenburg MA                    55%           * UCR Part I Violent Crimes are murder, rape, robbery
            Sahuarita AZ                 56%           (armed & unarmed), and aggravated assault.
        Junction City KS                 57%
              Granby CT                   57%
          Noblesville IN                  57%
                Greer SC                  58%
            Mahomet IL                    58%
      Fredericksburg VA                    60%
            Blue Ash OH                    60%
               Edina MN                    60%
           Salisbury MD                     62%
            Belmont MA                      63%
           Monterey CA                      63%
           Eau Claire WI                     65%
        ANNAPOLIS, MD                       66%
            Medway MA                       67%
             Ramsey MN                      67%
          Sugar Land TX                     69%
          Manhattan KS                       70%
         Wauwatosa WI                        71%
            Snellville GA                    71%
             Shelton WA                      72%
    Peters Township PA                       72%
  Islamorada Islands FL                       72%
         Tumwater WA                          74%
             Oshkosh WI                       74%
   Lancaster County SC                         75%
        Rohnert Park CA                         78%
           Show Low AZ                          78%
          Greenwich CT                          78%
            O’Fallon MO                          81%
                Ukiah CA                          87%
         Crestwood MO                             88%
             Windsor CT                            88%
            Coventry CT                            90%
           Lake Mills WI                           90%        ** Baker City shows over 100% due to crimes reported prior
          Cherryvale KS                              100%     to FY 2011 (the survey year) that were cleared in FY 2011,
         Hopkinton MA                                100%     such that only one violent crime was reported in FY 2011,
King William County VA                               100%
          New Baden IL                               100%
          Baker City OR                                                                                     300%
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     173
                                     Police Department


              UCR Part I PROPERTY Crimes* REPORTED per 1000 population
               Weston MA      5
King William County VA        6
          Hopkinton MA        6
           Greenwich CT         7
    Peters Township PA          7
           Purcellville VA      7
       Georgetown MA            7
             Andover MA          8
             Medway MA            9                                        Mean: 28 crimes (property)
             Fox Point WI          10
              Mahomet IL           10
                Granby CT           11
                                                                           City: 28 crimes (property)
             Belmont MA              12
              Coventry CT             13
            Lake Mills WI             13
                Mason MI                15
             O’Fallon MO                15
                 Edina MN                16
                 Dover NH                 17                * UCR Part I property crimes are larceny (theft), burglary
            Libertyville IL               17                (commercial & residential), and auto theft .
             Sahuarita AZ                 18
              Algonquin IL                18
           Sugar Land TX                  18
            Baker City OR                  19
            Noblesville IN                  19
            New Baden IL                    20
           Chula Vista CA                   20
        Rohnert Park CA                      21
               Windsor CT                     22
             Dedham MA                        22
           Tumwater WA                             25
               Ramsey MN                           25
               Oshkosh WI                           26
          Crestwood MO                               27
        ANNAPOLIS, MD                                28
    Rancho Cordova CA                                29
                  Ukiah CA                           29
           Manhattan KS                              29
            Eau Claire WI                            30
    Airway Heights WA                                30
                  Greer SC                            31
   Lancaster County SC                                31
         Junction City KS                              32
              Blue Ash OH                                34
          Dartmouth MA                                   34
      New Braunfels TX                                   35
          Lunenburg MA                                    35
          Wauwatosa WI                                          39
             Columbia TN                                        39
            Show Low AZ                                           42
                 Rolla MO                                         42
           Newburgh NY                                             43
            Cherryvale KS                                          43
            Monterey CA                                             45
      Fredericksburg VA                                              45
              Snellville GA                                           46
        Delray Beach FL                                                     53
     Fort Lauderdale FL                                                          61
             Salisbury MD                                                        61
              Shelton WA                                                                    78
       Goodlettsville TN                                                                         84
  Islamorada Islands FL                                                                                96
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                          174
                                       Police Department

                     UCR Part I PROPERTY Crimes REPORTED per Sworn Officer

          Purcellville VA    2.0
          Greenwich CT         2.8
              Weston MA        2.8
       Georgetown MA             3.7
            Fox Point WI         3.8
         Hopkinton MA             4.0
            Andover MA              4.9
King William County VA              5.0
   Peters Township PA                 5.9                        Mean: 13.9 crimes (property)
            Medway MA                  6.0
            Belmont MA                  6.6
          Sugar Land TX                    7.5                   City: 9.6 crimes (property)
           Lake Mills WI                   7.6
               Granby CT                     8.4
           Libertyville IL                    8.8
            Dedham MA                          9.0
       ANNAPOLIS, MD                           9.6
            Sahuarita AZ                       9.7
             Mahomet IL                         10.3
             Blue Ash OH                        10.4
                Dover NH                        10.4          * UCR Part I property crimes are larceny (theft), burglary
             Coventry CT                        10.4
               Mason MI                         10.4          (commercial & residential), and auto theft .
             Algonquin IL                        10.4
              Windsor CT                          10.9
           New Baden IL                           11.0
                Edina MN                           11.2
            O’Fallon MO                            11.4
           Baker City OR                            11.6
         Crestwood MO                                12.3
                 Greer SC                             12.6
       Delray Beach FL                                 13.1
           Noblesville IN                              13.1
          Newburgh NY                                    13.9
              Oshkosh WI                                 14.0
            Columbia TN                                  14.0
          Manhattan KS                                    14.4
           Show Low AZ                                     15.0
                 Ukiah CA                                   15.2
        Junction City KS                                     15.5
          Tumwater WA                                            17.3
         Wauwatosa WI                                            17.5
           Cherryvale KS                                          17.7
    Airway Heights WA                                             17.7
     Fredericksburg VA                                            17.9
         Dartmouth MA                                             17.9
       Rohnert Park CA                                              18.7
     Fort Lauderdale FL                                             18.9
            Salisbury MD                                              19.3
          Chula Vista CA                                               20.0
           Eau Claire WI                                                20.3
                Rolla MO                                                   21.3
             Snellville GA                                                   22.4
              Ramsey MN                                                           24.7
           Monterey CA                                                                 27.1
      Goodlettsville TN                                                                        31.7
   Rancho Cordova CA                                                                            32.3
   Lancaster County SC                                                                               34.6
             Shelton WA                                                                                               42.3
                                              Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                      175
                                              Police Department


                Q76.6: UCR Part I PROPERTY Crimes CLEARED per Sworn Officer
         Purcellville VA     0.1
             Weston MA       0.2
       Georgetown MA          0.2
            Andover MA        0.3
King William County VA         0.5
         Hopkinton MA           0.6
   Peters Township PA            0.7                                 Mean: 3.9 crimes cleared
            Mahomet IL           0.8
          Greenwich CT            0.8
          New Baden IL
                                                                     Median: 3.5 crimes cleared
                                    1.2
          Newburgh NY               1.2
               Mason MI              1.3                             City: 2.0 crimes cleared
       Delray Beach FL                1.4
          Baker City OR               1.4
            Belmont MA                1.5
               Dover NH               1.5
              Granby CT                1.7
           Fox Point WI                1.7
            Coventry CT                 1.8                       * UCR Part I property crimes are larceny (theft), burglary
       ANNAPOLIS, MD                    2.0                       (commercial & residential), and auto theft .
     Fort Lauderdale FL                 2.0
            Medway MA                   2.1
         Tumwater WA                    2.1
          Sugar Land TX                  2.2
           Lake Mills WI                       2.8
          Noblesville IN                             3.3
           Monterey CA                                3.5
       Rohnert Park CA                                3.5
         Manhattan KS                                 3.5
             Windsor CT                               3.6
    Rancho Cordova CA                                  3.7
                Greer SC                                3.8
           Columbia TN                                   4.0
               Edina MN                                   4.1
         Chula Vista CA                                   4.2
            Blue Ash OH                                     4.4
           Libertyville IL                                   4.6
             Oshkosh WI                                       4.7
            O’Fallon MO                                       4.8
        Crestwood MO                                            5.1
            Snellville GA                                         5.3
    Airway Heights WA                                              5.5
               Rolla MO                                             5.6
       Junction City KS                                             5.7
        Wauwatosa WI                                                 5.7
           Show Low AZ                                                5.9
     Fredericksburg VA                                                   6.5
             Ramsey MN                                                    6.7
           Salisbury MD                                                   6.8
           Eau Claire WI                                                   6.8
          Cherryvale KS                                                    6.9
                Ukiah CA                                                           8.9
            Sahuarita AZ                                                            9.0
             Shelton WA                                                                        11.1
      Goodlettsville TN                                                                                          14.1
   Lancaster County SC                                                                                                 15.6
                                                        Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               176
                                      Police Department


                             UCR Part I PROPERTY Crime CLEARANCE Rate
          Purcellville VA      5%
            Andover MA          7%
        Georgetown MA           7%
            Mahomet IL           8%
             Weston MA           8%
          Newburgh NY             9%
King William County VA             10%                                Mean: 26%
          New Baden IL              11%
     Fort Lauderdale FL             11%
        Delray Beach FL             11%                               Median: 25%
    Rancho Cordova CA                11%
    Peters Township PA               12%
         Tumwater WA                  12%                             City: 21%
          Baker City OR               12%
               Mason MI               13%
           Monterey CA                 13%
  Islamorada Islands FL                 14%
         Hopkinton MA                   15%
               Dover NH                 15%               * UCR Part I property crimes are larceny (theft), burglary
         Lunenburg MA                     17%             (commercial & residential), and auto theft .
            Coventry CT                   17%
        Rohnert Park CA                     19%
              Granby CT                      20%
          Chula Vista CA                      21%
        ANNAPOLIS, MD                        21%
            Belmont MA                        22%
            Snellville GA                      24%
      New Braunfels TX                          24%
          Manhattan KS                          25%
          Noblesville IN                         25%
             Shelton WA                           26%
               Rolla MO                           26%
             Ramsey MN                             27%
           Columbia TN                              29%
          Sugar Land TX                             29%
          Greenwich CT                               30%
                Greer SC                             30%
     Airway Heights WA                                31%
         Wauwatosa WI                                   33%
             Windsor CT                                 33%
           Eau Claire WI                                33%
             Oshkosh WI                                  34%
            Medway MA                                     35%
           Salisbury MD                                   35%
      Fredericksburg VA                                    36%
           Lake Mills WI                                   36%
        Junction City KS                                    37%
               Edina MN                                     37%
          Cherryvale KS                                       39%
           Show Low AZ                                         40%
         Crestwood MO                                            42%
            O’Fallon MO                                          42%
            Blue Ash OH                                           43%
           Fox Point WI                                            44%
       Goodlettsville TN                                           44%
   Lancaster County SC                                              45%
           Libertyville IL                                                  52%
                Ukiah CA                                                          58%
            Sahuarita AZ                                                                                          93%
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                    177
                                     Police Department

                                    POLICE FLEET QUESTIONS

                 Police & Law Enforcement Vehicles per 1,000 Population
            Lakeland TN      0.00
               Dover NH             0.30
          Greenwich CT               0.33
    Peters Township PA               0.33
               Edina MN              0.33
           Eau Claire WI             0.35
            Algonquin IL              0.37
            Coventry CT                0.40
                                                                       Mean: 1.07 vehicles
             Oshkosh WI                 0.43
            Dedham MA                   0.44                           Median: 0.90 vehicles
            Belmont MA                   0.46
          Sugar Land TX                   0.50
            O’Fallon MO                   0.52                         City: 1.09 vehicles
           Lake Mills WI                   0.52
              Granby CT                    0.53
           Fox Point WI                      0.60
             Windsor CT                       0.62
    Rancho Cordova CA                         0.63
           Libertyville IL                    0.63
            Mahomet IL                          0.69
             Weston MA                          0.70
          Baker City OR                         0.71
          Chula Vista CA                         0.71
               Mason MI                          0.73
             Ramsey MN                            0.76
           Monterey CA                             0.79
         Crestwood MO                               0.84
  Campbell County WY                                 0.87
          Manhattan KS                                0.88
          New Baden IL                                0.90
         Dartmouth MA                                 0.90
            Andover MA                                0.90
          Noblesville IN                               0.92
         Tumwater WA                                    0.97
        Rohnert Park CA                                 0.97
King William County VA                                   1.00
          Newburgh NY                                     1.04
        ANNAPOLIS, MD                                      1.09
                Ukiah CA                                   1.11
            Medway MA                                       1.15
            Blue Ash OH                                     1.16
         Lunenburg MA                                        1.19
      Fredericksburg VA                                       1.24
          Purcellville VA                                       1.29
      New Braunfels TX                                             1.40
            Sahuarita AZ                                              1.50
             Shelton WA                                                  1.63
   Lancaster County SC                                                   1.63
                Greer SC                                                  1.65
         Hopkinton MA                                                     1.67
               Rolla MO                                                    1.69
           Salisbury MD                                                      1.75
           Show Low AZ                                                           1.90
     Fort Lauderdale FL                                                            1.96
          Cherryvale KS                                                                2.11
        Delray Beach FL                                                                2.12
     Airway Heights WA                                                                 2.13
           Columbia TN                                                                   2.19
            Snellville GA                                                                   2.30
  Islamorada Islands FL                                                                               2.78
       Goodlettsville TN                                                                                  2.95
                                            Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     178
                                     Police Department


               Expenditures per Vehicle for Police & Law Enforcement Vehicles
     Airway Heights WA       $462
           Fox Point WI        $639
             Shelton WA        $693
King William County VA          $769
   Lancaster County SC          $798
               Rolla MO          $916
            Mahomet IL              $1,128
                Greer SC             $1,207                          Mean: $ 2,707
       Goodlettsville TN             $1,219
           Libertyville IL           $1,221                          Median: $ 2,267
          Noblesville IN             $1,240
          Cherryvale KS               $1,321
                                                                     City: $ 1,378
        ANNAPOLIS, MD                 $1,378
          Purcellville VA               $1,569
           Lake Mills WI                 $1,643
         Hopkinton MA                    $1,645
     Fort Lauderdale FL                   $1,760
         Crestwood MO                      $1,899
          Manhattan KS                     $1,899
      Fredericksburg VA                     $1,932
          Baker City OR                     $1,979
               Dover NH                      $2,025
          Chula Vista CA                     $2,058
             Ramsey MN                        $2,156
          New Baden IL                         $2,267
           Salisbury MD                         $2,377
        Rohnert Park CA                           $2,509
             Weston MA                              $2,729
            Snellville GA                           $2,737
         Dartmouth MA                               $2,766
            Dedham MA                                $2,828
               Mason MI                              $2,833
          Newburgh NY                                 $2,924
  Islamorada Islands FL                                $2,980
             Oshkosh WI                                $2,982
        Delray Beach FL                                  $3,197
            Belmont MA                                     $3,363
            O’Fallon MO                                       $3,633
               Edina MN                                         $3,809
          Greenwich CT                                          $3,831
          Sugar Land TX                                            $4,160
            Blue Ash OH                                             $4,269
         Lunenburg MA                                                $4,386
    Peters Township PA                                                   $4,767
             Windsor CT                                                           $5,473
           Eau Claire WI                                                          $5,511
    Rancho Cordova CA                                                                                $7,321
           Monterey CA                                                                               $7,324
            Algonquin IL                                                                                      $8,100
                                           Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                  179
                                                        Police Department



 Looking ahead: Additional performance measurements the Police Department may collect and
  evaluate are as follows. Since performance measurements are meant to track progress toward a
  goal, the list letters tie the below performance measurements to the above-listed departmental goals.

           A. Provide a safe community by reducing crime.

                      Track number of reported crimes
                      Track number of calls for service

           C. Improve community outreach and communications.
              Track number of community engagement activities.



                             STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                           Permanent Positions


Total FTE: 149

        Office Associate II ............................................................................................................................ 1
        Office Associate III ........................................................................................................................... 2
        Police Administrative Clerk .............................................................................................................. 1
        Police Records Specialist................................................................................................................. 5
        Senior Purchasing Clerk .................................................................................................................. 1
        Police Chief ...................................................................................................................................... 1
        Police Major ..................................................................................................................................... 1
        Police Captain .................................................................................................................................. 3
        Police Lieutenant* ............................................................................................................................ 5
        Police Sergeant .............................................................................................................................. 13
        Police Corporal ............................................................................................................................... 11
        Police Officer 1/C ........................................................................................................................... 51
        Police Officer .................................................................................................................................. 33
        Police Communications Operator II ................................................................................................. 3
        Police Communications Operator .................................................................................................... 9
        Police Records Coordinator ............................................................................................................. 1
        Police Property Supervisor .............................................................................................................. 1
        Police Planning Analyst.................................................................................................................... 1
        Police Identification Specialist .......................................................................................................... 2
        Meter Coll/Auto Maint. I.................................................................................................................... 1
        Automotive Technician ..................................................................................................................... 1
        Warrant Control Records Supervisor ............................................................................................... 1
        Automation Administrator* ............................................................................................................... 1

* The Automation Administrator position is new for FY 2013 but comes at no cost. This is because the
Department will convert one Lieutenant position to the Automation Administrator position. The decrease
of 6 Lieutenant positions in FY 2012 to 5 for FY 2013 reflects this action.

NOTE: The Police Department was approved to reach 118 sworn personnel positions in FY 2013.
However, only 113 of those positions are approved to be General Fund supported while the other 5
positions are to be supported by the City’s newly-received grant from the Community Oriented Police
Services Office (COPS) Hiring Program. In terms of dollars, the Police personnel costs adopted for FY
2013 reflect the costs of supporting only 113 sworn personnel from the General Fund.



                                                                          180
                                                       Police Department



                                              Contractual and Temporary Positions

      The Police Department has various temporary and/or contractual positions. These positions consist
      primarily of School Crossing Guards, a Major Crimes Investigator, a Cold Case Investigator, a Maryland
      Coordination and Analysis Center Analyst, a Special Events Coordinator, Community Services
      Specialists, a Safe Streets Coordinator, a Crime Analyst, a Grant Coordinator, a Hispanic Liaison, an IT
      Project Manager, an Executive Assistant, and a Communications Director.


      Conversions:

      Of these contractual or temporary positions, the following will be included in the January 1, 2013
      conversion of contractual employees to permanent status (civil service or exempt):

                1. Hispanic Liaison: Civil Service
                2. Executive Assistant: Civil Service

      This will bring the total full-time equivalent count for this department to 151 half-way through the
      fiscal year.



                                                         BUDGET SUMMARY

                                                                                                                                % of
   Budget Summary                FY 2009            FY 2010            FY 2011            FY 2012            FY 2013           Total
                                  Actual             Actual             Actual            Adopted            Adopted          (FY 13)
     Personnel*               $ 14,876,880 $ 15,678,320 $ 14,567,513 $ 14,209,310 $ 13,719,541                                90.47%
     Operating**                 1,571,400            1,632,000           1,377,018         1,200,180          1,445,606        9.53%
     Capital Outlay                 78,610               96,150            267,521                     -                  -             0

           Total              $ 16,526,890 $ 17,406,470 $ 16,212,052 $ 15,409,490 $ 15,165,147                                   100%

       % Change from Prior Year                       5.32%               -6.86%           -4.95%             -1.59%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling
$662,773.67 for the fiscal year (2013).

** FY 2013 fleet replacement costs w ere calculated by department. Operating expenditures as presented in this summary table include
this department's or division's fleet replacement costs. In various other presentations in this document, fleet replacement costs are
reported separately.

*** In Fiscal Years 2009, 2010, and 2011, the Parking Operations Division w as under the Police Department. As such, Parking Operations
expenditures are included in FY 2009 - FY 2011 figures.




                                                                    181
Fire Department




      182
                                         Fire Department



Fund Support: General Fund


Description:

The Annapolis Fire Department is an all-hazards emergency service agency which serves to provide
those who live, work, and play in Annapolis with a sense of safety and security that the structures they
visit or work in are safe. The Fire Department ensures reliable, competent, and professional assistance
to any person who is injured, ailing or encountering an emergency situation.

The Fire Department consists of an Operations Bureau and a Fire Marshal’s Office.

The Office of Emergency Management is a separate division which falls under the Fire Department. It is
detailed in its own division section in the following pages.

Operations Bureau:
The Operations Bureau provides staffing and equipment for an All Hazards Response to include fire,
emergency medical services, hazardous materials response and all other emergency and non emergency
incidents

Fire Marshal’s Office:
The mission is to preserve life from fire, explosion and other hazards through prevention, education, code
enforcement, and fire and explosion investigation, and to enforce the City Code, the State Fire Prevention
Code and the Fire Laws of Maryland. The Fire and Explosives Service unit operates the departments
nationally certified bomb squad.


Mission:

The Annapolis Fire Department exists to provide a safe environment for the community by minimizing the
impact of fire, disaster, hazardous conditions, illness and injury through information, public education,
quality emergency services and efficient utilization of resources.


Services:

Operations:
The following services are carried out by three engine companies, two truck companies, and three
advance life support paramedic units. The department utilizes a rescue/Haz-Mat squad dependent on
staffing from the Fire Engine Company at the Taylor Avenue Station, and a fireboat dependent on staffing
from the Eastport Station.

  •   Fire suppression.

  •   Emergency medical services.

  •   Technical rescue response.




                                                   183
                                        Fire Department


Services (continued):

 •   Hazardous materials technical response.

 •   Response to weapons of mass destruction.

 •   Marine rescue/firefighting and explosive services.


Fire Marshal’s Office:
  • Conducts fire investigations.

 •   Explosive detection and mitigation services.

 •   Fire prevention/life safety.

 •   Public education.

 •   Code enforcement support.


Goals & Objectives:

 A. Ensure firefighter safety by developing strategies and implementing training programs.
        Ensure compliance with NFPA 1500, Standard on Fire Department OSHA Program, and all
            OSHA training requirements

 B. Enhance public safety by minimizing the impact of fire, disaster, and hazardous conditions by
    conducting fire safety inspections as required by the City Code and as recommended in national
    fire protection standards.

 C. Minimize the impact of illness and injury to the citizens of Annapolis and surrounding areas by
    effective management of the Emergency Medical Services (EMS).

 D. Develop and deliver public education programs in response to risk assessments and community-
    targeted educational needs.

 E. Create a diverse workforce through effective recruitment and opportunities for all employees

 F. Conduct continued training and performance evaluation programs to provide for a highly trained
    and professional workforce.




                                                    184
                                          Fire Department


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Fire Department. The goal for fiscal
year 2013 is that those CPM measurements which the City is not currently monitoring will be introduced
into each department’s infrastructure for a more complete performance profile. In particular, the customer
satisfaction questions which the City could not answer for the fiscal year 2011 survey will be answered on
the fiscal year 2012 survey. This is due to the City’s participation in the National Citizen Survey which is
purposefully coordinated with the CPM 101 Survey. The survey was completed using fiscal year 2011
data and the final report was issued in August 2012. The final report from the National Citizen Survey is
available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Fire Department are as follows:

        Structures:
           Total number of residential, commercial and industrial structures in the jurisdiction.

        Commercial and Industrial Inspections:
          Percentage of commercial and industrial occupancies inspected.

        False Alarms:
           Total number of false alarms.

        Staffing/Minimum Staffing:
           Total number of hours paid to all staff who provided Fire Service or Emergency Medical
               Service.
           Total number of BUDGETED Fire and EMS staff (response to represent a “head count” so
               the person who works full time and the person who works part time would each be counted
               as one staff member).
           Total number of BUDGETED volunteer and paid-on-call Fire and EMS staff.
           Minimum staffing per in-service pumper/engine in the jurisdiction.

        Expenditures:
          Total expenditures for Fire and EMS activities (to include staff costs).




                                                    185
                                        Fire Department


       Fire and EMS Responses:
          Total number of EMS responses.
          Total number of structure fires.
          Total number of fires (structure AND non-structure).

       Fire Confinement:
          Percentage of one- and two-family residential structure fires confined to the object or room
             of origin.
          Percentage of one- and two-family residential structure fires confined to the floor or
             structure of origin.

       Cardiac Care:
         Percentage of patients in cardiac arrest from medical causes who were delivered to a
             medical center with a pulse by the EMS staff: Could not answer, new EMS tracking system
             which began in December 2011 will allow this data to be collected in the future.

       Response Time:
         Percentage of Fire calls responded to in 5 minutes or less, from conclusion of dispatch to
            arrival on scene: This number is tracked and reported but is skewed by the mutual aid of
            County emergency services.
         Average response time for Fire calls, from conclusion of dispatch to arrival on scene: This
            number is tracked and reported but is skewed by the mutual aid of County emergency
            services.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following
  pages reflect how the City’s Fire Department compared to other jurisdictions across certain
  input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                                  186
                                               Fire Department

                                             Fire and EMS Hours Paid per Capita

               Coventry CT
              Coventry CT      0.00
 King William County VA
       William County VA        0.13
               Ramsey MN
               Ramsey MN        0.18
               Windsor CT
               Windsor CT        0.29
                                 0.29
             Lake Mills WI
             Lake Mills WI       0.36
                                  0.36
                Granby CT
                Granby CT          0.53
                                   0.53
                 Mason MI
                 Mason MI          0.57
                                   0.57
         Rohnert Park CA
         Rohnert Park CA             0.94
                                      0.94
                                                                            Mean: 3.97 hours
      Airway Heights WA
      Airway Heights WA               1.05
                                       1.05
           Lunenburg MA
           LunenburgMA                 1.09
                                       1.09                                 City: 7.22 hours
    Campbell County WY                 1.17
   Campbell County WY                   1.17
              Medway MA                 1.27
              Medway MA                 1.27
         Georgetown MA                   1.39
         Georgetown MA                   1.39
     Peters Township PA                  1.43
     Peters Township PA                   1.43
                 Edina MN                1.44
                 Edina MN                 1.44
            Chula Vista CA                  1.85
            Chula Vista CA                   1.85
     Lancaster County SC                       2.22
    Lancaster County SC                        2.22
            Sugar Land TX                       2.45
            Sugar Land TX
Louisville Metro Govt KY                         2.45
                                                  2.73
   Accomack County KY
Louisville Metro GovtVA                            2.73
                                                  2.73
        Goodlettsville VA
   Accomack CountyTN                               2.73
                                                    2.92
        Goodlettsville TN
           Hopkinton MA                             2.92
                                                       3.47
           Hopkinton MA
                  Greer SC                              3.47
                                                       3.47
                  Greer SC
                  Ukiah CA                              3.47
                                                        3.55
                  UkiahOR
             Baker City CA                              3.55
                                                          3.76
             Eau Claire OR
             Baker City WI                                3.76
                                                            4.06
             Eau Claire WI
            Greenwich CT                                    4.06
                                                            4.09
            Greenwich CT
            Manhattan KS                                    4.09
                                                            4.14
            Manhattan KS
             Salisbury MD                                    4.14
                                                               4.44
             Salisbury MD
                 Dover NH                                      4.44
                                                               4.45
                 Dover WI
               Oshkosh NH                                      4.45
                                                                4.58
                 Rolla WI
               OshkoshMO                                        4.62
                                                                4.58
                  Baden IL
             NewRolla MO                                        4.625.19
             Libertyville IL
             New Baden IL                                           5.20
                                                                    5.19
              Andover MA
             Libertyville IL                                        5.21
                                                                    5.20
              Belmont MA
              Andover MA                                             5.31
                                                                    5.21
              Belmont FL
       Fort LauderdaleMA                                             5.32
                                                                     5.31
            Newburgh NY
      Fort Lauderdale FL                                             5.41
                                                                     5.32
       Fredericksburg VA
            Newburgh NY                                                5.56
                                                                      5.41
           Tumwater WA
       Fredericksburg VA                                               5.61
                                                                       5.56
           Crestwood MO
           Tumwater WA                                                   5.89
                                                                       5.61
              Dedham MO
           Crestwood MA                                                  5.95
                                                                         5.89
              Dedham KS
          Junction CityMA                                                  6.18
                                                                          5.95
          Delray Beach KS
         Junction City FL                                                  6.24
                                                                           6.18
               Weston MA                                                     6.48
         Delray Beach FL                                                    6.24
            Noblesville IN                                                     6.73
               Weston MA                                                     6.48
             Cherryvale KS                                                     6.77
            Noblesville IN                                                     6.73
         ANNAPOLIS, MD                                                            7.22
            Cherryvale KS                                                      6.77
              Blue Ash OH                                                           7.53
         ANNAPOLIS, MD                                                            7.22
              Columbia TN                                                           7.63
              Blue Ash OH                                                           7.53
             Monterey CA                                                              7.81
              Columbia TN                                                            7.63
             Show Low AZ                                                                  8.47
             Monterey FL
   Islamorada Islands CA                                                              7.81                      13.36
             Show Low AZ                                                                  8.47
   Islamorada Islands FL                                                                                         13.36
                                                    Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                           187
                                       Fire Department

                                Fire & EMS Expenditures per Capita

                Mason MI      $26.40
 King William County VA       $29.12
             Coventry CT       $32.60
         Georgetown MA          $38.04
             Medway MA            $48.73
               Granby CT          $50.47
            Lake Mills WI          $56.21                         Mean: $ 164.76
              Windsor CT            $58.97
     Peters Township PA              $65.14                       City: $ 304.27
          Lunenburg MA               $65.41
           Chula Vista CA             $71.08
    Lancaster County SC               $72.80
      Airway Heights WA                $74.84
        Goodlettsville TN              $75.20
           New Baden IL                $75.76
   Campbell County WY                   $82.78
                Edina MN                 $88.56
           Manhattan KS                   $91.85
                 Greer SC                   $101.44
   Accomack County VA                       $103.82
Louisville Metro Govt KY                     $106.14
           Sugar Land TX                      $112.71
                Rolla MO                      $112.77
         Junction City KS                     $115.63
           Baker City OR                        $124.13
            Eau Claire WI                          $141.50
          Hopkinton MA                                $158.40
            Columbia TN                                 $169.04
              Oshkosh WI                                $170.20
                Dover NH                                  $178.87
                 Ukiah CA                                 $181.20
           Cherryvale KS                                   $184.66
          Crestwood MO                                      $192.80
             Belmont MA                                      $197.76
            Salisbury MD                                      $200.76
             Andover MA                                       $201.31
       Fredericksburg VA                                       $207.38
             Dedham MA                                          $215.05
          Tumwater WA                                             $224.51
           Noblesville IN                                          $231.56
              Weston MA                                             $236.05
          Wauwatosa WI                                                 $256.36
           Newburgh NY                                                     $276.74
           Greenwich CT                                                    $277.66
            Libertyville IL                                                  $289.98
            Show Low AZ                                                        $300.51
         ANNAPOLIS, MD                                                            $304.27
             Blue Ash OH                                                             $323.00
         Delray Beach FL                                                                 $347.81
      Fort Lauderdale FL                                                                    $362.82
            Monterey CA                                                                            $402.09
   Islamorada Islands FL                                                                                      $454.55
                                           Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                  188
                                      Fire Department


                               Fires (Structure & Non-Structure) per Capita

         Delray Beach FL      0.0010
           Chula Vista CA     0.0010
                Edina MN        0.0013
              Ramsey MN          0.0015
           Manhattan KS           0.0017
              Oshkosh WI           0.0017                         Mean: 0.0048 fires
          Wauwatosa WI              0.0019
          Crestwood MO              0.0019
                                                                  City: 0.0033 fires
           Sugar Land TX             0.0020
         Rohnert Park CA               0.0023
            Eau Claire WI                0.0026
           Baker City OR                  0.0027
           Greenwich CT                   0.0028
               Granby CT                   0.0028
      Airway Heights WA                     0.0029
         ANNAPOLIS, MD                        0.0033
          Hopkinton MA                        0.0035
             Medway MA                         0.0037
             Andover MA                         0.0038
      Fort Lauderdale FL                         0.0039
        Goodlettsville TN                        0.0039
                Rolla MO                         0.0039
             Coventry CT                         0.0039
              Windsor CT                          0.0040
                Mason MI                          0.0040
          Tumwater WA                              0.0041
              Weston MA                              0.0044
             Blue Ash OH                              0.0045
           Newburgh NY                                0.0045
           Noblesville IN                             0.0045
         Junction City KS                              0.0047
    Lancaster County SC                                 0.0047
            Columbia TN                                  0.0048
                 Greer SC                                0.0049
            Monterey CA                                  0.0049
            Lake Mills WI                                    0.0054
 King William County VA                                      0.0055
   Accomack County VA                                          0.0057
             Belmont MA                                          0.0059
   Campbell County WY                                             0.0061
          Lunenburg MA                                              0.0063
            Show Low AZ                                             0.0064
   Islamorada Islands FL                                                     0.0075
             Dedham MA                                                       0.0076
         Georgetown MA                                                        0.0077
       Fredericksburg VA                                                       0.0078
     Peters Township PA                                                         0.0080
                 Ukiah CA                                                          0.0084
            Salisbury MD                                                               0.0091
                Dover NH                                                                  0.0095
            Libertyville IL                                                               0.0096
Louisville Metro Govt KY                                                                          0.0111
           Cherryvale KS                                                                                0.0118
                                           Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     189
                                         Fire Department


                                          False Alarms per Capita

King William County VA       0.003
             Ramsey MN        0.004
         Crestwood MO         0.005
           Columbia TN        0.005
          Noblesville IN       0.005                       Mean: 0.019 false alarms
   Lancaster County SC         0.005
            Coventry CT         0.006
          Cherryvale KS          0.007
                                                           City: 0.016 false alarms
           Lake Mills WI         0.007
               Mason MI           0.007
                Ukiah CA          0.008
             Oshkosh WI           0.008
            Medway MA              0.008
                Greer SC           0.008
          Baker City OR            0.008
        Junction City KS            0.009
               Edina MN             0.009
     Airway Heights WA              0.009
  Campbell County WY                0.010
         Lunenburg MA                0.010
              Granby CT              0.011
           Show Low AZ                  0.013
           Eau Claire WI                0.013
          Manhattan KS                  0.013
          Chula Vista CA                 0.014
    Peters Township PA                   0.014
             Windsor CT                   0.014
         Wauwatosa WI                     0.014
  Accomack County VA                      0.015
        ANNAPOLIS, MD                      0.016
               Rolla MO                    0.017
        Rohnert Park CA                     0.017
           Salisbury MD                       0.019
         Tumwater WA                           0.020
         Hopkinton MA                           0.022
        Georgetown MA                            0.022
            Dedham MA                               0.024
            Andover MA                              0.025
               Dover NH                               0.026
          Sugar Land TX                               0.027
        Delray Beach FL                                0.027
            Belmont MA                                 0.027
  Islamorada Islands FL                                 0.028
       Goodlettsville TN                                 0.029
            Blue Ash OH                                      0.033
          Greenwich CT                                          0.036
          Newburgh NY                                           0.036
      Fredericksburg VA                                          0.037
           Monterey CA                                            0.038
             Weston MA                                                       0.048
           Libertyville IL                                                      0.050
     Fort Lauderdale FL                                                           0.052
         Dartmouth MA                                                                                        0.078
                                              Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                     190
                                     Fire Department


                                     EMS Responses per 1,000

  Campbell County WY         21
          Manhattan KS       21
             Ramsey MN        24
               Rolla MO        27
          Sugar Land TX             44
          Chula Vista CA            44
        Rohnert Park CA               50
            Medway MA                  55
        Georgetown MA                    62
      Fredericksburg VA                   64
           Columbia TN                    65
          Noblesville IN                   66
         Hopkinton MA                       69
            Coventry CT                       74
            Belmont MA                        75
               Edina MN                        76
            Andover MA                         76
         Lunenburg MA                          77
         Crestwood MO                           81
         Wauwatosa WI                             89
           Eau Claire WI                            95
             Weston MA                               97
    Peters Township PA                               97
               Dover NH                              98
              Granby CT                              98
                Greer SC                             99
           Libertyville IL                                108
                Ukiah CA                                  108
King William County VA                                    109
       Goodlettsville TN                                   112
        Junction City KS                                   114
             Oshkosh WI                                     114
             Windsor CT                                      119
            Dedham MA                                         122
     Airway Heights WA                                         125
            Blue Ash OH                                          134
          Baker City OR                                            137
           Show Low AZ                                              142
           Monterey CA                                                 149
  Islamorada Islands FL                                                149
        Delray Beach FL                                                  156
          New Baden IL                                                         169
   Lancaster County SC                                                           176
        ANNAPOLIS, MD                                                            177
  Accomack County VA                                                              180
     Fort Lauderdale FL                                                            183
         Dartmouth MA                                                              184
         Tumwater WA                                                                 191
          Cherryvale KS                                                                        230
           Salisbury MD                                                                              246
                                        Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                191
                                         Fire Department


 Looking ahead: Additional performance measurements the Fire Department may collect and
  evaluate are as follows. Since performance measurements are meant to track progress toward a
  goal, the list letters tie the below performance measurements to the above-listed departmental goals.

          A. Ensure firefighter safety by developing strategies and implementing training programs.

                     Track number of training hours completed by staff.
                     Track number of OSHA compliance training hours.

          B. Enhance public safety by minimizing the impact of fire, disaster, and hazardous conditions
             by conducting fire safety inspections as required by the City Code and as recommended in
             national fire protection standards.

                     Track number of fire responses.
                     Track number of Explosive Response Team responses.
                     Track number of fire safety inspections completed.
                     Track number of fire hazard surveys completed.
                     Track number of plans reviewed by the Fire Marshals’ Office for compliance and
                      safety.

          D. Develop and deliver public education programs in response to risk assessments and
             community-targeted educational needs.
                 Track number of public education events hosted or participated in.

          Other: Track collection rate for collection of EMS transport fees.
                 Track total number of all responses by Fire Department personnel.




                                                  192
                                                              Fire Department


                                 STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                              Permanent Positions

Total FTE: 131

Fire - Uniformed:
        Fire Chief .......................................................................................................................................... 1
        Deputy Fire Chief ............................................................................................................................. 2
        Fire Battalion Chief........................................................................................................................... 6
        Fire Captain ...................................................................................................................................... 6
        Fire Lieutenant ............................................................................................................................... 18
        Firefighter 1/C ................................................................................................................................ 31
        Firefighter I - III ............................................................................................................................... 61

            Note: Firefighter positions (1/C and I-III) vary based on the firefighters’ level of qualification and
            certification. Fire Marshals are included in these counts.

Fire - Civilian:
         Fire Inspector ................................................................................................................................... 1
         Administrative Office Associate ....................................................................................................... 1
         Fire Apparatus Maintenance Specialist ........................................................................................... 1
         Office Associate IV ........................................................................................................................... 1
         Office Associate III ........................................................................................................................... 1

Office of Emergency Preparedness and Risk Management (EPRM):
         Office Associate IV ........................................................................................................................... 1



                                                 Contractual and Temporary Positions

The Fire Department has various temporary and/or contractual positions. These positions consist of a
Public Information Officer/Quartermaster and a part-time mechanic. The Office of Emergency
Preparedness and Risk Management (EPRM) has an Emergency Management Planner and a Risk
Analyst*

*The Risk Analyst is a new position for FY 2013 (it will be contractual for the first half of the fiscal year and
will then be included in the City-wide conversion of certain contractual employees to permanent status).




                                                                             193
                                                        Fire Department



      Conversions:

      Of these contractual or temporary positions, the following will be included in the January 1, 2013
      conversion of contractual employees to permanent status (civil service or exempt):

           Fire Department:
                1. Public Information Officer and Quartermaster: Exempt Status

           Office of Emergency Preparedness and Risk Management (EPRM)
                1. Emergency Management Planner (to be retitled Deputy Director of EPRM): Civil Service
               2. Risk Analyst: (Civil Service)

      This will bring the total full-time equivalent count for this department to 134 half-way through the
      fiscal year.




                                                         BUDGET SUMMARY

                                                                                                                              % of
  Budget Summary                FY 2009            FY 2010            FY 2011            FY 2012            FY 2013          Total
                                 Actual             Actual             Actual            Adopted            Adopted         (FY 13)
     Personnel*              $ 11,878,800 $ 12,450,660 $ 11,056,483 $ 12,114,500 $ 12,335,751                                90.60%
     Operating**                  1,245,220          1,212,670            820,333            875,840          1,279,704        9.40%
     Capital Outlay                 417,510             13,190                  -                  -                  -              0

          Total              $ 13,541,530 $ 13,676,520 $ 11,876,816 $ 12,990,340 $ 13,615,455                                   100%

      % Change from Prior Year                       1.00%            -13.16%              9.38%              4.81%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling
$662,773.67 for the fiscal year (2013).
** FY 2013 fleet replacement costs w ere calculated by department. Operating expenditures as presented in this summary table include
this department's or division's fleet replacement costs. In various other presentations in this document, fleet replacement costs are
reported separately.
*** The Office of Emergency Management, now the Office of Emergency Preparedness and Risk Management, w as under the Mayor's
Office in FY 2009 and FY 2010, but came under the Fire Department starting in FY 2011




                                                                    194
                                        Fire Department

            Division: Office of Emergency Preparedness and Risk Management



     Effective Fiscal Year 2013, the City expanded the responsibilities of the Office of Emergency
     Management to include risk management. The office is now named the Office of Emergency
     Preparedness and Risk Management (EPRM).


Fund Support: General Fund


Description:

Provides comprehensive emergency management by addressing all phases of emergency preparedness
across all hazards, working with many partners to manage resources in disasters. Evaluates, monitors
and improves regulations, procedures, and activities relating to the safety of City employees and the
protection of City-owned property.


Mission:

The City of Annapolis Office of Emergency Preparedness & Risk Management provides vision, direction,
and subject matter expertise in order to coordinate the City’s all hazards emergency preparedness,
mitigation, response and recovery efforts and develop an overall culture of safety.


Services:

 •   Maintains daily awareness and notification of weather events and other threats that could disrupt
     normal operations in the City.

 •   Provides City leadership with timely information necessary to make vital decisions before and
     during emergencies

 •   Initiates emergency operations during emergency events (to include the activation of the
     Emergency Operations Center and the coordination of all resources)

 •   Creates and updates plans to facilitate readiness and response operations.

 •   Continually assesses and improves the City’s response capabilities, the condition of City
     infrastructure and the readiness of staff and the public.

 •   Conducts City-wide exercises and training sessions to ensure the readiness of City personnel.

 •   Provides support to City departments by supporting planning activities and by distributing acquired
     grant funds to cover shortfalls in departmental budgets.

 •   Conducts community outreach to inform residents and businesses on how to prepare for
     emergencies.

 •   Establishes policies and procedures to ensure the safety of City employees.

 •   Establishes policies and procedures for the protection of City-owned property.




                                                  195
                                         Fire Department

           Division: Office of Emergency Preparedness and Risk Management


Services (continued):

 •   Ensures proper reporting of incidents, injury, damage, or loss.

 •   Examines reports of incidents, injury, damage or loss, and any resulting claims against the City, in
     order to identify and find solutions to procedural or systemic issues.

 •   The Director of Emergency Preparedness and Risk Management, having been selected by the
     Mayor and appointed by the Governor, serves along with senior staff as a liaison to the State of
     Maryland and the National Guard.


Accomplishments:

In 2011, the Office of Emergency Management:

 •   Responded to 52 potential natural or man–made threats.

 •   Issued approximately 55 Emergency Management Alerts to City Departments.

 •   Activated the Emergency Operations Center and the Joint Information Center 6 times for events
     including extreme heat, snow, Hurricane Irene, multiple days of heavy rain, and the earthquake.

 •   Prevented liability to the City of approximately hundreds of thousands of dollars by completing or
     updating the following plans. These plans are required by state and federal authorities and there
     are severe fines and penalties for failure to comply. Tremendous liability to the City has been
     prevented by completing the following plans:

           1.   Emergency Operations Plan
           2.   Dam #135 Emergency Action Plan
           3.   Critical Infrastructure Vulnerability Assessment
           4.   Hazard Mitigation Plan
           5.   Public Works Snow Emergency Response Plan
           6.   Code Red Heat Alert Plan
           7.   Extreme Cold Weather Sheltering Plan
           8.   Flood Plan
           9.   Interoperability of Communication Technologies Initiative

 •   In the past two years, OEM’s grant funds have saved the City $460,500 in personnel costs, $1.1
     million in equipment costs, and $12,500 in training costs.


Goals & Objectives:

 A. Continue to work closely with City Departments and the public to ensure preparedness for man-
    made or natural hazards that have potential to impact the City.

 B. Coordinate City operations with the Mayor, the City Manager and department directors in the
    Emergency Operations Center in the event of an emergency.

 C. Facilitate the restoration of normalcy in the aftermath of an emergency.




                                                   196
                                           Fire Department

             Division: Office of Emergency Preparedness and Risk Management


  D. Assist in maintaining public safety and the integrity of infrastructure.

  E. Request and manage diminishing Homeland Security-related grants for the City. Serve as an
     advocate for funds on behalf of the City.
           Provide critical first responder equipment, training, exercises, and emergency
               management personnel at partially subsidized cost to the City.

  F. Prevent liability to the City by continuing to ensure compliance with state and federally regulated
     emergency preparedness plans.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Office of Emergency Preparedness
and Risk Management. The goal for fiscal year 2013 is that those CPM measurements which the City is
not currently monitoring will be introduced into each department’s infrastructure for a more complete
performance profile. In particular, the customer satisfaction questions which the City could not answer for
the fiscal year 2011 survey will be answered on the fiscal year 2012 survey. This is due to the City’s
participation in the National Citizen Survey which is purposefully coordinated with the CPM 101 Survey.
The survey was completed using fiscal year 2011 data and the final report was issued in August 2012.
The final report from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”


   The CPM 101 questions/measurements which applied to the Office of Emergency Preparedness
    and Risk Management are as follows:

      Risk Management:
           Total expenditures for property losses, premiums, and other risk management activities.
           Total number of accidents involving police and law enforcement vehicles in the fiscal year.
           Total number of worker’s compensation claims filed in FY 2011.
           Number of “Excellent,” “Good,” “Fair,” “Poor,” or “Don’t Know” responses received from
             internal risk management customer satisfaction surveys: No survey conducted, could not
             answer.




                                                     197
                                      Fire Department

           Division: Office of Emergency Preparedness and Risk Management



 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflect how the City’s risk management activities compared to other jurisdictions across
  certain input and efficiency measures. The Final CPM Report details some additional data and
  analyses.




                                               198
                                                   Fire Department

              Division: Office of Emergency Preparedness and Risk Management
                  Total Expenditures for Property Losses, Premiums, and Other Risk
                                       Management Activities
                  Cherryvale KS     $31,252
                      Granby CT     $38,619
                    Lakeland TN     $42,132
        King William County VA       $60,397
                  Newburgh NY        $67,391
                  New Baden IL       $71,666
                    Mahomet IL       $72,664
                    Dedham MA         $91,320
                       Mason MI       $106,955                         Mean: $ 503,252
                 Crestwood MO         $111,366
                  Purcellville VA     $112,850
            Peters Township PA        $113,249                         Median: $ 264,163
                   Fox Point WI        $121,652
                    O’Fallon MO        $123,551
               Goodlettsville TN       $124,028
                                                                       City: $ 782,200
                    Medway MA          $124,146
                   Lake Mills WI       $136,493
                  Baker City OR         $166,747
                    Sahuarita AZ        $171,512
                    Snellville GA       $180,000
                Georgetown MA           $180,004
                  Noblesville IN        $182,037
            Rancho Cordova CA           $185,100
                 Lunenburg MA            $200,090
                        Greer SC         $214,438
                     Weston MA            $234,031
                    Blue Ash OH           $242,864
                   Eau Claire WI          $250,970
                   Show Low AZ             $274,163
                    Belmont MA             $290,000
                    Coventry CT             $298,993
                 Hopkinton MA                $325,000
                Junction City KS             $334,697
                     Ramsey MN               $347,189
          Accomack County VA                  $355,563
                       Dover NH               $357,675
                   Monterey CA                 $403,592
                   Columbia TN                 $404,819
                  Manhattan KS                 $409,769
                     Shelton WA                $417,241
          Islamorada Islands FL                 $427,560
                   Salisbury MD                  $486,028
                Rohnert Park CA                   $529,070
              Fredericksburg VA                     $603,626
           Lancaster County SC                       $653,728
                     Oshkosh WI                         $738,789
                 Dartmouth MA                           $754,178
                ANNAPOLIS, MD                           $782,200
                    Algonquin IL                        $794,858
                        Ukiah CA                          $889,775
                  Sugar Land TX                            $915,781
                  Chula Vista CA                                  $1,219,298
                     Windsor CT                                       $1,364,873
          Campbell County WY                                                         $1,898,300
             Fort Lauderdale FL                                                                           $2,657,670
                Delray Beach FL                                                                                  $2,929,418
                  Greenwich CT                                                                                       $3,063,962
                                * Greenwich, CT provides services to the Board of Education
* Expenditures for Other Risk Management Activities include personnel costs for staff directly involved in risk management activities,
contractor/consultant expenditures, and supplies used for risk managment operations.
                                                      Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               199
                                                  Fire Department

     Division: Office of Emergency Preparedness and Risk Management
                         Number of Worker's Compensations Claims Filed per
                                 Jurisdiction Full-Time Equivalent
            Noblesville IN      0.01
    Rancho Cordova CA             0.03
  Campbell County WY               0.04
            New Baden IL           0.04
              Shelton WA            0.05
            Lake Mills WI           0.05
              Blue Ash OH           0.05                                  Mean: 0.14 claims
               Ramsey MN            0.05
                Granby CT           0.05
                  Greer SC          0.05                                  Median: 0.12 claims
               Weston MA             0.06
           Tumwater WA                0.07                                City: 0.12 claims
King William County VA                0.08
                 Edina MN             0.08
          Hopkinton MA                0.08
              Algonquin IL             0.08
             Belmont MA                 0.09
           Sugar Land TX                0.09
              Snellville GA             0.09
               Oshkosh WI               0.09
            Eau Claire WI               0.09
        Delray Beach FL                  0.10
                Mason MI                 0.10
           Manhattan KS                  0.10
          Crestwood MO                    0.11
      Fredericksburg VA                   0.11
            Libertyville IL                0.12
           Chula Vista CA                  0.12
            Show Low AZ                    0.12
             Columbia TN                   0.12
                 Dover NH                  0.12
        ANNAPOLIS, MD                      0.12
       Goodlettsville TN                   0.13
             Sahuarita AZ                  0.13
           Purcellville VA                 0.13
     Fort Lauderdale FL                    0.13
             O’Fallon MO                   0.13
              Mahomet IL                   0.13
            Baker City OR                   0.14
              Lakeland TN                   0.14
            Monterey CA                     0.14
           Newburgh NY                      0.14
  Islamorada Islands FL                      0.15
            Cherryvale KS                    0.15
                  Ukiah CA                    0.16
   Lancaster County SC                         0.17
          Lunenburg MA                         0.17
        Rohnert Park CA                          0.20
             Salisbury MD                               0.27
              Coventry CT                                0.28
    Peters Township PA                                   0.28
             Medway MA                                    0.29
          Dartmouth MA                                    0.29
               Windsor CT                                  0.30
         Junction City KS                                          0.39
           Greenwich CT                                                                                            1.01
                              * Greenwich, CT provides services to the Board of Education.
                                                     Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                             200
                                          Fire Department

            Division: Office of Emergency Preparedness and Risk Management


 Looking ahead: Additional performance measurements the Office of Emergency Preparedness and
  Risk Management may collect and evaluate are as follows. Since performance measurements are
  meant to track progress toward a goal, the list letters tie the below performance measurements to the
  above-listed departmental goals.

         A. Continue to work closely with City Departments and the public to ensure preparedness for
            man- made or natural hazards that have potential to impact the City.

                    Track the number of training sessions conducted for pertinent City staff.
                    Track staff attendance rate at training sessions.
                    Track the number of community outreach activities that serve to inform the public.
                    Track the number of Emergency Management Alerts issued to City Departments
                     and/or the public (compare in relation to the number of threats which faced the
                     City).

         D. Assist in maintaining public safety and the integrity of infrastructure.

                    Track the number of natural or man-made threats which are responded to.
                    Track activations of the Emergency Operations Center and the Joint Information
                     Center in relation to actual threats which face the City.

         E. Request and manage diminishing Homeland Security-related grants for the City. Serve as
            an advocate for funds on behalf of the City.

                    Track the amount of grant funds received through OEM efforts and the
                     consequential cost savings to the City.

         F. Prevent liability to the City by continuing to ensure compliance with state and federally
            regulated emergency preparedness plans.

                    Track percentage of mandated plans which are completed satisfactorily.




                                                    201
Department of Neighborhood & Environmental Programs




                        202
             Department of Neighborhood & Environmental Programs

Fund Support: General Fund


Description:

The Department of Neighborhood and Environmental Programs (DNEP), the quality of life department, is
made up of two divisions – Code Enforcement and Environmental Programs. Code Enforcement is
responsible for licensing, permitting, and performing inspections related to all facets of code enforcement
including, but not limited to, construction, rental housing, property maintenance, zoning and construction
trades. Environmental Programs is responsible for the enhancement of the environment through projects
and programs including but not limited to, urban forestry, wastewater pretreatment, sediment and erosion
control, environmental stewardship and sustainability programs.


Mission:

To maintain and improve the neighborhoods and environment of the City through innovative, consistent
and effective, environmental programs and code enforcement


Services:

  •   Permits and inspections of all construction of a cost of $500 or higher to promote safety and code
      compliance.

  •   License and inspect all rental housing to ensure safe and sanitary living conditions.

  •   License all contractors and related construction trades doing business in the City.

  •   Inspect and enforce zoning regulations as set forth in the City Code.

  •   Permits, inspects and educates the waste water pretreatment of certain commercial
      establishments.

  •   Regulates the sediment and erosion control program.

  •   Educates citizens about NPDESII and sediment and erosion control.

  •   Maintains and enhances the City’s urban forest.

  •   Promotes the sustainable Annapolis program.

  •   Regulates private solid waste collection.


Goals & Objectives:

Operating Objectives:

  A. Maintaining a high quality of life for citizens via inspection and code enforcement functions which
     promote the cleanliness of the City’s neighborhoods and the safety and quality of the built
     environment.

  B. Preserve and improve the natural environment through effective environmental programs.




                                                    203
              Department of Neighborhood & Environmental Programs

Specific Goals:

  C. Respond to 100% of code violation cases (housing code, nuisance building code, zoning code,
     dangerous building code) within three business days.
         Response is defined as (a) investigation and subsequent issuance of a compliance notice,
            or (b) a citation for repeat violations or warranted cases, or (c) recording and closing a case
            when no further enforcement is needed.

  D. Initiate enforcement action on 100% of abandoned and/or boarded residential properties in FY13.
           Enforcement action is defined as issuance of compliance notices, citations and court cases
               when warranted.

  E. Conduct initial DNEP plan review of 80% of permits within designated timeframes.

  F. Increase the number of properties included in the stormwater credit fee program by 100% in FY13.

  G. Respond to and initiate response to 100% of hazard trees under DNEP responsibility within 24
     hours of report or discovery.

  H. Inspect 100% of construction sites with sediment and erosion control permits.

  I.   Issue Notices of Violation to 100% of violators of discharge limits.

  J.   Conduct inspections and/or education visits to 100% of oil and grease violators with exceedances
       over 400 mg/L.

  K. Implement or propose to City Council 20% of budget neutral programs included in the Community
     Action Plan.

  L. Recertify 70% of expiring Certified Environmental Stewards expiring in FY13.

  M. Increase Certified Environmental Stewards by 10% in FY13.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Department of Neighborhood and
Environmental Programs. The goal for fiscal year 2013 is that those CPM measurements which the City
is not currently monitoring will be introduced into each department’s infrastructure for a more complete
performance profile. In particular, the customer satisfaction questions which the City could not answer for



                                                      204
              Department of Neighborhood & Environmental Programs


the fiscal year 2011 survey will be answered on the fiscal year 2012 survey. This is due to the City’s
participation in the National Citizen Survey which is purposefully coordinated with the CPM 101 Survey.
The survey was completed using fiscal year 2011 data and the final report was issued in August 2012.
The final report from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”


   The CPM 101 questions/measurements which applied to the Department of Neighborhood and
    Environmental Programs are as follows:

      Code Enforcement:
          Total number of code violations cases (to include all violations of housing codes, nuisance
             building codes, zoning codes, dangerous building codes, etc.)
          Total number of unresolved nuisance code violation cases on the books on the last day of
             the fiscal year.
          Number of nuisance code violations resolved through voluntary compliance.
          Number of nuisance code violations resolved through forced compliance: Could not
             answer, method of compliance not currently indicated when a case is resolved.
          Number of abandoned and/or vacant residential properties in the jurisdiction: Could not
             answer pursuant to CPM definition; only the number of foreclosures was recorded by
             DNEP at the time.
          Number of “Not a Problem,” “Minor Problem,” “Moderate Problem,” “Major Problem,” or
             “Don’t Know” responses were received in response to a citizen satisfaction survey which
            asked: “To what degree, if at all, are run down buildings, wed lots or junk vehicles a
            problem in your city or county?”: No survey conducted, could not answer.

      The following code enforcement questions were answered by collecting data from both the
      Department of Neighborhood and Environmental Programs and the Department of Planning and
      Zoning.

             Total number of hours paid to code enforcement staff.
             Total expenditures for code enforcement: Could not answer in accordance with CPM
              criteria. Expenditures dedicated solely to code enforcement are not delineated separately
              from other DNEP expenditures.

      Permits Services:
          Number of building permits issued.
          Total valuation of the residential and commercial building permits issued.
             Average processing time, in calendar days, for residential building permits.

      The following permitting questions were answered by a collecting data from both the Department of
      Neighborhood and Environmental Programs and the Department of Planning and Zoning.

             Total number of hours paid to permitting services staff.
             Total expenditures for permitting services: Could not answer in accordance with CPM
              criteria. Expenditures dedicated solely to permitting services are not delineated separately
              from other DNEP expenditures.
             Number of “Excellent,” “Good,” “Fair,” “Poor,” or “Don’t Know” responses received from
              Land Use, Planning and Zoning customer satisfaction surveys: No survey conducted, could
              not answer.

 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflect how the City’s Department of Neighborhood and Environmental Programs compared to
  other jurisdictions across certain input and efficiency measures. The Final CPM Report
  details some additional data and analyses.


                                                    205
        Department of Neighborhood & Environmental Programs

                                 CODE ENFORCEMENT MEASUREMENTS:

                                Code Violation Cases per 1,000 Population

   Campbell County WY        0
         Dartmouth MA        0
        Georgetown MA        1
          Tumwater WA        2
           Sahuarita AZ      2
King William County VA       2
             Granby CT       2
            Andover MA        3                                       Mean: 36.1 cases
           Medway MA          3
            Mahomet IL        5                                       Median: 19.8 cases
            Weston MA         5
         Chula Vista CA        5                                      City: 53 cases
            Belmont MA         5
          Noblesville IN       6
           Coventry CT         6
           Libertyville IL     7
    Peters Township PA          7
            Windsor CT          8
         Wauwatosa WI           8
   Lancaster County SC          8
          New Baden IL           10
  Islamorada Islands FL          11
              Dover NH           12
          Show Low AZ              17
          Baker City OR             19
      Fredericksburg VA             20
           O’Fallon MO              20
Louisville Metro Govt KY            20
         Crestwood MO               20
           Monterey CA               22
           Blue Ash OH               23
           Snellville GA              24
          Eau Claire WI               26
           Fox Point WI                27
              Mason MI                 27
               Ukiah CA                29
         Sugar Land TX                  31
            Oshkosh WI                  33
            Shelton WA                     42
   Rancho Cordova CA                       42
           Ramsey MN                        44
          Manhattan KS                      44
         Cherryvale KS                       50
      New Braunfels TX                       50
           Algonquin IL                       53
      ANNAPOLIS, MD                          53
           Columbia TN                             64
               Greer SC                                 84
          Newburgh NY                                     92
     Fort Lauderdale FL                                              123
       Delray Beach FL                                                                196
     Airway Heights WA                                                                  206
           Salisbury MD                                                                                          292
                                                    Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               206
      Department of Neighborhood & Environmental Programs


                      Unresolved Nuisance Code Violation Cases on the Books
                                  (at the End of the Fiscal Year)
           Columbia TN       0
               Dover NH      0
        Georgetown MA        0
  Islamorada Islands FL      0
          New Baden IL       0
          Cherryvale KS      1                                                Mean: 48 cases
            Mahomet IL       1
            Sahuarita AZ     1                                                City: 9 cases
             Weston MA       1
            Andover MA       2
  Campbell County WY         2
         Dartmouth MA        2
           Fox Point WI      2
            Medway MA        2
    Peters Township PA       2
           Salisbury MD      2
            Blue Ash OH      3
            Coventry CT      5
           Eau Claire WI     5
              Granby CT      5
             Windsor CT      5
          Baker City OR       8
           Libertyville IL    8
        ANNAPOLIS, MD         9
         Crestwood MO        9
      Fredericksburg VA      11
King William County VA       13
            Belmont MA        17
          Noblesville IN      17
         Tumwater WA          20
             Shelton WA        27
          Greenwich CT         30
             Ramsey MN         30
     Airway Heights WA         32
   Lancaster County SC          33
        Delray Beach FL         35
            Snellville GA       36
               Mason MI          40
           Monterey CA            46
             Oshkosh WI           46
          Newburgh NY              62
          Manhattan KS              65
                Ukiah CA            65
     Fort Lauderdale FL              69
            O’Fallon MO               78
      New Braunfels TX                79
                Greer SC                92
         Wauwatosa WI                        119
          Sugar Land TX                                                         433
          Chula Vista CA                                                                                                      851
                                                   Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                             207
      Department of Neighborhood & Environmental Programs


                              Code Enforcement Hours Paid per Capita

         Dartmouth MA       0.027
          Libertyville IL   0.038
          Noblesville IN    0.040
           Medway MA        0.041
               Ukiah CA       0.069
            Ramsey MN         0.069
          Sugar Land TX       0.074
                                                                               Mean: 0.241 hours
            Windsor CT        0.076
         Lunenburg MA         0.082
                                                                               City: 0.684 hours
      New Braunfels TX         0.085
              Rolla MO         0.092
           Snellville GA       0.094
          Eau Claire WI         0.106
              Mason MI          0.107
           Mahomet IL           0.107
               Greer SC         0.117
           O’Fallon MO              0.121
            Shelton WA              0.127
 King William County VA             0.132
           Fox Point WI              0.142
             Granby CT                0.161
    Rancho Cordova CA                 0.162
           Blue Ash OH                0.172
         Crestwood MO                 0.175
           Algonquin IL                0.178
      Fredericksburg VA                0.181
         Chula Vista CA                 0.197
       Georgetown MA                        0.225
           Andover MA                       0.228
   Lancaster County SC                      0.229
        Delray Beach FL                      0.239
     Airway Heights WA                          0.301
Louisville Metro Govt KY                            0.321
           Lakeland TN                              0.330
              Dover NH                                  0.406
   Islamorada Islands FL                                0.407
           Dedham MA                                    0.412
          Newburgh NY                                       0.415
           Coventry CT                                              0.533
     Fort Lauderdale FL                                                 0.623
          Salisbury MD                                                      0.629
       ANNAPOLIS, MD                                                           0.684
            Weston MA                                                                                              1.419
                                                Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                              208
            Department of Neighborhood & Environmental Programs

                                     PERMITTING MEASUREMENTS
                                  Total Building Permits Issued per Capita
                                      (Residential and Commercial Permits)
          Cherryvale KS      0.004
           Salisbury MD      0.005
            Snellville GA      0.008
          Manhattan KS          0.009
           Columbia TN           0.011
       Goodlettsville TN         0.011
               Dover NH          0.012
          Chula Vista CA          0.012
        Rohnert Park CA            0.014                                    Mean: 0.048 permits
            Lakeland TN             0.015
    Peters Township PA              0.016
          New Baden IL                0.019
                                                                            City: 0.120 permits
           Monterey CA                0.019
         Crestwood MO                 0.020
     Airway Heights WA                 0.020
               Rolla MO                0.020
            Mahomet IL                 0.020
          Baker City OR                0.021
               Mason MI                0.021
  Campbell County WY                    0.022
  Accomack County VA                     0.024
          Newburgh NY                      0.026
    Rancho Cordova CA                      0.027
           Show Low AZ                      0.028
             Oshkosh WI                     0.029
         Lunenburg MA                       0.029
                Ukiah CA                    0.029
            Sahuarita AZ                     0.029
          Greenwich CT                        0.031
King William County VA                         0.033
            Medway MA                            0.036
         Tumwater WA                              0.037
            O’Fallon MO                             0.041
          Noblesville IN                            0.041
            Belmont MA                              0.041
            Andover MA                              0.041
            Dedham MA                                0.043
        Junction City KS                              0.044
           Eau Claire WI                                0.048
             Shelton WA                                  0.049
           Lake Mills WI                                 0.050
            Blue Ash OH                                   0.051
   Lancaster County SC                                    0.052
         Wauwatosa WI                                      0.054
           Fox Point WI                                     0.054
             Windsor CT                                       0.058
         Dartmouth MA                                          0.060
            Algonquin IL                                        0.061
      Fredericksburg VA                                            0.067
              Granby CT                                             0.068
            Coventry CT                                             0.069
        Georgetown MA                                                   0.076
                Greer SC                                                0.076
           Libertyville IL                                                 0.081
        Delray Beach FL                                                     0.084
             Ramsey MN                                                               0.102
          Sugar Land TX                                                              0.102
         Hopkinton MA                                                                      0.113
        ANNAPOLIS, MD                                                                      0.120
     Fort Lauderdale FL                                                                                0.141
               Edina MN                                                                                  0.144
             Weston MA                                                                                   0.144
  Islamorada Islands FL                                                                                             0.164
                                            Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set



                                                          209
            Department of Neighborhood & Environmental Programs


                             Valuation of All Building Permits Issued per Capita
                                        (Residential and Commercial Permits)
        Georgetown MA          $92
          Newburgh NY           $157
          Cherryvale KS         $203
        Rohnert Park CA          $290
          New Baden IL            $355
       Goodlettsville TN           $444                                       Mean: $ 1,653
           Salisbury MD             $557
            Algonquin IL            $562
                Ukiah CA            $587                                      City: $ 1,636
King William County VA              $589
              Granby CT              $610
           Columbia TN               $611
   Lancaster County SC               $665
         Crestwood MO                $666
  Accomack County VA                  $710
           Lake Mills WI              $720
            O’Fallon MO               $750
          Chula Vista CA              $765
             Oshkosh WI                $791
             Ramsey MN                 $798
     Airway Heights WA                  $890
               Rolla MO                  $977
            Coventry CT                  $1,024
                Greer SC                  $1,035
           Monterey CA                    $1,047
         Lunenburg MA                      $1,096
          Baker City OR                    $1,097
     Fort Lauderdale FL                     $1,162
         Wauwatosa WI                        $1,224
           Fox Point WI                      $1,244
    Rancho Cordova CA                        $1,265
             Shelton WA                      $1,275
         Dartmouth MA                          $1,425
        Junction City KS                       $1,433
            Mahomet IL                          $1,511
            Snellville GA                       $1,542
               Dover NH                          $1,582
           Libertyville IL                       $1,618
        ANNAPOLIS, MD                           $1,636
             Windsor CT                         $1,678
            Medway MA                           $1,700
            Belmont MA                           $1,744
            Sahuarita AZ                          $1,910
            Dedham MA                              $1,933
            Andover MA                               $2,186
               Mason MI                              $2,186
           Show Low AZ                                $2,208
          Manhattan KS                                 $2,280
          Noblesville IN                                 $2,527
        Delray Beach FL                                   $2,570
    Peters Township PA                                    $2,618
           Eau Claire WI                                   $2,668
  Islamorada Islands FL                                     $2,731
         Tumwater WA                                         $2,866
         Hopkinton MA                                         $2,928
            Blue Ash OH                                         $3,096
               Edina MN                                          $3,178
      Fredericksburg VA                                           $3,330
      New Braunfels TX                                               $3,617
          Sugar Land TX                                                   $4,100
          Greenwich CT                                                               $5,023
             Weston MA                                                                                                    $8,379
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set



                                                              210
            Department of Neighborhood & Environmental Programs


                Permits Issued per Permitting Employee (Full-Time Equivalent)

            Lakeland TN      10
           Monterey CA         66
          Baker City OR        67
     Airway Heights WA          79
           Show Low AZ          83
            Snellville GA        112
          Newburgh NY             131                                        Mean: 510 permits
          Greenwich CT            142
         Lunenburg MA              145                                       Median: 310 permits
               Rolla MO            156
                Ukiah CA            169                                      City: 680 permits
           Salisbury MD             175
          Noblesville IN            177
               Dover NH             183
  Islamorada Islands FL             185
             Oshkosh WI              200
    Rancho Cordova CA                212
        Rohnert Park CA                245
  Accomack County VA                   258
         Hopkinton MA                   273
            Andover MA                  280
            Dedham MA                   280
            Mahomet IL                   294
           Fox Point WI                  310
            Sahuarita AZ                 310
           Libertyville IL                313
            Medway MA                     326
        Georgetown MA                       383
             Windsor CT                     384
            Coventry CT                      393
             Weston MA                       407
            O’Fallon MO                       409
             Shelton WA                       410
     Fort Lauderdale FL                         475
           Eau Claire WI                        481
        Delray Beach FL                               582
               Edina MN                                  675
        ANNAPOLIS, MD                                    680
         Dartmouth MA                                          816
King William County VA                                          863
               Mason MI                                          875
              Granby CT                                          882
            Algonquin IL                                           936
      Fredericksburg VA                                                    1,197
            Ramsey MN                                                      1,201
          Sugar Land TX                                                                        1,726
                Greer SC                                                                       1,738
   Lancaster County SC                                                                                        2,109
         Crestwood MO                                                                                           2,172
                                                 Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                               211
            Department of Neighborhood & Environmental Programs


                             Average processing time, in calendar days, for
                                     residential building permits
          Cherryvale KS      1
       Goodlettsville TN     1
           Lake Mills WI     1
             Oshkosh WI      1
        Rohnert Park CA      1
               Rolla MO      1
            Sahuarita AZ     1
                                                                      Mean: 10 days
           Salisbury MD      1
             Windsor CT      1                                        City: 19 days
         Crestwood MO        2
           Fox Point WI      2
        Georgetown MA        2
                Greer SC     2
        Junction City KS     2
            O’Fallon MO       2
  Accomack County VA          3
            Andover MA        3
            Dedham MA         3
              Granby CT       3
            Mahomet IL        3
          Noblesville IN      3
    Rancho Cordova CA         3
           Eau Claire WI       4
               Mason MI        4
             Weston MA         4
            Blue Ash OH         5
King William County VA          5
   Lancaster County SC          5
            Medway MA           5
      New Braunfels TX          5
            Ramsey MN           5
          Sugar Land TX         5
               Edina MN          6
     Airway Heights WA           7
           Libertyville IL       7
          New Baden IL           7
            Snellville GA        7
          Manhattan KS            8
      Fredericksburg VA            9
         Hopkinton MA              9
          Baker City OR            10
  Campbell County WY               10
            Coventry CT            10
         Dartmouth MA              10
    Peters Township PA             10
                Ukiah CA           10
  Islamorada Islands FL              14
          Newburgh NY                14
             Shelton WA              14
               Dover NH               17
        ANNAPOLIS, MD                 19
        Delray Beach FL                21
         Tumwater WA                    24
           Monterey CA                       30
     Fort Lauderdale FL                                    54
          Chula Vista CA                                                                                            159
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                                212
              Department of Neighborhood & Environmental Programs


 Looking ahead: Additional performance measurements the Department of Neighborhood and
  Environmental Programs may collect and evaluate are as follows. Since performance measurements
  are meant to track progress toward a goal, the list letters tie the below performance measurements to
  the above-listed departmental goals.

         C. Respond to 100% of code violation cases (housing code, nuisance building code, zoning
            code, dangerous building code) within three business days.
                Track response time (in business days) for code violation cases.
                Track percentage of cases responded to within three business days.

         D. Initiate enforcement action on 100% of abandoned and/or boarded residential properties.
                  Track number of abandoned or boarded residential properties
                  Track percentage of such properties on which enforcement action has been
                      initiated.

         E. Conduct initial DNEP plan review of 80% of permits within designated timeframes.
                Track percentage of permits reviewed within designated timeframes.

         F. Increase the number of properties included in the stormwater credit fee program by 100%.
                 Track the number of properties included in the stormwater credit fee program.

         G. Respond to and initiate response to 100% of hazard trees under DNEP responsibility within
            24 hours of report or discovery.
                 Track number of hazard trees reported or discovered.
                 Track response time (in hours) to each hazard tree reported or discovered.
                 Track percentage of responses which occur in 24 hours or less of report or
                   discovery.

         H. Inspect 100% of construction sites with sediment and erosion control permits.
                 Track number of construction sites with sediment and erosion control permits
                 Track percentage of such sites which are inspected.

         I.   Issue Notices of Violation to 100% of violators of discharge limits.
                   Track number of discharge-limit violators.
                   Track percentage of discharge-limit violators who are issued Notices of Violation.

         J.   Conduct inspections and/or education visits to 100% of oil and grease violators with
              exceedances over 400 mg/L.
                  Track number of oil and grease violators with exceedances over 400mg/L.
                  Track percentage of such violators who inspected or given education visits.

         K. Implement or propose to City Council 20% of budget-neutral programs included in the
            Community Action Plan.
                 Track number of budget-neutral programs from the Community Action Plan which
                   are implemented.
                 Track number of budget-neutral programs from the Community Action Plan which
                   are proposed to City Council.
                 Track percentage of program implementation and program proposal based on
                   number of budget-neutral programs in the Community Action Plan.

         L. Recertify 70% of expiring Certified Environmental Stewards expiring in FY13.
                Track number of expiring Stewards.
                Track number of expiring Stewards who are recertified.

         M. Increase Certified Environmental Stewards by 10% in FY13.
                 Track number of Certified Stewards.


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                    Department of Neighborhood & Environmental Programs



                                  STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                                Permanent Positions

Total FTE: 23

Director .......................................................................................................................................................... 1
Assistant to the Director ................................................................................................................................ 1
Administrative Office Associate ................................................................................................................... 1
Chief Code Enforcement ............................................................................................................................... 1
Chief Environmental Programs ..................................................................................................................... 1
Deputy Property Maintenance Inspector * .................................................................................................... 1
Senior Housing Inspector .............................................................................................................................. 1
Building Inspector .......................................................................................................................................... 2
Plumbing/Utility Inspector.............................................................................................................................. 1
Combination Inspector .................................................................................................................................. 1
Electrical Inspector ........................................................................................................................................ 1
Housing Inspector ......................................................................................................................................... 2
Permits Associate ......................................................................................................................................... 1
Life Safety/Mechanical Inspector .................................................................................................................. 1
Architectural Plans Reviewer ........................................................................................................................ 1
Environmental Program Coordinator ............................................................................................................ 1
Environmentalist ............................................................................................................................................ 1
Zoning Enforcement Officer .......................................................................................................................... 1
Permits Administrator .................................................................................................................................... 1
Environmental Compliance Inspector ........................................................................................................... 1
Stormwater Engineer * .................................................................................................................................. 1

*New position for FY 2013

                                                   Contractual and Temporary Positions

The Department of Neighborhood and Environmental Programs has various temporary and/or contractual
positions. The current funded positions consist of Temporary Inspectors and a General Clerical position.


Conversions:

Of these contractual or temporary positions, the following will be included in the January 1, 2013
conversion of contractual employees to permanent status (civil service or exempt):

            1. Office Associate III: Civil Service

This will bring the total full-time equivalent count for this department to 24 half-way through the
fiscal year.




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                       Department of Neighborhood & Environmental Programs



                                                         BUDGET SUMMARY


                                                                                                                                % of
     Budget Summary                    FY 2009           FY 2010             FY 2011         FY 2012           FY 2013         Total
                                        Actual            Actual              Actual         Adopted           Adopted        (FY 13)
     Personnel*                    $ 2,013,990       $ 2,167,670         $ 2,115,521      $ 2,087,390      $    2,269,566      92.41%
     Operating**                        311,170            209,170           1,060,806         166,170            186,325       7.59%

             Total                 $   2,325,160     $   2,376,840       $   3,176,327   $    2,253,560    $    2,455,891            100%

        % Change from Prior Year                          2.22%              33.64%          -29.05%            8.98%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling
$662,773.67 for the fiscal year (2013).




                                                                   215
Department of Public Works




            216
                                  Department of Public Works


Fund Support: Various Funds (General and Enterprise)


Description:

The Public Works Department provides services for the benefit, health, safety and welfare of the citizens
of Annapolis, and includes Administration; the Bureau of Engineering and Construction; Public Works
Services which includes Streets, Snow and Ice Removal, Traffic Control and Maintenance, Solid Waste,
and Fleet Maintenance Center; Public Works Utilities, which includes Wastewater Collection, Water
Distribution, and Stormwater Management; and the Water Supply and Treatment Facility. The Annapolis
Water Reclamation Facility is operated by Anne Arundel County, but is funded in partnership with the City
of Annapolis.

Mission:

To create a safe, clean and inviting urban living and working environment within the City by planning and
providing for systems, services, and skilled employees necessary to sustain this mission.


Services:

  •   Manage the City’s Capital Improvement Program.

  •   Operate and/or oversee the City’s solid waste system, including refuse, recycling, yard waste, and
      bulky waste collection and disposal.

  •   Operate and maintain the water treatment plant, water distribution system, sewer collection system
      and storm drain systems.

  •   Maintain the City’s transportation infrastructure, including streets, sidewalks, bike paths, signs,
      traffic signals, and street lights.

  •   Manage the City-owned buildings and facilities.

Goals & Objectives:

Operating Objective: Operate the Department of Public Works in a manner that provides the residents of
Annapolis with an outstanding level of customer service by improving policies, procedures and
relationships; creating a safe work environment; enhancing our employees’ knowledge, skills and abilities;
and advancing the quality of our tools and equipment.

Goals:

  A. Improve program and project management of the Capital Improvement Program.

  B. Fully implement the results of the managed competition for the solid waste services.

  C. Move ahead with the development of new water treatment capacity for the City.

  D. Institute a planned, cost-effective approach for the recapitalization of the water distribution system
     and sewer collection system.

  E. Develop an efficient and cost-effective plan for recapitalizing the storm drain system in a manner
     that compliments the natural environment.




                                                     217
                                 Department of Public Works


  F. Maintain a safe, high level-of-service transportation infrastructure system that supports vehicles,
     cyclists and pedestrians.

  G. Complete the study and development of a Facilities Asset Management Program.

Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Department of Public Works. The
goal for fiscal year 2013 is that those CPM measurements which the City is not currently monitoring will
be introduced into each department’s infrastructure for a more complete performance profile. In
particular, the customer satisfaction questions which the City could not answer for the fiscal year 2011
survey will be answered on the fiscal year 2012 survey. This is due to the City’s participation in the
National Citizen Survey which is purposefully coordinated with the CPM 101 Survey. The survey was
completed using fiscal year 2011 data and the final report was issued in August 2012. The final report
from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Department of Public Works are as
    follows:

      Facilities Management:
           Total square footage of City-owned facilities.
           Total expenditures for custodial services for the City-owned facilities.
           Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from facilities
               management customer satisfaction surveys: No survey conducted, could not answer.

      Fleet Management:
             The following Fleet Management questions were answered by collecting data from the
             Public Works Department, the Planning and Zoning Department, the Police Department and
             the Fire Department.

             Total number of Police and Law Enforcement Vehicles.
             Total number of ALL Vehicles and Heavy Equipment (including Police and Law
              Enforcement).
             Total vehicle maintenance expenditures for ALL Vehicles and Heavy Equipment (including
              Police and Law Enforcement): Could not answer.
             Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from fleet
              maintenance customer satisfaction surveys: No survey conducted, could not answer.



                                                    218
                                Department of Public Works


     Highways and Roads:
          Total number of paved lane miles
          Total number of paved lane miles assessed
          Total number of paved lane miles rated satisfactory of better: Could not answer.
          Total expenditures for the rehabilitation of paved lane miles.
          Average number of working days to repair a pothole: Could not answer
          Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from street
            repair customer satisfaction surveys: No survey conducted, could not answer.

     Solid Waste:
          Total number of residential refuse collection accounts.
          Total number of residential recycling collection accounts.
          Total number of tons of refuse collected from residential accounts.
          Total number of tons of recyclable material collected from residential accounts.
          Total expenditures for residential refuse collection.

            Total expenditures for residential recycling collection.
            Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from garbage
             collection customer satisfaction surveys: No survey conducted, could not answer.
            Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from recycling
             collection customer satisfaction surveys: No survey conducted, could not answer.


 The performance results specific to individual divisions of the Department of Public Works are
  presented in the following sections as part of each division’s summary.


 Looking ahead: Additional performance measurements the Department of Public Works may collect
  and evaluate are as follows. Since performance measurements are meant to track progress toward a
  goal, the list letters tie the below performance measurements to the above-listed departmental goals.

         A. Mission Statement (a): Create a safe, clean and inviting urban living and working
            environment within the City.

               Facilities:
                  Track percentage of City facilities with an updated condition assessment.
                  Track percentage of facilities with preventative maintenance programs established.

               Sewer:
                 Track number of sanitary sewer overflows.
                 Track number of sanitary sewer spills reaching public waters.
                 Track miles of sewer mains replaced or rehabilitated.
                 Track miles of sewer mains cleaned.

               Solid Waster/Refuse:
                 Track diversion rate of recycled materials from disposal.

               Stormwater:
                  Track percentage of storm drains and structures cleaned monthly.

               Streets:
                  Track percentage of lane miles with remaining service life of 10 years or more.
                  Track percentage of street miles resurfaced
                  Track percentage of streets swept each month




                                                  219
                       Department of Public Works


     Water Treatment:
       Track number of primary Maximum Contaminant Level (MCL) violations.
       Track percentage of planned Water Treatment Plant preventive maintenance
          activities performed.


B. Mission Statement (b): Create a safe work environment for employees and enhance
   employees’ knowledge, skills and abilities.

           Track number of recordable injuries.
           Track number of preventable vehicle accidents.
           Track percentage of employees provided in-service training.

C. Operating Objective: Operate the Department of Public Works in a manner that provides
   the residents of Annapolis an outstanding level of customer service.

     Facilities:
        Track average time to respond to both emergency and routine requests.

     Solid Waste/Refuse:
       Track number of complaints received.

     Streets:
        Track average time to repair a pothole.
        Track average time to investigate sidewalk hazard and average time to make
           permanent repairs to sidewalk hazards.

     Water Distribution:
       Track average time to investigate and repair service leaks.
       Track average time to respond to water main breaks.
       Track average number of days to investigate and respond to customer requests.

     All:
           Track customer satisfaction through survey. Correlate satisfaction to the results of
            the above measures.

D. Goal A: Improve program and project management of the Capital Improvement Program.
       Track percentage of CIP projects completed within 10% of their baseline schedule.
       Track percentage of CIP projects for which soft costs are less than 15%.




                                         220
                                                  Department of Public Works




                                 STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                               Permanent Positions

Total FTE: 106

Administration:
       Director of Public Works .................................................................................................................. 1
       Assistant to Public Works Director ................................................................................................... 1
       Administrative Office Associate ....................................................................................................... 1
       Accounting Associate II .................................................................................................................... 1
       Office Associate IV .......................................................................................................................... 1
       Public Works Analyst ...................................................................................................................... 1

Bureau of Engineering and Construction:
       Civil Engineer II ................................................................................................................................ 5
       Public Works Inspector .................................................................................................................... 1
       Computer Draftsperson ................................................................................................................... 1

Streets:
            Superintendent - Public Works Services.......................................................................................... 1
            Public Works Supervisor .................................................................................................................. 1
            Mason I............................................................................................................................................. 1
            Mason II ........................................................................................................................................... 1
            Equipment Operator III ..................................................................................................................... 2
            Equipment Operator II ...................................................................................................................... 3
            Equipment Operator I ..................................................................................................................... 11
            Office Associate IV ........................................................................................................................... 1
            Public Works Dispatcher .................................................................................................................. 1
            Public Works Maintenance Worker I ................................................................................................ 4

Snow and Ice Removal:
      All overtime

Traffic Control and Maintenance:
         Sign Technician ................................................................................................................................ 1
         Traffic Technician I ........................................................................................................................... 1
         Public Works Maintenance Worker II ............................................................................................... 1

Fleet Maintenance Center:
       Garage Supervisor ........................................................................................................................... 1
       Automotive Technician ..................................................................................................................... 3
       Custodian ......................................................................................................................................... 1

Facilities / General Government Buildings:
         Senior Maintenance Technician ....................................................................................................... 1




                                                                              221
                                                Department of Public Works


Water Supply and Treatment Facility:
       Water Plant Superintendent ............................................................................................................. 1
       Assistant Water Plant Superintendent ............................................................................................. 1
       Water Plant Operator IV ................................................................................................................... 5
       Utilities Mechanic II .......................................................................................................................... 2
       Water Plant Technician III ................................................................................................................. 1
       Instrumentation Technician .............................................................................................................. 1
       Equipment Operator II ...................................................................................................................... 1
       PW Maintenance Worker I ............................................................................................................... 1

Water Distribution:
       Superintendent - Public Works Utilities ............................................................................................ 1
       Utility Supervisor .............................................................................................................................. 2
       Utility Mechanic III ............................................................................................................................ 1
       Underground Utility Locator I ........................................................................................................... 1
       Office Associate IV ........................................................................................................................... 1
       Meter Technician II........................................................................................................................... 2
       Meter Technician I............................................................................................................................ 1
       Equipment Operator I ....................................................................................................................... 2
       Equipment Operator II ...................................................................................................................... 2
       Equipment Operator III ..................................................................................................................... 1

Wastewater Collection:
      Utility Supervisor .............................................................................................................................. 1
      Utility Mechanic III ............................................................................................................................ 1
      Utility Mechanic II ............................................................................................................................. 1
      Equipment Operator II ...................................................................................................................... 1
      Equipment Operator I ....................................................................................................................... 2

Stormwater Management:
      Equipment Operator III ..................................................................................................................... 1
      Equipment Operator I ....................................................................................................................... 1
      PW Maintenance Worker I ............................................................................................................... 1

Solid Waste:
       Public Works Supervisor .................................................................................................................. 2
       Public Works Maintenance Worker I ................................................................................................ 3
       Public Works Maintenance Worker II ............................................................................................... 2
       Equipment Operator II ...................................................................................................................... 8
       Equipment Operator I ....................................................................................................................... 7




                                                                          222
                                  Department of Public Works



                                  Contractual and Temporary Positions

The Public Works Department has various temporary and/or contractual positions. These positions
consist of temporary laborers, a contractual facilities engineer, and a contractual facilities manager.


Conversions:

Of these contractual or temporary positions, the following will be included in the January 1, 2013
conversion of contractual employees to permanent status (civil service or exempt):

    General Government Buildings:
        1. Facilities Maintenance Supervisor: Civil Service
        2. Facilities Maintenance Engineer II: Civil Service

This will bring the total full-time equivalent count for this department to 108 half-way through the
fiscal year.




                                                     223
                                               Department of Public Works



                                               BUDGET SUMMARY: ALL DIVISIONS



      General Fund Divisions:


                                                                                                                                   % of
     Budget Summary                      FY 2009           FY 2010             FY 2011          FY 2012         FY 2013           Total
                                          Actual            Actual              Actual          Adopted         Adopted          (FY 13)
 Administration*                     $     603,900     $     605,270       $     612,288    $     695,880 $         833,775      12.00%
 Engineering & Construction              1,000,550         1,115,160             752,906          778,710           837,925      12.06%
 Streets                                 2,930,180         2,913,370           2,354,445         2,719,390        2,839,919      40.86%
 Snow & Ice                                113,990           849,790             125,050           96,700            88,150        1.27%
 Traffic Control & Maint'nce               259,230           253,240             201,757          326,700           281,264        4.05%
 Fleet Maintenance                         529,500           548,000             428,062          392,670           539,471        7.76%
 General Gov't Buildings                 1,612,235         1,961,330           1,412,458         1,466,340        1,529,994      22.01%

              Total                 $ 7,049,585 $ 8,246,160 $ 5,886,966 $ 6,476,390 $ 6,950,499                                     100%

         % Change from Prior Year                          16.97%              -28.61%          10.01%            7.32%
* All FY13 Fleet Replacement Program costs for the Public Works General Fund divisions are included in the adopted operating expenses of
the Administration Division.
** FY 2013 personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing furlough
days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67 for the
fiscal year (2013).
*** Non-allocated expenses are not listed here as they charged to the General Fund collectively (as opposed to per department/division).




                                                                     224
                                             Department of Public Works



      Enterprise Divisions:


                                                                                                                               % of
     Budget Summary                   FY 2009           FY 2010           FY 2011          FY 2012           FY 2013          Total
                                       Actual            Actual            Actual          Adopted           Adopted         (FY 13)
 Water Fund*                        $ 3,227,830       $ 3,269,400        $ 4,966,776     $ 3,434,860 $ 3,808,626              19.74%
 Wastewater Fund*                      2,286,770         4,495,000         7,330,977         4,076,890        4,236,537       21.95%
 Market House                            698,610           321,680           171,670            10,000           136,700       0.71%
 Stormwater Management                   271,880           330,350           595,487           269,850           280,080       1.45%
 Solid Waste*                          2,334,070         2,355,650         3,269,154         2,434,090        2,133,277       11.06%
 Sidewalk Revolving                               -                 -                -                 -         277,444       1.44%
 Non-Allocated **                      3,392,480         7,545,880         5,926,240         8,109,050        8,382,866       43.44%
 Furlough Abolishment                             -                 -                -                 -          41,380       0.21%

             Total                 $ 12,211,640 $ 18,317,960 $ 22,260,304 $ 18,334,740 $ 19,296,910                             100%

         % Change from Prior Year                       50.00%             21.52%           -17.63%            5.25%
* FY 2013 adopted budget for this fund includes Fleet Replacement Program costs
** Non-Allocated expenses include debt service, depreciation, and interfund transfers. Non-allocated expenses are charged to each
enterprise fund but are charged to the General Fund collectively (as opposed to per department).




                                                                   225
                                              Department of Public Works

                                                    Division: Administration


      Fund Support: General Fund

      Description:

      Responsible for providing overall management and policy guidelines for the department. Provides
      administrative support to the department.

      Services:

         •    Provides overall management and policy guidelines governing Public Works and its employees.

         •    Provides administrative support for the department, purchasing for operations and Capital
              Improvement Program (CIP) projects, payroll processing, personnel issues, training administration,
              web design and maintenance, etc.

         •    Provides customer service to the City’s residents and commercial businesses.

         •    Maintains Public Works website to include information related to each division, various programs,
              schedules and processes. Also provides alerts for emergency information related to Public Works.

         •    Plans and coordinates employee recognition and public education events.

         •    Represents the department at community meetings, City Council meetings, and City Commissions
              & Board meetings.


                                                          BUDGET SUMMARY


                                                                                                                                % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013           Total
                                        Actual            Actual            Actual           Adopted         Adopted          (FY 13)
     Personnel*                    $     568,500     $     560,720     $     594,536     $     671,290 $         685,320      82.19%
     Operating**                          35,400            44,550            17,752            24,590           148,455      17.81%

             Total                 $     603,900 $         605,270 $         612,288 $         695,880 $         833,775         100%

        % Change from Prior Year                          0.23%             1.16%            13.65%            19.82%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** All FY 2013 Fleet Replacement Program costs for the General Fund divisons of Public Works are reflected under the Administration
Division's adopted operating expenditures.




                                                                    226
                                              Department of Public Works

                                         Division: Engineering and Construction


      Fund Support: General Fund


      Description:

      Responsible for the project management engineering and inspection of all Public Works projects and
      provides supervision and administration of Capital Improvement Program projects. Maintains construction
      and utilities records. Responsible for review of subdivision plans and utility inspections.


      Services:

         •   Provides project management services for Capital and large-scale Operations and Maintenance
             projects.

         •   Prepares Capital Improvement Budget requests for the department.

         •   Provides in-house engineering for minor projects and supervises engineering consultants.

         •   Provides program management for City’s repaving/rehabilitation program.

         •   Provides program management for City’s sidewalk rehabilitation program.

         •   Maintains records of all property, buildings, utilities, roads, parks, and other public improvements
             owned or controlled by the City.

         •   Provides plat maps for builders, contractors and the general public.

         •   Manages City’s closed landfill.

         •   Updates and sells City maps.

         •   Provides stormwater management and other right-of-way services associated with grading and
             other permits.

                                                          BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                    FY 2009         FY 2010             FY 2011           FY 2012         FY 2013          Total
                                        Actual          Actual              Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $     911,560     $ 1,044,400       $     642,868     $     693,080 $         752,295      89.78%
     Operating                            88,990            70,760           110,038            85,630            85,630      10.22%

             Total                $ 1,000,550 $ 1,115,160 $                  752,906 $         778,710 $         837,925        100%

        % Change from Prior Year                        11.45%             -32.48%            3.43%            7.60%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                    227
                                  Department of Public Works

                             Division: Streets (Formerly “Roadways”)


Fund Support: General Fund


Description:

Responsible for street cleaning, grass & weed cutting, loose litter collection, street-side refuse container
collection, leaf collection, minor area rehabilitation and maintenance of roadways and city-owned
sidewalks, storm drains and other public infrastructure.

Services:

  •   Provides street sweeping and flushing.

  •   Maintains in a clean and sanitary condition the City Dock, Market Square, Main Street, Maryland
      Avenue and harbor waters, keeps the downtown areas clean for tourists and residents.

  •   Empties street-side refuse containers.

  •   Collects loose litter from public roads.

  •   Collects leaves in fall season.

  •   Cuts weeds and grass on City rights-of-ways and specified areas.

  •   Performs small area roadway reconstruction and pothole repair.

  •   Maintains city-owned street lights in Annapolis Historic District and along West Street to Westgate
      Circle. Also coordinates with Baltimore Gas & Electric (BGE) for repairs and replacements of BGE
      owned street lights.

  •   Manages and performs the snow and ice removal program.

  •   Performs minor repairs to sidewalks and curbs.

  •   Supports residential refuse with bulk refuse pick-up services.

  •   Maintains bike lanes in conjunction with traffic calming.

  •   Manages City fuel inventory for entire City fleet (including monitoring inventory levels and
      reordering).

  •   Calculates fuel cost distribution to all City departments which includes administering the State fuel
      tax program.




                                                     228
                                              Department of Public Works

                                        Division: Streets (Formerly “Roadways”)



                                                             BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                  FY 2009           FY 2010            FY 2011          FY 2012           FY 2013          Total
                                      Actual            Actual             Actual          Adopted           Adopted         (FY 13)
     Personnel*                    $ 1,852,660       $ 1,967,150       $ 1,634,267       $ 1,734,210 $ 1,854,739              65.31%
     Operating                        1,077,520           946,220            720,178           985,180           985,180      34.69%

             Total                $ 2,930,180 $ 2,913,370 $ 2,354,445 $ 2,719,390 $ 2,839,919                                   100%

        % Change from Prior Year                        -0.57%            -19.18%           15.50%             4.43%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                CPM Results:

           As reported by the CPM in their final fiscal year 2011 report, the graph on the following page
           reflects how the City’s road rehabilitation expenditures compared to other jurisdictions. The
           Final CPM Report details some additional data and analyses.




                                                                    229
                                 Department of Public Works

                           Division: Streets (Formerly “Roadways”)
                             Expenditure for Rehab per Paved Lane Mile

Islamorada Islands FL      $25
   Airway Heights WA       $72
      ANNAPOLIS, MD        $153
           Shelton WA      $422
      Delray Beach FL      $558
          Lakeland TN      $631                                   Mean: $ 5,739
      Junction City KS     $664
   Fort Lauderdale FL      $899                                   City: $ 153
          Sahuarita AZ     $1,042
         Show Low AZ       $1,149
        Sugar Land TX      $1,162
           Oshkosh WI       $1,331
    Fredericksburg VA       $1,352
         Lake Mills WI      $1,643
        New Baden IL        $1,814
           Weston MA        $1,850
           Ramsey MN        $1,941
             Edina MN       $1,943
          Andover MA        $2,008
       Dartmouth MA         $2,095
 Lancaster County SC        $2,151
         Columbia TN         $2,256
              Greer SC       $2,312
     Goodlettsville TN       $2,336
         Libertyville IL     $2,581
         Fox Point WI        $2,776
            Granby CT        $2,822
  Rancho Cordova CA          $2,846
          O’Fallon MO        $3,159
             Dover NH         $3,400
       Crestwood MO           $3,626
        Newburgh NY           $3,956
         Eau Claire WI        $4,056
             Rolla MO         $4,099
          Snellville GA       $4,180
        Manhattan KS          $4,286
          Coventry CT         $4,286
        Noblesville IN         $4,321
           Windsor CT          $5,129
        Purcellville VA        $5,153
  Peters Township PA            $5,950
          Belmont MA             $7,501
        Chula Vista CA           $7,634
          Blue Ash OH            $8,250
          Dedham MA               $9,368
          Mahomet IL               $11,191
        Greenwich CT                                                                                            $127,366
                                             Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                    230
                                              Department of Public Works

                                              Division: Snow and Ice Removal


      Fund Support: General Fund


      Description:

      Responsible for the removal of snow and ice from public roadways.


      Services:

         •   Keeps all public streets clear of snow through plowing and removal of snow to off-site locations
             when necessary.

         •   Provides for ice control on public streets by spreading salt and sand.


                                                          BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013          Total
                                        Actual            Actual            Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $      50,400     $     153,280     $      17,632     $      46,900 $          38,350      43.51%
     Operating                            63,590           696,510           107,418            49,800            49,800      56.49%

             Total                $      113,990 $         849,790 $         125,050 $          96,700 $          88,150        100%

        % Change from Prior Year                         645.50%           -85.28%           -22.67%          -8.84%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                    231
                                              Department of Public Works

                                        Division: Traffic Control and Maintenance


      Fund Support: General Fund


      Description:

      Responsible for the installation and maintenance of traffic regulatory devices, traffic signals and signs,
      line striping and directional signs.


      Services:

         •   Installs and repairs traffic signs.

         •   Performs engineering studies for changing traffic patterns.

         •   Initiates engineering studies to modify existing traffic operations.

         •   Installs and repairs traffic signals.

         •   Maintains thermo-plastic and paint lane striping.

         •   Provides traffic advisory signs for special events.

         •   Provides traffic volume studies using tube counters.



                                                          BUDGET SUMMARY

                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013          Total
                                        Actual            Actual            Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $     176,250     $     206,020     $     182,386     $     260,870 $         214,834      76.38%
     Operating                            82,980            47,220            19,371            65,830            66,430      23.62%

             Total                $      259,230 $         253,240 $         201,757 $         326,700 $         281,264        100%

        % Change from Prior Year                         -2.31%            -20.33%           61.93%           -13.91%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                    232
                                              Department of Public Works

                                            Division: Fleet Maintenance Center


      Fund Support: General Fund


      Description:

      Responsible for providing preventive maintenance and repair services for the Public Works, the
      Department of Neighborhood and Environmental Programs, and the Recreation and Parks Department
      vehicles.


      Services:

         •   Provides vehicle and equipment maintenance and repairs.

         •   Provides automated diesel and gasoline fuel dispensing system for entire City fleet including Police,
             Fire, etc.

         •   Calculates fuel cost distribution to all City departments.



                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013          Total
                                        Actual            Actual            Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $     439,600     $     462,340     $     365,055     $     286,040 $         432,241      80.12%
     Operating                            89,900            85,660            63,007           106,630           107,230      19.88%

             Total                $      529,500 $         548,000 $         428,062 $         392,670 $         539,471        100%

        % Change from Prior Year                          3.49%            -21.89%            -8.27%          37.39%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).



                                                                CPM Results:

      As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
      reflect how the City’s Fleet Maintenance compared to other jurisdictions across certain input and
      efficiency measures. The Final CPM Report details some additional data and analyses.

      Due to the City’s lack of a consolidated fleet management operation, expenditure data for all
      vehicles and equipment could not be determined (expenditure data for police vehicles alone could
      be determined due to the smaller nature of police vehicle operations). The city’s undertaking of
      and FY 2013 funding of a new Fleet Management Program aims to consolidate fleet operations so
      that performance indicators, such as those tapped by the CPM, can be properly tracked and used.

      The CPM Fleet Management questions which pertained specifically to police vehicles are
      presented in the Police Department section of this document.




                                                                    233
                                Department of Public Works

                               Division: Fleet Maintenance Center
                             Number of ALL Vehicles and Heavy Equipment
             Lakeland TN     24
             Mahomet IL      32
         Crestwood MO         35
           Cherryvale KS      36
               Mason MI       36
            Fox Point WI      40
          Purcellville VA     41
  Islamorada Islands FL        46
           New Baden IL        47                                Mean: 192 vehicles
    Peters Township PA         47
King William County VA         52
    Airway Heights WA          55                                City: 341 vehicles
    Rancho Cordova CA          56
               Granby CT        63
         Hopkinton MA           63
            Dedham MA           68
             Coventry CT         74
       Goodlettsville TN         78
           Baker City OR          85
         Lunenburg MA             88
           Lake Mills WI          91
            Sahuarita AZ           97
           Libertyville IL         98
              Ramsey MN            99
              Weston MA            102
            Medway MA              103
          Tumwater WA              105
             Blue Ash OH           108
             Snellville GA          109
             Shelton WA             114
                 Greer SC             143
                Dover NH              152
             Algonquin IL              154
            Andover MA                 158
      Fredericksburg VA                159
            Salisbury MD               163
                Rolla MO                167
            Belmont MA                   181
        Rohnert Park CA                  185
          Newburgh NY                    186
          Manhattan KS                    192
           Show Low AZ                     206
              Windsor CT                    223
         Dartmouth MA                       226
           Monterey CA                       241
                 Ukiah CA                    243
            O’Fallon MO                      245
  Campbell County WY                           269
           Eau Claire WI                         304
      New Braunfels TX                           309
              Oshkosh WI                         312
            Columbia TN                          313
                Edina MN                          326
        ANNAPOLIS, MD                             341
         Wauwatosa WI                             343
          Greenwich CT                            344
          Chula Vista CA                            387
          Sugar Land TX                             393
           Noblesville IN                            399
   Lancaster County SC                                 431
        Delray Beach FL                                         590
     Fort Lauderdale FL                                                                                                 1,506
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        234
                                              Department of Public Works

                                 Division: Facilities / General Government Buildings


      Fund Support: General Fund


      Description:

      Responsible for the supervision of the City’s buildings and maintenance of all City-owned and leased
      facilities.


      Services:

         •    Provides building operations and maintenance for all City buildings.

         •    Provides an environmentally comfortable climate for employees to perform their daily tasks.

         •    Protects and enhances the City's facility assets by proper preventative maintenance.

         •    Oversees construction projects.



                                                         BUDGET SUMMARY


                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010           FY 2011           FY 2012         FY 2013          Total
                                        Actual            Actual            Actual           Adopted         Adopted         (FY 13)
     Personnel*                    $     330,412     $     320,440     $     255,491     $     302,120 $         335,693      21.94%
     Operating                         1,272,178         1,640,890         1,156,967          1,164,220       1,194,301       78.06%

              Total               $ 1,602,590 $ 1,961,330 $ 1,412,458 $ 1,466,340 $ 1,529,994                                   100%

        % Change from Prior Year                         22.39%            -27.98%            3.81%            4.34%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).




                                                                CPM Results:

             As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
             reflect how the City’s facilities operations compared to other jurisdictions. The Final CPM
             Report details some additional data and analyses.




                                                                    235
                                  Department of Public Works

                    Division: Facilities / General Government Buildings
                  Total Number of Square Feet of Jurisdiction-Operated Facilities

             Lakeland TN      17,250
            Fox Point WI      20,487
            Libertyville IL   28,300
           Cherryvale KS      30,040
                 Ukiah CA     31,126
           New Baden IL       32,000
             Mahomet IL       36,006
                Mason MI       39,190                         Mean: 335,217 square feet
           Purcellville VA     39,439
   Islamorada Islands FL       41,461
          Crestwood MO         56,098                         City: 253,599 square feet
 King William County VA        57,500
             Snellville GA     58,082
             Medway MA          66,211
             Coventry CT        68,144
               Granby CT        70,121
             Sahuarita AZ       70,647
             Belmont MA          87,617
          Hopkinton MA           92,000
              Shelton WA         99,572
        Goodlettsville TN        103,088
          Tumwater WA            105,251
           Baker City OR         108,196
            Lake Mills WI         115,588
                 Greer SC         133,065
     Peters Township PA           133,245
     Rancho Cordova CA            133,348
   Accomack County VA              148,336
              Ramsey MN            159,628
                Rolla MO           160,000
            Show Low AZ             186,525
          Dartmouth MA               221,046
            Eau Claire WI             243,930
         ANNAPOLIS, MD               253,599
           Newburgh NY               253,765
             O’Fallon MO             254,660
              Windsor CT             257,200
    Lancaster County SC              265,395
         Rohnert Park CA              279,573
                Dover NH              293,020
       Fredericksburg VA               300,482
          Wauwatosa WI                 302,250
         Georgetown MA                 304,383
              Weston MA                304,742
             Blue Ash OH               306,323
          Lunenburg MA                  353,051
            Monterey CA                    445,000
            Salisbury MD                   454,410
           Sugar Land TX                       575,774
           Greenwich CT                             743,488
   Campbell County WY                               758,029
         Delray Beach FL                               846,804
             Dedham MA                                  878,610
           Chula Vista CA                                   1,013,706
      Fort Lauderdale FL                                                    1,495,679
             Andover MA                                                                                        2,574,892
Louisville Metro Govt KY                                                                                        2,600,000
                                                 Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                       236
                                   Department of Public Works

                   Division: Facilities / General Government Buildings
                             Custodial Expenditures per Square Foot of Facilities

          New Baden IL         $0.10
     Fort Lauderdale FL        $0.11
          Cherryvale KS        $0.16
          Baker City OR         $0.19
           Salisbury MD         $0.23
       Delray Beach FL          $0.25                       Mean: $ 1.22
       Rohnert Park CA           $0.35
           Libertyville IL       $0.36                      CIty: $ 1.04
            Dedham MA            $0.36
            Coventry CT           $0.39
  Islamorada Islands FL           $0.42
            Mahomet IL             $0.47
            Andover MA             $0.52
            Snellville GA           $0.55
    Peters Township PA              $0.59
         Tumwater WA                 $0.64
             Windsor CT              $0.64
               Dover NH              $0.65
            Blue Ash OH              $0.70
             Weston MA                $0.72
               Mason MI                $0.80
         Hopkinton MA                  $0.81
                Greer SC               $0.85
          Newburgh NY                   $0.88
        Crestwood MO                    $0.93
      Goodlettsville TN                  $0.95
         Purcellville VA                 $0.98
   Lancaster County SC                   $1.01
       ANNAPOLIS, MD                    $1.04
        Dartmouth MA                    $1.08
            Ramsey MN                   $1.11
King William County VA                   $1.21
            O’Fallon MO                   $1.32
            Sahuarita AZ                  $1.33
       Georgetown MA                      $1.33
            Lakeland TN                    $1.42
  Accomack County VA                         $1.61
             Shelton WA                        $1.80
               Rolla MO                         $1.94
          Monterey CA                           $1.97
         Chula Vista CA                          $2.07
            Medway MA                            $2.08
           Fox Point WI                              $2.41
          Eau Claire WI                                 $2.73
        Wauwatosa WI                                      $2.93
           Belmont MA                                             $3.56
                Ukiah CA                                                                                        $8.62
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        237
                                             Department of Public Works

                                         Division: Water Supply and Treatment


      Fund Support: Water Fund


      Description:

      Responsible for the production, storage and initial distribution of all potable water for City customers.


      Services:

        •    Pumps groundwater from various wells.

        •    Treats water by filtering and chemical treatment, primarily for iron removal and stabilization.

        •    Ensures safety and compliance with the Safe Drinking Water Act which includes tests for lead and
             bacteria.

        •    Produces an adequate supply of water to meet customer and fire flow demand.

        •    Manages the City’s dam.

        •

                                                       BUDGET SUMMARY

                                                                                                                      % of
     Budget Summary                 FY 2009           FY 2010           FY 2011            FY 2012      FY 2013      Total
                                     Actual            Actual            Actual            Adopted      Adopted     (FY 13)
     Personnel*                   $ 1,145,330       $ 1,178,290      $ 1,029,065          $ 1,161,690 $ 1,262,383   56.61%
     Operating                          770,310          814,280          683,261             766,730     967,730   43.39%

             Total                $ 1,915,640 $ 1,992,570 $ 1,712,326 $ 1,928,420 $ 2,230,113                         100%

        % Change from Prior Year                       4.02%            -14.06%            12.62%       15.64%
* FY 2013 adopted personnel expenses for this fund includes furlough abolishment costs.




                                                                  238
                                              Department of Public Works

                                                 Division: Water Distribution


      Fund Support: Water Fund


      Description:

      Responsible for operating, maintaining and repairing the City's water distribution system.


      Services:

         •   Install and repair water mains.

         •   Install and repair water service lines.

         •   Read and record water meters for billing by the Finance Department.

         •   Supervise the installation of new water mains.

         •   Supervise the chlorination of new mains.

         •   Inspect and pressure-test the installation of mains in new developments.

         •   Execute turn-off and turn-on water services as directed by the Finance Department.

         •   Install and repair fire hydrants.

         •   Locate water main and service lines for contractors.

         •   Investigate water bill protests.


                                                         BUDGET SUMMARY

                                                                                                                        % of
     Budget Summary                    FY 2009           FY 2010           FY 2011        FY 2012       FY 2013        Total
                                        Actual            Actual            Actual        Adopted       Adopted       (FY 13)
     Personnel                     $     791,880     $     850,380     $     926,004     $ 1,158,910 $ 1,168,072      72.43%
     Operating*                          440,100           409,900           341,984          347,530     444,537     27.57%
     Capital Outlay                       80,210            16,550                   -              -             -         0

             Total                $ 1,312,190 $ 1,276,830 $ 1,267,988 $ 1,506,440 $ 1,612,609                           100%

        % Change from Prior Year                         -2.69%            -0.69%          18.81%        7.05%
* FY 2013 adopted operating expenditures for this fund includes Fleet Replacement Program costs.




                                                                   239
                                                Department of Public Works

                                        Division: Annapolis Water Reclamation Facility


      Fund Support: Sewer Fund


      Description:

      The Annapolis Wastewater Reclamation Facility is owned jointly by the City and County but is operated
      by the County. The City pays a pro-rated portion of the operating expenses based on percentage of total
      flow.


      Services:

         •    Provides treatment of all wastewater from City customers.



                                                            BUDGET SUMMARY

                                                                                                                            % of
     Budget Summary                     FY 2009             FY 2010         FY 2011         FY 2012         FY 2013        Total
                                         Actual              Actual          Actual         Adopted         Adopted       (FY 13)
     Personnel                      $                 - $             - $             - $             - $             -         0
     Operating*                            714,940          3,031,070       3,090,670        3,100,000       3,100,000 100.00%

             Total                  $      714,940 $ 3,031,070 $ 3,090,670 $ 3,100,000 $ 3,100,000                          100%

         % Change from Prior Year                           323.96%          1.97%           0.30%           0.00%
* All operating expenditures are contract services.




                                                                      240
                                              Department of Public Works

                                              Division: Wastewater Collection


      Fund Support: Sewer Fund


      Description:

      Responsible for repairing and maintaining the sewage conveyance system from its point of origin to the
      Annapolis Wastewater Reclamation Facility.


      Services:

         •   Cleans approximately 1/3 of 125 miles of sewage conveyance system on a 3 year cycle.

         •   Repairs and maintains 25 sewage pumping stations.

         •   Installs new and repairs old sewer-to-house connections.

         •   Provides emergency sewer back-up service, 24 hours per day, 7 days per week.

         •   Locates sewer mains and service lines for contractors.



                                                        BUDGET SUMMARY


                                                                                                                          % of
     Budget Summary                   FY 2009           FY 2010           FY 2011             FY 2012       FY 2013      Total
                                       Actual            Actual            Actual             Adopted       Adopted     (FY 13)
     Personnel*                   $     766,740     $     755,010     $     635,764       $     436,450 $     525,026   45.90%
     Operating**                        805,090           708,920           545,694             540,440       618,795   54.10%

             Total                $ 1,571,830 $ 1,463,930 $ 1,181,458 $                         976,890 $ 1,143,821       100%

        % Change from Prior Year                        -6.86%            -19.30%             -17.31%       17.09%
* FY 2013 adopted personnel expenses for this fund includes furlough abolishment costs.
** FY 2013 adopted operating expenditures for this fund includes Fleet Replacement Program costs.




                                                                   241
                                 Department of Public Works

                                Division: Stormwater Management



Fund Support: Stormwater Fund


Description:

Responsible for the maintenance of public storm drainage systems including pipes, inlets, manholes,
drainage ways, and stormwater management facilities.


Services:

  •   Cleans and repairs drainage systems which includes removal of leaves, snow and debris from
      storm drain inlets. Also provides vacuuming of debris from storm drain pipes.

  •   Maintains public stormwater management facilities.

  •   Contracts for assistance when required.


                                           BUDGET SUMMARY


                                                                                                         % of
Budget Summary             FY 2009         FY 2010         FY 2011         FY 2012         FY 2013      Total
                            Actual          Actual          Actual         Adopted         Adopted     (FY 13)
Personnel              $     177,270   $     169,740   $     237,325   $     190,850   $     201,080   71.79%
Operating                     94,610         160,610          82,550          79,000          79,000   28.21%

      Total            $     271,880 $       330,350 $       319,875 $       269,850 $       280,080     100%

  % Change from Prior Year                 21.51%          -3.17%          -15.64%          3.79%




                                                     242
                                 Department of Public Works

                                        Division: Solid Waste


Fund Support: Refuse Fund


Description:

Responsible for the collection and transportation of solid waste and yard trimmings from 8,600 residential
households to a disposal site.


Services:

  •   Oversee the City’s solid waste system, including refuse, recycling, and bulky waste collection and
      disposal.

  •   Fiscal year 2013 brought the privatization of Solid Waste services.


The decision to privatize solid waste collection was informed by results from the National Citizen Survey
which asked a question specific to contracting solid waste services as a cost-saving measure. The solid
waste privatization question and responses as reported by the National Citizen Survey are shown below.
Thirty-three percent of respondents strongly supported privatization as a cost-saving measure and 33%
somewhat supported it. Please see the “Guiding Factors” section of this document for more information
on the National Citizen Survey.



National Citizen Survey Cost-Saving Question (custom question for the City):




                                                                  The National Citizen Survey™ by National Research Center, Inc.




                                                   243
                                              Department of Public Works

                                                      Division: Solid Waste



                                                        BUDGET SUMMARY

                                                                                                                                   % of
      Budget Summary                     FY 2009             FY 2010            FY 2011            FY 2012          FY 2013      Total (FY
                                          Actual              Actual             Actual            Adopted          Adopted         13)
      Personnel                      $    1,299,460      $   1,333,270      $   1,168,558      $    1,370,040   $     619,045     34.00%
      Operating*                            767,130            757,820             683,049            794,690       1,201,665     66.00%

              Total                  $    2,066,590     $    2,091,090      $   1,851,607      $    2,164,730   $    1,820,710      100%
          % Change from Prior Year                           1.19%              -11.45%            16.91%           -15.89%
* FY 2013 adopted operating expenditures for this fund includes Fleet Replacement Program costs.




                                                               CPM Results:

           As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
           reflect how the City’s solid waste operations compared to other jurisdictions. The Final CPM
           Report details some additional data and analyses.




                                                                    244
Department of Public Works

    Division: Solid Waste




             245
Department of Public Works

    Division: Solid Waste




             246
Department of Public Works

    Division: Solid Waste




             247
Department of Public Works

    Division: Solid Waste




             248
                                  Department of Public Works

                                    Division: Curbside Recycling



 Fund Support: Refuse Fund


 Description:

 Responsible for ensuring the curbside collection of bottles, cans, plastic bottles and newspapers.


 Services:

   •   Provides for curbside collection of mixed recyclables.

   Hires contractor through competitive bidding process to collect recyclables.



                                            BUDGET SUMMARY

                                                                                                                      % of
Budget Summary                FY 2009           FY 2010           FY 2011           FY 2012           FY 2013       Total (FY
                               Actual            Actual            Actual           Adopted           Adopted          13)
Personnel                 $             -   $             -   $             -   $             -   $             -          0
Operating                       267,480           264,560           257,862           269,360           312,567     100.00%

       Total              $     267,480     $     264,560     $     257,862     $     269,360     $     312,567        100%
   % Change from Prior Year                     -1.09%            -2.53%             4.46%            16.04%




                                                      249
                                       Department of Public Works

                                             Division: Market House


   Fund Support: Market Fund


   Description:

   During FY11, Public Works was assigned the responsibility of managing the Market House which was
   open for a six month trial from July 11, 2011 to December 31, 2011. Market House will re-open on a
   permanent basis in 2013.


   Services:

     •     Hire and provide oversight to the Market House business manager.

     •     Manage the day-to-day operations of the Market House and its fund.



                                               BUDGET SUMMARY


                                                                                                              % of
Budget Summary               FY 2009         FY 2010         FY 2011         FY 2012         FY 2013         Total
                              Actual          Actual          Actual         Adopted         Adopted        (FY 13)
Personnel                $             - $             - $             - $             - $              -         0
Operating                        6,870          20,120          35,047          10,000         136,700 100.00%
Capital Outlay                 691,740         301,560                 -               -                -         0

         Total           $     698,610 $       321,680 $        35,047 $        10,000 $       136,700        100%

  % Change from Prior Year                   -53.95%         -89.11%         -71.47%         1267.00%




                                                         250
                                   Department of Public Works

                                            Division: Sidewalk


Fund Support: Sidewalk Revolving Fund

      The Sidewalk Revolving Fund is a new fund for FY2013. The costs of the repair and maintenance of
      sidewalks will be charged to the Capital Improvement Program (CIP) Budget but the personnel costs
      associated with the responsibility are attributed to this Sidewalk Revolving Fund. This Sidewalk Fund
      is a revolving fund such that tax revenue will be transferred from the General Fund into this Sidewalk
      Fund to pay for only those personnel costs associated with sidewalk repair and maintenance. This
      tax revenue will be a constant source of revenue from year to year to ensure necessary sidewalk
      repair is properly funded. Additionally, residents may elect to contribute to the Sidewalk Fund in order
      to accelerate improvement of the sidewalk abutting their property.

      The decision to keep sidewalk improvement the responsibility of the City was made, in part, due to
      results from the National Citizen Survey which asked a question specific to sidewalk improvement.
      The sidewalk question and responses as reported by the National Citizen Survey are shown below.
      Twenty-two percent of respondents strongly supported a raise in the real estate tax in support of
      keeping sidewalk maintenance the City’s responsibility and 28% of respondents somewhat supported
      it. Please see the “Guiding Factors” section of this document for more information on the National
      Citizen Survey.


Description:

Public Works will take on the increased responsibility of sidewalk replacement and repair as these
necessary improvements have been specially funded for FY 2013.


Services:

  •     Replace, repair and maintain sidewalks throughout the City.




                                                      251
                                              Department of Public Works

                                                        Division: Sidewalk



    National Citizen Survey Sidewalk Maintenance Question (custom question for the City):




                                                                                     The National Citizen Survey™ by National Research Center, Inc.




                                                        BUDGET SUMMARY



                                                                                                                              % of
   Budget Summary                  FY 2009           FY 2010           FY 2011           FY 2012          FY 2013            Total
                                    Actual            Actual            Actual           Adopted          Adopted           (FY 13)
     Personnel                 $             -   $             -   $             -   $              -    $    277,444 100.00%

           Total               $             - $               - $               - $                - $       277,444           100%
       % Change from Prior Year                  not applicable not applicable not applicable not applicable
* The Sidew alk Revolving Fund is a new fund for FY2013. All expenditures in the Operating Budget are personnel costs.




                                                                     252
Recreation and Parks Department




              253
                              Recreation and Parks Department


Fund Support: General Fund


Description:

The Recreation and Parks Department provides “quality of life” elements for City residents and visitors.
The department operates and maintains three multi-purpose indoor facilities: the Pip Moyer Recreation
Center at Truxtun Park, the Stanton Center on West Washington Street, and the Annapolis Walk
Community Building on Belle Drive. It also maintains approximately 200 acres of open space, park land,
and athletic fields at Truxtun Park, Bates Athletic Complex, Back Creek Nature Park, Wiley H. Bates High
School, Spa Creek Conservancy, Annapolis Sports Complex (behind Germantown School), Spa Creek
Trail, Poplar Trail, Kingsport Community Park, and twenty neighborhood mini-parks. Furthermore, the
department assists with the maintenance at the United States Naval Academy (USNA) Marine-Corps
Stadium walking trail. User fees are charged for the rental of the Department's facilities and for
participation in the various programs and activities conducted by its full- and part-time staff.

The Harbormaster’s Office (Dock) is also a division of the Recreation and Parks Department.


Mission:

Enrich the quality of life for Annapolis-area residents and advocate for healthy, active living by offering
quality recreational programs and community facilities within an array of parks and natural open spaces.


Services:

  •   Offers enjoyable and affordable leisure-time activities for the citizens of Annapolis which promote
      learning, wellness, and community pride. This includes:

        •   Adult Athletic Programs
        •   Aquatic Programs (swim team, learn to swim and Masters’ programs)
        •   Cultural Classes
        •   Family Oriented Special Events
        •   Organized Summer Enrichment Camps
        •   Summer Day Camps
        •   Health and Fitness Programs
        •   Youth Athletic Programs

  •   Maintains open spaces, parks and trails, ball fields, playgrounds and recreation centers.

        •   Playground safety inspections
        •   Athletic Field maintenance
        •   Grass mowing
        •   Park trash removal
        •   Playground equipment repair
        •   Swimming Pool maintenance
            Public Boat Launch maintenance




                                                    254
                              Recreation and Parks Department



  •   Stanton Community Center: serves as a community resource, as many community organizations’
      offices are housed in this building.

        •   Recreational and cultural enrichment opportunities for children and adults.


        •   Resource center for families in need of support, and human services including health,
            medical, therapeutic, and counseling services.
        •   Community gathering, meeting, and social space for rental.

  •   Latchkey Program: Offers affordable child care for parents in the City of Annapolis and provides
      before school and after school care from 7:00 A.M. to 6:00 P.M.


Goals & Objectives:

  A. Maintain and improve the condition of park facilities and increase the use of environmentally
     friendly maintenance practices.

  B. Improve public awareness and increase enrollment in all recreation department offerings.
       • Conduct Community Wide Survey to determine level and scope of service warranted.
       • Ensure cost-recovery model for programs and services at the Pip Moyer Recreation Center.

  C. Improve operations, funding opportunities, and awareness about the programs and services offered
     to the community at Stanton Community Center.

  D. Establish a modern operation/business model for the Recreation and Parks Department to ensure
     long-term sustainability with limited tax support (i.e. obtain and secure alternative funding sources).


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

Below is a compilation of the CPM questions which pertained to the Recreation and Parks Department.
The goal for fiscal year 2013 is that those CPM measurements which the City is not currently monitoring
will be introduced into each department’s infrastructure for a more complete performance profile. In
particular, the customer satisfaction questions which the City could not answer for the fiscal year 2011
survey will be answered on the fiscal year 2012 survey. This is due to the City’s participation in the




                                                    255
                             Recreation and Parks Department



National Citizen Survey which is purposefully coordinated with the CPM 101 Survey. The survey was
completed using fiscal year 2011 data and the final report was issued in August 2012. The final report
from the National Citizen Survey is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Departments/Mayor/CityManager.aspx under “The National
Citizen Survey: Final Report.”

   The CPM 101 questions/measurements which applied to the Recreation and Parks Department are
    as follows (there were no CPM questions pertaining to Harbormaster operations):

             Total park acreage in the jurisdiction
             Total number of hours paid to parks and recreation staff: Could not answer
             Total parks and recreation expenditures (excluding golf expenditures and specialized
              facility expenditures)
             Total parks and recreation revenues (excluding golf expenditures and specialized facility
              expenditures)
             Percentage of lesson programs and camp programs that were filled to capacity.
             Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from quality of
              parks customer satisfaction surveys: No survey conducted, could not answer.
             Number of Excellent, Good, Fair, Poor, or Don’t Know responses received from quality of
              recreation programs and classes customer satisfaction surveys: No survey conducted,
              could not answer.


 As reported by the CPM in their final fiscal year 2011 report, the graphs on the following pages
  reflect how the City’s Recreation and Parks Department compared to other jurisdictions
  across certain input and efficiency measures. The Final CPM Report details some additional
  data and analyses.




                                                   256
                              Recreation and Parks Department


                                 Parks and Recreation Revenue per Capita

          Baker City OR      $0.00
             Ramsey MN       $0.35
           Fox Point WI      $0.40
           Lake Mills WI     $0.62
          Cherryvale KS      $0.93
               Mason MI      $0.97
             Oshkosh WI       $1.41
                                                                          Mean: $ 22.24
           Columbia TN        $1.61
          Newburgh NY          $2.72                                      City: $ 43.49
        Delray Beach FL        $3.24
            Medway MA          $3.33
            Algonquin IL       $3.54
             Shelton WA        $3.71
          Purcellville VA      $3.88
            Dedham MA           $4.17
          Sugar Land TX         $4.85
         Dartmouth MA            $5.48
            Sahuarita AZ         $5.57
          Chula Vista CA         $6.32
         Wauwatosa WI             $6.80
               Edina MN           $7.25
           Show Low AZ            $7.64
            Lakeland TN           $7.69
          Noblesville IN          $7.90
         Tumwater WA               $8.61
     Airway Heights WA             $8.63
      New Braunfels TX             $8.73
King William County VA             $9.36
        Junction City KS           $9.71
   Lancaster County SC              $9.98
    Peters Township PA              $10.12
          New Baden IL              $10.26
            Snellville GA           $10.75
                Greer SC            $10.91
       Goodlettsville TN             $11.96
           Eau Claire WI             $12.06
          Manhattan KS               $12.48
     Fort Lauderdale FL                 $18.38
             Windsor CT                  $20.04
      Fredericksburg VA                  $20.38
            Coventry CT                    $24.83
  Islamorada Islands FL                     $27.03
         Hopkinton MA                       $28.33
              Granby CT                      $28.88
            Andover MA                       $29.04
            Belmont MA                        $30.92
                Ukiah CA                        $34.90
           Libertyville IL                        $39.21
        ANNAPOLIS, MD                              $43.49
         Crestwood MO                              $45.13
            Mahomet IL                               $50.30
               Dover NH                               $51.78
               Rolla MO                                $53.20
  Campbell County WY                                   $54.06
          Greenwich CT                                           $68.55
             Weston MA                                             $74.58
            O’Fallon MO                                                 $84.57
            Blue Ash OH                                                  $86.47
           Monterey CA                                                                                           $173.91
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                           257
                             Recreation and Parks Department


                                  Parks & Recreation Revenues per Acre*
          Cherryvale KS      $25
             Ramsey MN       $26
           Lake Mills WI     $27
               Mason MI      $86
           Fox Point WI      $127
           Columbia TN       $155
           Show Low AZ        $188                                         Mean: $ 3,091
               Edina MN       $224
             Oshkosh WI       $271
          Sugar Land TX        $326
                                                                           City: $ 8,349
        Delray Beach FL        $359
            Medway MA          $432
         Dartmouth MA          $455
      Fredericksburg VA         $464
    Peters Township PA          $488
          Noblesville IN        $492
     Airway Heights WA          $561
             Windsor CT          $681
            Algonquin IL         $687
            Lakeland TN          $758
           Eau Claire WI         $770
          Purcellville VA        $811
            Coventry CT           $936
       Goodlettsville TN          $943
          Newburgh NY             $969
          New Baden IL            $981
          Manhattan KS            $1,019
         Tumwater WA              $1,022
        Junction City KS           $1,122
             Shelton WA            $1,177
            Snellville GA          $1,203
      New Braunfels TX              $1,293
            Sahuarita AZ            $1,314
            Dedham MA                 $1,807
                Greer SC               $1,988
  Islamorada Islands FL                  $2,469
           Libertyville IL                $2,557           * Per the CPM Survey, acreage reported includes only those parks that
   Lancaster County SC                    $2,647           a jurisdiction operates and maintains (inlcuding cemetary acreage) but
          Chula Vista CA                    $3,003         EXCLUDES wilderness parks and designated open spaces for which
          Greenwich CT                      $3,054         the jurisdiction does NOT expend any labor or money to maintain. This
            Mahomet IL                      $3,120         also EXCLUDES golf courses and acreage for specialized facilities
King William County VA                        $3,391       such as swimming pools and skate parks.
               Rolla MO                          $4,081
             Weston MA                           $4,136
     Fort Lauderdale FL                           $4,383
         Crestwood MO                              $4,480
                Ukiah CA                            $4,767
         Wauwatosa WI                                 $5,260
  Campbell County WY                                           $7,146
               Dover NH                                          $7,359
            Blue Ash OH                                           $7,646
        ANNAPOLIS, MD                                                $8,349
            Belmont MA                                               $8,565
              Granby CT                                              $8,589
         Hopkinton MA                                                         $10,119
           Monterey CA                                                                               $15,020
            Andover MA                                                                                     $16,343
            O’Fallon MO                                                                                               $18,582
                                                 Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        258
                             Recreation and Parks Department


                               Parks & Recreation Expenditures per Capita

           Fox Point WI      $3
          Purcellville VA     $6
         Dartmouth MA         $8
            Medway MA          $11
          Baker City OR        $12
               Mason MI        $13
            Coventry CT         $14                                       Mean: $ 61
King William County VA          $15
            Andover MA           $17
         Wauwatosa WI            $17                                      City: $ 95
   Lancaster County SC            $20
            Dedham MA             $21
          New Baden IL            $22
            Lakeland TN            $23
          Cherryvale KS            $24
          Newburgh NY              $25
          Noblesville IN            $29
         Hopkinton MA               $30
            Ramsey MN                $31
             Oshkosh WI              $34
          Chula Vista CA             $34
                Ukiah CA             $34
    Peters Township PA                $35
            Snellville GA             $35
             Shelton WA               $36
        Junction City KS              $36
            Mahomet IL                 $38
      New Braunfels TX                 $41
     Airway Heights WA                  $41
           Columbia TN                  $42
            Sahuarita AZ                 $44
           Show Low AZ                    $51
           Salisbury MD                    $56
          Sugar Land TX                     $57
            O’Fallon MO                     $57
                Greer SC                     $61
              Granby CT                      $62
           Eau Claire WI                      $64
               Edina MN                       $65
           Lake Mills WI                       $67
          Manhattan KS                          $73
       Goodlettsville TN                        $74
         Tumwater WA                             $76
         Crestwood MO                             $80
               Dover NH                           $80
           Libertyville IL                          $89
     Fort Lauderdale FL                              $91
             Windsor CT                              $93
        ANNAPOLIS, MD                               $95
  Campbell County WY                                $96
               Rolla MO                             $97
  Islamorada Islands FL                                 $112
             Weston MA                                    $121
        Delray Beach FL                                   $122
          Greenwich CT                                           $148
           Monterey CA                                                                                    $317
            Blue Ash OH                                                                                               $371
                                                  Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                           259
                             Recreation and Parks Department


                              Parks & Recreation Expenditures per Acre*
            Coventry CT      $546
          Cherryvale KS      $666
         Dartmouth MA        $696
           Fox Point WI       $879
               Mason MI        $1,113
          Purcellville VA      $1,217
           Show Low AZ         $1,256
            Medway MA           $1,425
    Peters Township PA           $1,685
                                                                            Mean; $ 7,654
          Noblesville IN         $1,825
               Edina MN           $2,016                                    Median: $ 5,975
          New Baden IL            $2,114
            Lakeland TN            $2,261
            Ramsey MN              $2,294
                                                                            City: $ 18,161
            Mahomet IL             $2,380
     Airway Heights WA              $2,680
           Lake Mills WI             $2,910
             Windsor CT               $3,162
          Sugar Land TX                $3,822
            Snellville GA               $3,949
           Columbia TN                  $4,082
           Eau Claire WI                $4,111
        Junction City KS                 $4,180
                Ukiah CA                  $4,604
   Lancaster County SC                      $5,285
King William County VA                       $5,545
           Libertyville IL                    $5,815
       Goodlettsville TN                      $5,857           * Per the CPM Survey, acreage reported includes only those parks
          Manhattan KS                        $5,975           that a jurisdiction operates and maintains (inlcuding cemetary
      New Braunfels TX                         $6,054          acreage) but EXCLUDES wilderness parks and designated open
             Oshkosh WI                         $6,423         spaces for which the jurisdiction does NOT expend any labor or
          Greenwich CT                                         money to maintain. This also EXCLUDES golf courses and acreage
                                                $6,608
                                                               for specialized facilities such as swimming pools and skate parks.
             Weston MA                           $6,688
          Baker City OR                           $7,215
               Rolla MO                            $7,472
         Crestwood MO                               $7,909
          Newburgh NY                                 $8,779
         Tumwater WA                                   $9,007
            Dedham MA                                   $9,302
            Andover MA                                  $9,497
  Islamorada Islands FL                                   $10,208
            Sahuarita AZ                                   $10,408
         Hopkinton MA                                       $10,714
                Greer SC                                     $11,158
             Shelton WA                                      $11,306
               Dover NH                                       $11,402
            O’Fallon MO                                           $12,573
  Campbell County WY                                              $12,706
         Wauwatosa WI                                              $13,075
        Delray Beach FL                                              $13,495
           Salisbury MD                                                    $15,424
          Chula Vista CA                                                    $15,934
        ANNAPOLIS, MD                                                         $18,161
              Granby CT                                                        $18,495
     Fort Lauderdale FL                                                                  $21,815
           Monterey CA                                                                                  $27,343
            Blue Ash OH                                                                                              $32,775
                                               Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                        260
                            Recreation and Parks Department



                           Percentage of Lessons & Camps Filled to Capacity

        Baker City OR       0%
            Granby CT       0%
   Peters Township PA       0%
          Ramsey MN         0%
                                                                              Mean: 48%
          Shelton WA        0%
     Goodlettsville TN           6%
          Weston MA
                                                                              Median: 50%
                                  9%
    Fredericksburg VA                  13%
          Snellville GA                 15%
                                                                              City: 20%
   Airway Heights WA                         20%
      ANNAPOLIS, MD                           20%
       Crestwood MO                          20%
          Andover MA                          22%
         Algonquin IL                          24%
      Delray Beach FL                           25%
          O’Fallon MO                              26%
        Chula Vista CA                              28%
            Edina MN                                29%
          Dedham MA                                               47%
         Columbia TN                                                50%
       Dartmouth MA                                                 50%
 Islamorada Islands FL                                              50%
             Rolla MO                                               50%
          Sahuarita AZ                                                52%
             Greer SC                                                   55%
    Fort Lauderdale FL                                                    57%
      Junction City KS                                                      60%
King William County VA                                                          64%
          Coventry CT                                                             66%
      Rohnert Park CA                                                              68%
         Libertyville IL                                                              70%
             Ukiah CA                                                                 70%
     New Braunfels TX                                                                   72%
  Campbell County WY                                                                     75%
          Windsor CT                                                                     75%
  Lancaster County SC                                                                         80%
        Manhattan KS                                                                          80%
         Eau Claire WI                                                                         83%
        Hopkinton MA                                                                             85%
          Blue Ash OH                                                                               86%
          Mahomet IL                                                                                  90%
            Dover NH                                                                                      95%
        New Baden IL                                                                                      95%
        Sugar Land TX                                                                                     95%
        Newburgh NY                                                                                          100%
                                               Data source: ICMA Center for Performance Measurement 101 FY 2011 Annual Data Set




                                                          261
                                          Recreation and Parks Department



 Looking ahead: Additional performance measurements the Recreation and Parks Department may
  collect and evaluate are as follows. Since performance measurements are meant to track progress
  toward a goal, the list letters tie the below performance measurements to the above-listed
  departmental goals.

                    Track percentage of cancelled classes.



                                STAFFING SUMMARY BY POSITION: FISCAL YEAR 2013

                                                           Permanent Positions
Total FTE: 18

Recreation:
       Recreation Leader I.......................................................................................................................... 2
       Parks Administrator .......................................................................................................................... 1
       Recreation Maintenance Worker ..................................................................................................... 8
       Park Foreman .................................................................................................................................. 1
       Stanton Center Recreation Manager ............................................................................................... 1

Recreation Center Operations:
       Director of Recreation and Parks ..................................................................................................... 1
       Recreation Program Supervisor ....................................................................................................... 1
       Recreation Sports Supervisor .......................................................................................................... 1
       Recreation Leader II......................................................................................................................... 1
       Recreation Office Administrator……………………………………………………………………………1

                                               Contractual and Temporary Positions

The Recreation and Parks Department has several temporary and/or contractual positions. These
positions consist primarily of a Facility Supervisor, Horticulturist, General Clerical positions, Recreation
Assistants, Dance Instructor, Health/Aquatics Coordinator, Marketing/Membership Coordinator, Custodial
Workers, Recreation and Parks General Temps, and Latchkey General Temps.


Conversions:

Of these contractual or temporary positions, the following will be included in the January 1, 2013
conversion of contractual employees to permanent status (civil service or exempt):

     Roger “Pip” Moyer Recreation Center (PMRC) Division:
           1.       Facility Supervisor: Civil Service
           2.       Marketing/Membership Coordinator: Civil Service
           3.       Front Desk Supervisor: Civil Service
           4.       Dance and Fitness Coordinator: Civil Service

This will bring the total full-time equivalent count for this department to 22 half-way through the
fiscal year.




                                                                         262
                                       Recreation and Parks Department




                                                      BUDGET SUMMARY


                                                                                                                                % of
     Budget Summary                  FY 2009           FY 2010            FY 2011          FY 2012           FY 2013           Total
                                      Actual            Actual             Actual          Adopted           Adopted          (FY 13)
Personnel*                         $ 2,443,460       $ 2,766,860        $ 2,928,288      $ 2,954,060 $ 3,055,594              74.04%
Operating                              880,390             844,500           939,757         1,071,450         1,071,240      25.96%
Capital Outlay                                   -                 -          12,420                   -                  -             0

             Total                $ 3,323,850 $ 3,611,360 $ 3,880,465 $ 4,025,510 $ 4,126,834                                    100%

        % Change from Prior Year                         8.65%             7.45%             3.74%             2.52%
* For FY 2013, personnel expenditures for departments or divisions under the General Fund do not reflect the expense of abolishing
furlough days. Instead the cost of furlough abolishment for General Fund departments w as calculated as a lump sum totaling $662,773.67
for the fiscal year (2013).
** FY 2013 fleet replacement costs w ere calculated by department. Operating expenditures as presented in this summary table include
this department's or division's fleet replacement costs. In various other presentations in this document, fleet replacement costs are
reported separately.




                                                                  263
                             Recreation and Parks Department

                                     Division: Harbormaster / Dock


Fund Support: Dock Enterprise Fund


Description:

Responsible for the safe and efficient management and control of all City waterways.


Mission:

To manage fair, safe, and efficient use of the City’s waterways and maritime assets in a courteous and
self-sustaining manner for the recreational benefit of City residents and visitors. To promote economic
growth and viability of the City’s merchants, marine industries, and business community. To facilitate and
assist in special events deemed important to the City.


Services:

  •   Assures safe conditions in City waterways.

  •   Provides transient boats with safe and convenient mooring buoys and dock space at fair and
      competitive rates.

  •   Manages and ensures safety of annual permit private mooring buoys.

  •   Administers maritime leases.

  •   Maintains and administers the City Dock area.

  •   Supervises anchoring and mooring throughout City waters.

  •   Provides laundry, showers, and restrooms for boaters.

  •   Provides boaters with information relative to businesses, services, restaurants, and tourist
      attractions in the City.

  •   Promotes cleaner public waterways by providing mobile sewage pump-out facilities for boaters, and
      by serving as a repository for Maryland Natural Resources Department’s (MDNR) oyster-bed
      seeding program.

  •   Promotes public waterway safety, and assists in special events at the harbor.

  •   Assists vessels in distress and with medical emergencies whenever possible.




                                                    264
                            Recreation and Parks Department

                                  Division: Harbormaster / Dock


Goals & Objectives:

 A. Maintain waterways and waterfront assets.
     • Inspect and maintain all public moorings.
     • Operate City pump-out boat program with federal and state funding.
     • Operate offices, fee collections, and services to moorings and docks, as well as residents, 7
         days per week, 0830-1630 November to April, 0830-1900 to mid-May, 0830-2100 mid-May to
         October, and 0830-1800 to November 1.
     • Enhance revenues by increasing services and efficiency of fee collections.
     • Maintain City annual mooring permit program.

 B. Enforce City laws.
     • Respond to complaints from residents and boaters as well as directives from Mayor
          pertaining to possible violations.
     • Educate for compliance and assist in planning and execution of special events.
     • Counsel residents and visitors on matters relating to prudent maritime practices and
          interfacing with various agencies and laws.
     • Set up signs, buoys, public transient moorings, and other navigational aids which enhance
          compliance with laws and safe practices.
     • Keep harbor clear of derelict, sunken, and abandoned vessels.

 C. Improve customer experience when interfacing with the Office of the Harbormaster.
      • Employ personnel that provide pleasant service to citizens and customers.
      • Plan, formulate, and execute consistent, fair policies and enforcement techniques.

 D. Assist with security and safety of special events; assist in planning of special events.
      • Planning and coordination for regular annual special events and major holiday rushes such
           as the Maryland Maritime Heritage Festival, Blue Angels, Memorial Day Weekend, Build-a-
                           th
           Boat contest, 4 of July, Labor Day Weekend, Boat Shows, Tug of War, and Lights Parade.


Performance Measurements:

 Looking Ahead: While there were no CPM questions pertaining to Harbormaster operations,
  performance measurements the Harbormaster/Dock may collect and evaluate are as follows:

         Service: Ensure waterway safety and provide assistance to water vehicles in distress.
                  Track accidents involving City employees and/or property.
                  Track boater collisions/accidents observed and reported by City employees.
                  Track incidents reported and handled by Harbormaster’s Office.


         Goals A. and B: Maintain waterways and waterfront assets, and enforce City laws.

                     Track warnings issued.
                     Track warnings cured.
                     Track warnings pending appeal before the Board of Port Wardens.
                     Track collection notices issued.




                                                 265
                                                Recreation and Parks Department

                                                        Division: Harbormaster / Dock



                   Goals A. and B (Continued): Maintain waterways and waterfront assets, and enforce City laws.

                                    Track collection notices paid.
                                    Track civil citations issued.
                                    Track civil citations reported to State Court.
                                    Track boats and dinghies impounded.
                                    Track boats and dinghies reclaimed by owner.
                                    Track boats and dinghies sent to destructive disposal.



                                     STAFFING SUMMARY BY POSITION: FISCAL YEAR 2013

                                                                  Permanent Positions
    Total FTE: 3

    Harbormaster ................................................................................................................................................ 1
    Assistant Harbormaster, Operations ............................................................................................................. 1
    Harbor Office Administrator........................................................................................................................... 1


                                                     Contractual and Temporary Positions

    The office of the Harbormaster has various temporary positions. These positions consist primarily of
    seasonal Dock Assistants and temporary Assistant Harbormasters.



                                                                   BUDGET SUMMARY


                                                                                                                                                              % of
     Budget Summary                           FY 2009                FY 2010                FY 2011               FY 2012              FY 2013               Total
                                               Actual                 Actual                 Actual               Adopted              Adopted              (FY 13)
     Personnel                            $       423,840        $      406,410         $      344,710        $      358,060 $              353,818          31.69%
     Operating                                 155,740                  237,360                320,138               129,800                141,205          12.65%
     Non-Allocated*                            938,240               3,785,700                 563,441               768,070                621,549          55.67%

               Total                      $ 1,517,820 $ 4,429,470 $ 1,228,289 $ 1,255,930 $ 1,116,572                                                           100%

         % Change from Prior Year                                    191.83%                -72.27%                2.25%                -11.10%
 * Non-Allocated expenses include debt service, depreciation, and interfund transfers. Non-allocated expenses are charged to each
enterprise fund but are charged to the General Fund collectively (as opposed to per department).
** FY 2013 fleet replacement costs w ere calculated by department. Operating expenditures as presented in this summary table include
this department's or division's fleet replacement costs. In various other presentations in this document, fleet replacement costs are
reported separately.




                                                                                 266
Department of Transportation




             267
                                 Department of Transportation


Fund Support: Transportation Fund, Parking Fund, and General Fund


Description:

The Annapolis Department of Transportation provides public transportation services, regulates private
transportation services, and manages the City’s transportation planning program.


Mission:

To secure financing, operate efficiently, and coordinate advocacy for the coherent, reliable and safe
public transportation system in Annapolis and surrounding Anne Arundel County which can effectively
meet primary, alternative and multimodal transportation needs of the City’s residents, visitors and
workforce and which supports the economic viability of the City’s business community. To provide
comprehensive transportation planning and analysis with the City’s land use policies for improved mobility
at a satisfactory level of service with minimal community disruption and environmental impact.


Goals & Objectives:

  A. Improve the mobility options for the entire city: residents, visitors and employees alike.

  B. Alter the long-ingrained mindset of parking downtown and violating the City’s parking codes.
         • Introduce competitive parking rates, enhance the Circulator transit service and increase on-
              street parking enforcement.

  C. Diversify funding sources for transit, parking and transportation projects.

  D. Maintain/enhance/expand the quality of services provided to the community.
        • Train and improve staff.
        • Improve maintenance of service vehicles.

  E. Increase community awareness and use of transit through support of vital community programs.

  F. Provide Comprehensive Transportation Planning and Analyses.

  G. Support mobility through increased on-street parking regulation enforcement.

  H. Promote the use of City off-street parking facilities including the Circulator service.

  I.   Promote the use of alternative forms of personal transportation, building upon the City’s Bicycle
       Master Plan.

  J.   Achieve on-time performance in transit service delivery of 92%.

  K. Reduce customer complaints by 20%.




                                                     268
                                Department of Transportation



  L. Increase transit farebox recovery (total farebox receipts with respect to total service cost) to 35% or
     more.

  M. Reduce transit vehicular accidents by 50% per 100,000 miles of service

  N. Achieve a pay-to-platform ratio of 98%. Pay-to-platform is a ratio of comparing standard
     (scheduled) time for transit operators to their actual time spent during revenue service.


Performance Measurements:

The Center for Performance Measurements (CPM) 101 Survey was completed by the City in October
2011. The CPM 101 survey measured inputs and outputs across City departments, services and
functions to perform analyses on the gathered data and compare our performance to that of other
jurisdictions nationwide.

The survey was completed using fiscal year 2011 data and the final CPM 101 Annual Data Report was
issued in August 2012. The final report is available upon request or it can be accessed online at:
http://www.ci.annapolis.md.us/Government/Reports/CPMReports2012.pdf

Fiscal year 2012 data will be submitted to the CPM in October 2012. The goal is to participate annually in
the survey so that trends in the City’s performance can be monitored and benchmarked, with adjustments
and budget decisions made according to performance. As the City becomes more accustomed to and
involved in the performance measurement process, the use of such metrics will have more influence on
budgeting practices. The process will begin during the fiscal year 2014 budget process, during which the
results of the fiscal year 2011 survey will begin to inform budgetary decisions.

There were no CPM survey questions which pertained directly to the services provided by the
Department of Transportation. However, in looking ahead, performance measurements the Department
of Transportation may collect and evaluate in-house are as follows. Since performance measurements
are meant to track progress toward a goal, the list letters tie the below performance measurements to the
above-listed divison goals.


          A. Improve the mobility options for the entire city: residents, visitors and employees alike.
                 Track number of miles served.
                 Track number of passenger trips.
                 Track passenger trips per mile/hour.

          C. Diversify funding sources for transit, parking and transportation projects.
                  Track monthly advertising revenue.
                  Track advertising revenue per bus/bus shelter.
                  Track grant revenue.
                  Track ridership revenue.
                  Track average daily revenue per parking space.
                  Track average daily parking turnover.

          D. Improve maintenance of service vehicles to maintain/enhance/expand the quality of
             services provided to the community.
                  Track number of vehicle hours.
                  Track operating cost per hour/mile/rider/vehicle
                  Track maintenance schedule




                                                    269
                                               Department of Transportation


               G. Support mobility through increased on-street parking regulation enforcement.
                      Track number of daily vehicles parked.
                      Track number of parking citation daily/monthly.

               H. Promote the use of alternative forms of personal transportation, building upon the City’s
                  Bicycle Master Plan
                       Track number of bicycle racks
                       Track number of shared use paths
                       Track number of bike lanes

               J. Achieve on-time performance in transit service delivery of 92%
                       Track on-time service performance.

               K. Reduce customer complaints by 20%.
                      Track customer service complaints.

               L. Increase transit farebox recovery (total farebox receipts with respect to total service costs)
                   to 35% or more.
                        Track farebox recovery ratio.


                                STAFFING SUMMARY BY POSITION : FISCAL YEAR 2013

                                                             Permanent Positions

Total FTE: 50

Administration:
    Transportation Planner ......................................................................................................................... 1
    Accounting Associate II ........................................................................................................................ 1
    Administrative Office Associate ............................................................................................................ 1
    Director of Transportation ..................................................................................................................... 1
    Transportation Inspector ....................................................................................................................... 1

Transit Supervision and Vehicle Operators:
    Transportation Supervisor ..................................................................................................................... 3
    Transportation Specialist ...................................................................................................................... 1
    Bus Driver II ........................................................................................................................................ 15
    Bus Driver I ......................................................................................................................................... 15

Maintenance:
    Fleet Specialist ...................................................................................................................................... 1
    Fleet Technician I .................................................................................................................................. 1
    Fleet Technician II ................................................................................................................................. 1

Parking Operations:
     Parking Enforcement Officer I ............................................................................................................... 6
     Parking Enforcement Officer II .............................................................................................................. 1
     Meter Collector/Auto Maintenance II .................................................................................................... 1




                                                                            270
                                          Department of Transportation



                                           Contractual and Temporary Positions

    The Department of Transportation has various temporary and/or contractual positions. These positions
    consist primarily of a Mobility & Parking Specialist, Bus Driver Trainees, Part-Time Bus Drivers, a Parking
    Meter Collecter I, and Fleet Maintenance Technicians.


    Conversions:

    Of these contractual or temporary positions, the following will be included in the January 1, 2013
    conversion of contractual employees to permanent status (civil service or exempt):

         Administrative Division:
            1. Mobility and Parking Specialist: Civil Service

         Parking Operations Division
             1. Parking Meter Collector I: Civil Service

    This will bring the total full-time equivalent count for this department to 52 half-way through the
    fiscal year.




                                           BUDGET SUMMARY: ALL DIVISIONS



                                                                                                                               % of
     Budget Summary                    FY 2009           FY 2010             FY 2011           FY 2012       FY 2013          Total
                                        Actual            Actual              Actual           Adopted       Adopted         (FY 13)
     Administration                $     661,120     $     723,410       $     557,878     $     693,890 $      552,252        5.70%
     Vehicle Operations*               3,154,690         3,285,530           2,733,559          2,525,930     1,167,906      12.06%
     Maintenance                         553,950           447,470             499,446           733,220        762,146        7.87%
     Parking                           1,855,160         1,821,580           1,688,302          1,775,630     2,088,000      21.56%
     Non-Allocated **                  1,229,485         4,140,392           1,766,256          3,362,635     5,059,878      52.24%
     Furlough Abolishment                        -                  -                  -                 -        55,383       0.57%

             Total                $ 7,454,405 $ 10,418,382 $ 7,245,442 $ 9,091,305 $ 9,685,566                                  100%

        % Change from Prior Year                         39.76%              -30.46%           25.48%         6.54%
* All FY 2013 Fleet Replacement Program costs for the Department of Transportation are included in the adopted operating expenses of
the Vehicle Operations Division.
** Non-Allocated expenses include debt service, depreciation, and interfund transfers. Non-allocated expenses are charged to each
enterprise fund but are charged to the General Fund collectively (as opposed to per department).




                                                                   271
                                Department of Transportation

                                       Division: Administration


Fund Support: Transportation Fund


Description:

Responsible for transportation planning; valet parking regulation; transit operational planning and service
management; transportation grants management; taxi-industry regulation; pedi-service regulation; and
planning, right-of-way acquisition, design and engineering, and construction of multi-modal projects.


Services:

Transportation Planning:
  • Implementation of transit service enhancements and expansion plan.
  • Implement transportation policy recommendations in the City’s Comprehensive Plan.
  • Enforcement of Adequate Public Facility standards for non-motorized and vehicular transportation.
  • Review of Traffic Impacts of Proposed Development.
  • Update guidelines for traffic impact analysis as necessary.
  • Regional planning: review, update and implement City’s Unified Planning Work Program and
     budget; preparation of quarterly reports and invoices.

Compliance with State of Maryland and Federal Government Regulations:
 • Grants.
 • Procurement - Dept/Purchasing.
 • Transit Operations/ Training.
 • Fleet Maintenance Performance/ Procedures.
 • Public Outreach and Participation - Dept/Mayor’s office.
 • National Transit Database Reporting.
 • Drug and Alcohol Testing Program.
 • Title VI, EEO, DBE.

Marketing and Communications:
 • Public Information and Outreach - Dept/Mayor’s office.
 • Development of Publications, Graphics, Promotional Materials, Advertisements.
 • Website Management.
 • Customer Service.
 • Management of Bus and Shelter Advertising Program.

Financial Management:
  • Grants Management and Oversight.
  • Procurement for Capital Projects.
  • Budgeting and Account Management.
  • Accounts Payable.




                                                    272
                                Department of Transportation

                                     Division: Administration


Bicycle and Pedestrian Planning and Parking Management:
  • Engineering (Safe Routes, Infrastructure and Facility Design).
  • Education (Safety Instruction, Equipment Giveaways, SHARROW Programs).
  • Encouragement (Bike to Work, Safe Routes to School Program, Other Events).
  • Enforcement (Give/Get Respect Campaign, Coordination with APD).
  • Evaluation & Planning (Master Plan, Bicycle Map, Data Collection and Analysis).
  • Representation for City’s Transportation Board and City’s Parking Advisory Commission.
  • Representation for Baltimore Metropolitan Council Bicycle and Pedestrian Advisory Group,
      Baltimore Metropolitan Council Technical Committee.
  • Administers and provides oversight on the drafting and enforcement of regulations related to
      alternative transportation and parking.
  • Develops and provides oversight for contract services related to transportation and parking.
  • Analyzes and compares the effectiveness and efficiency of parking and alternative transportation
      pricing programs and prepares draft reports for administration.
  • Administers and provides oversight on the drafting and enforcement of regulations related to
      alternative transportation and parking.

Taxi and Valet Parking Regulation:
  • Licensing.
  • Inspections.
  • Oversight and Compliance Enforcement.
  • Communications with Taxi Operators.
  • Pedicab Licensing and Oversight.
  • Horse and Carriage Operation Licensing and Oversight.

Greyhound Intercity Bus Service:
 • Customer Service.
 • Ticket Sales.
 • Package Handling.
 • Accounting and Reporting.

Personnel Management:
 • Plans, supervises and coordinates the activities of the department subject to the direction of the
     Mayor and Council.
 • Internal Communication.
 • Scheduling - Transit Supervisors.
 • Payroll.
 • Performance reviews.
 • Disciplinary action.
 • Union Relations.




                                                   273
                                           Department of Transportation

                                                   Division: Administration

           .

                                                       BUDGET SUMMARY:


                                                                                                                                  % of
     Budget Summary                     FY 2009           FY 2010             FY 2011          FY 2012         FY 2013           Total
                                         Actual            Actual              Actual          Adopted         Adopted          (FY 13)
     Personnel*                     $     570,190     $     639,700       $     451,370    $     593,690 $         430,996       78.04%
     Operating                             90,930            83,710       $     106,508          100,200 $         121,256       21.96%

               Total               $      661,120 $         723,410 $           557,878 $        693,890 $         552,252          100%

         % Change from Prior Year                          9.42%              -22.88%          24.38%           -20.41%
* For FY 2013, personnel expenditures for the separate divisions of the Department of Transportation do not reflect the expense of
abolishing furlough days. Instead the cost of furlough abolishment for the department as a w hole w as calculated as a lump sum totaling
$55,383.47. This total is reflected under the all-divison budget summary in this section of the document.
** All FY 2013 Fleet Replacement Program costs for the Department of Transportation are included in the adopted operating expenses of
the Vehicle Operations Division.




                                                                    274
                                              Department of Transportation

                                                  Division: Vehicle Operations



      Fund Support: Transportation Fund


      Description:

      Responsible for operating an effective and efficient public transit system in accordance with all state and
      federal regulations.


      Services:

         •    Operation of Circulator system (State and City), Fixed Routes (Red, Yellow, Green, Orange, Gold,
              Brown, Purple), Para-transit services.

         •    Dispatching and ADA scheduling.

         •    Driver training/staff development.

         •    Safety compliance and quality control.

         •    Accident investigation.


                                                         BUDGET SUMMARY:

                                                                                                                                  % of
     Budget Summary                   FY 2009            FY 2010           FY 2011           FY 2012           FY 2013           Total
                                       Actual             Actual            Actual           Adopted           Adopted          (FY 13)
     Personnel*                     $ 2,476,710       $ 2,646,970        $ 2,210,652       $ 2,060,430 $           956,879       81.93%
     Operating                           677,980            638,560           522,908            465,500           211,027       18.07%
             Total                 $ 3,154,690 $ 3,285,530 $ 2,733,559 $ 2,525,930 $ 1,167,906                                      100%

         % Change from Prior Year                         4.15%            -16.80%             -7.60%           -53.76%
* For FY 2013, personnel expenditures for the separate divisions of the Department of Transportation do not reflect the expense of
abolishing furlough days. Instead the cost of furlough abolishment for the department as a w hole w as calculated as a lump sum totaling
$55,383.47. This total is reflected under the all-divison budget summary in this section of the document.
** All FY 2013 Fleet Replacement Program costs for the Department of Transportation are included in the adopted operating expenses of
the Vehicle Operations Division.




                                                                     275
                                           Department of Transportation

                                                  Division: Fleet Maintenance



    Fund Support: Transportation Fund


    Description:

    Maintain and repair transportation and support vehicles, facilities and equipment.


    Services:

      •    Preventive maintenance and repairs (23 transit buses (15 active), 4 support).

      •    Inventory management.

      •    Recordkeeping.

      •    Software management.



                                                       BUDGET SUMMARY:

                                                                                                                                  % of
     Budget Summary                     FY 2009           FY 2010             FY 2011          FY 2012            FY 2013        Total
                                         Actual            Actual              Actual          Adopted            Adopted       (FY 13)
     Personnel*                     $     519,450     $     421,230       $     312,833    $     311,410      $     366,224      48.05%
     Operating                             34,500            26,240             186,614          421,810            395,922      51.95%
             Total                 $      553,950 $         447,470 $           499,446 $        733,220 $          762,146         100%

          % Change from Prior Year                        -19.22%             11.62%           46.81%              3.95%
* For FY 2013, personnel expenditures for the separate divisions of the Department of Transportation do not reflect the expense of
abolishing furlough days. Instead the cost of furlough abolishment for the department as a w hole w as calculated as a lump sum totaling
$55,383.47. This total is reflected under the all-divison budget summary in this section of the document.
** All FY 2013 Fleet Replacement Program costs for the Department of Transportation are included in the adopted operating expenses of
the Vehicle Operations Division.




                                                                    276
                                 Department of Transportation

                                           Division: Parking


  The Off-Street Parking Fund is now entitled the Parking Fund. This reflects the fact that Parking
  Operations has been combined with Off-Street Parking. Parking Operations encompasses all on-
  street parking responsibilities such as parking meter collections and parking enforcement (citations).
  Previously, Parking Operations was under the direction of the Department of Transportation but the
  division’s revenues and expenses were appropriated in the General Fund. In FY 2013, all Parking
  Operations revenues were combined with Off-Street Parking Fund revenues and Parking Operations
  expenses were moved to the Transportation Fund. For presentation purposes, all Parking
  Operations expenses are shown below in combination with Off-Street Parking expenses.


Fund Support: Parking Enterprise Fund


Description:

Manage the municipal off-street parking facilities: Gotts Court, Hillman and Knighton Garages; Donner,
Fawcett, Larkin and South Street surface lots. Enforce City parking regulations and maintain parking
meters.


Services:

    •   Administer the contractual agreement for management and operation of the three garages and
        four surface lots.

    •   Assess building systems and ensure safe and efficient operations of those building systems.

    •   Coordinate major repairs of all facilities and work under the CIP affecting the garages and lots.

    •   Coordinate other off-street parking programs and events with management staff.

    •   Perform long term planning to meet forecasted growth and to coordinate with transportation
        efforts.

    •   Patrol metered spaces in the downtown area and enforce violations.

    •   Patrol and enforce residential parking restrictions

    •   Collect parking meter revenue

    •   Assist in planning and control of parking for special events.

    •   Customer service




                                                     277
                                              Department of Transportation

                                                           Division: Parking


      Goals:

           •     Promote utilization and cost-effectiveness of parking facilities.

           •     Enforce municipal parking contract and regulations.

           •     Enhance efficacy and usefullness of financial reporting and patron data management.

           •     Help coordinate on-street parking payment and collections methods.

           •     Enforce all municipal parking codes.

           •     Safeguard municipal receipts.



                                                          BUDGET SUMMARY:

                                                                                                                                  % of
     Budget Summary                     FY 2009           FY 2010            FY 2011           FY 2012            FY 2013        Total
                                         Actual            Actual             Actual           Adopted            Adopted       (FY 13)
   Personnel*                       $     592,420     $     532,200      $     476,224     $     513,610      $     527,958      25.29%
   Operating                            1,262,740         1,274,380          1,210,578          1,262,020          1,560,042     74.71%
   Capital Outlay (Garages)                       0          15,000              1,500           421,810                    0              0

               Total               $ 1,855,160 $ 1,821,580 $ 1,688,302 $ 2,197,440 $ 2,088,000                                      100%

         % Change from Prior Year                         -1.81%             -7.32%            30.16%              -4.98%
* For FY 2013, personnel expenditures for the separate divisions of the Department of Transportation do not reflect the expense of
abolishing furlough days. Instead the cost of furlough abolishment for the department as a w hole w as calculated as a lump sum totaling
$55,383.47. This total is reflected under the all-divison budget summary in this section of the document.
** All FY 2013 Fleet Replacement Program costs for the Department of Transportation are included in the adopted operating expenses of
the Vehicle Operations Division.




                                                                     278
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                   FY 2013 Budget Report of
                     The Finance Committee
                  of the Annapolis City Council
                          May 29, 2012




                     Finance Committee Members
              Alderman Ross Arnett III, Ward 8, Chairman
                 Alderwoman Sheila Finlayson, Ward 4
                  Alderman Richard E. Israel, Ward 1




                               Appendix A - 1
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council




  EXECUTIVE SUMMARY                                                     3

  FINANCE COMMITTEE BUDGET STATEMENT                                    5

  REPORT STRUCTURE                                                       7

  NEW SPENDING                                                           8
  New Spending detail: Grants and other Not-for-Profit Donations        11

  New Spending Detail: Conversions                                      12


  PROPOSED OFFSETS                                                      13

  FEE SCHEDULE                                                          14

  CAPITAL IMPROVEMENT PROGRAM                                           15

  ORGANIZATIONAL CHART                                                  18

  LONG TERM SOLUTIONS AND OTHER REPORT ISSUES                           19




  2
                                            Appendix A - 2
Appendix A: Finance Committee Report with Financial Advisory Commission Report




  Executive Summary

  The Finance Committee has reviewed the Mayor’s Proposed Budget and, with extensive
  and invaluable help from the Finance Director, his staff, the City Manager, the Director
  of Human Resources, all of the Department Heads, Virginia Burke, and especially Hilary
  Raftovich and Maria Muñiz; we make the following summary recommendations to our
  colleagues on the City Council.

  Our primary recommendations are as follows:

     •   No increase in property tax revenues over the fiscal year 2012 level
     •   Only parking revenues and transit revenues (to include grants) will be used to
         support Department of Transportation expenses. No subsidies of transit
         operations from the General Fund ($861,438). To include the transfer in parking
         revenues by $540,000.00 to the general fund and further to move those funds
         from the general fund to the transportation budget.
     •   Contract out solid waste collection and redeploy or otherwise compensate affected
         staff
     •   A City contribution to the Police and Fire Pension of 8.5% of salaries
         ($1,575,000)
     •   An appropriation of $875,000 to the OPEB Fund
     •   An appropriation of $600,000 to the Sidewalk Improvement Fund from bond
         funds and $277,444 from the General Fund.
     •   Elimination of furlough days (pending agreement to contract by police)
     •   Approve one new hire and the expansion of an existing part time position, of the
         twelve new positions proposed by the Mayor. (reducing proposed new spending
         by $664,770.00)
     •   An enhancement of $414,540.61 to the Fleet Replacement Fund ($321,431 less
         than in the Mayor’s proposed budget).
     •   21 Contract Employee conversions to begin on January 1, 2013 ($142,623)
         (delaying these proposed conversions by six months will save $132,377)
     •   An increase of funding for AEDC of $15,000 ($75,000.00 less than proposed)
     •   Allow excess revenue from speed cameras to fall to General Fund balance
         including the support of Pension Funds.
     •   Operating enhancements to departmental budgets as recommended in the table in
         Section One of this Report ($637,352.00 versus the $851,076 proposed in the
         Mayor’s budget yielding $213,715.00 in reduced spending)
     •   The committee recommends some changes in the organizational chart to better
         facilitate city business under the guidance of the City Manager.




                                        Appendix A - 3
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council

  The Committee supports the Fee Schedule as proposed in R-7-12. We support the
  administration’s ongoing efforts to make the fees commensurate to the expenses in the
  enterprise funds as required by Code. As this Committee is recommending the
  contracting out of solid waste services, the fees should be amended to reflect the new
  lower costs. These cost savings will increase over time and thus the fees should decrease
  with them.

  Finally, there is some question about the priority of the projects in the Capital
  Improvement Program (CIP). With the new emphasis on City Dock Revitalization, the
  committee believes more immediate action should be taken with the replacement of the
  Hillman Garage and control of the monthly flooding on Compromise and Dock Streets.




  4
                                         Appendix A - 4
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  Finance Committee Budget Statement

  Budgets are by their nature a balancing act between competing objectives. Budgeters
  must satisfy the need to keep taxes and fees low, while maintaining service levels
  acceptable to constituents. In addition, prudence dictates that a surplus of revenues over
  spending be achieved. For the fiscal year 2013 Budget the surplus must be big enough to
  both provide a hedge against unforeseen expenses and to continue to restore the general
  fund reserve. In addition, for fiscal year 2013 the budget must begin to address, in a
  serious way, several long-term liabilities that have been left unattended for too long and
  which threaten in a very real way the financial viability of the City finances.

  In his State of the City address the Mayor noted three fiscal priorities: a structurally
  balanced budget; restored fund balance[s]; and fully funded long-term liabilities. He
  noted that in fiscal 2011 and 2012 there was a balanced approach, using spending cuts
  and revenue increases. In his view, both types of actions “were necessary to stop deficit
  spending, and restore structural balance to the budget.” For fiscal year 2013 the Mayor
  proposes to maintain a balanced budget, continue to restore fund balances, and increase
  funding for long-term liabilities; all while still providing value and quality service for
  constituents.

  The Finance Committee concurs with the Mayor’s budget objectives, but proposes a
  somewhat different approach. We recommend holding property tax revenues to the fiscal
  2012 level, a modest increase in some fees, and some reductions in current operating
  costs to enable a significant increase in monies devoted to the reduction of long term
  liabilities such as pension, retiree health, and infrastructure (including sidewalk repair) all
  of which have been underfunded for many years. All of these recommendations are
  consistent with the Mayor’s Budget, but with a different emphasis.

  The City Council Finance Committee has met 22 times since the introduction of the
  Mayor’s Budget on March 12, 2012. We have met with all of the City Departments, some
  more than once, and have been provided with a large volume of information by the
  Finance and Human Resources Departments.

  In terms of recommendations, the Finance Committee has decided to start with Budget
  Ordinance O-8-12, as introduced by the Mayor that calls for a tax rate of fifty-six cents
  ($.56) on each one hundred dollars ($100.00) of assessable property in the City of
  Annapolis as of the end of June 30, 2013. The Mayor’s Budget calls for a property tax
  increase of approximately $.10 on each one hundred dollars. This includes $.07 to bring
  tax revenue to level due to decreased property tax assessments and an additional property
  tax increase of $.0283 to cover proposed increases in spending over fiscal 2012 levels.




  5
                                           Appendix A - 5
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council



  The Committee is concerned about increasing the tax rate up to levy, and does not
  recommend the additional $.0283 of additional tax increase, but the Committee does
  favor several spending increases in the Mayor’s budget, as will follow.

  In general the Committee finds favor with any spending that addresses restoring fund
  balances, reducing debt, and funding liabilities. The Mayor proposes new spending for
  fleet replacement, creating a revolving fund for such replacement rather than borrowing
  to purchase new vehicles. Sidewalk repair is a long standing liability for the City and a
  public safety issue for residents, business and visitors (we need to begin the process of
  bringing our sidewalks up to code). The City has been negligent in its obligation to the
  Police and Fire Pension Plan. The pension is underfunded by over $21+ million and we
  must restart payments into the pension fund. Even more egregious is our unfunded
  liability for retiree health benefits (OPEB), now estimated by our actuaries as a deficit of
  $46+ million and growing steadily. Finally, the Committee supports the Administration’s
  plans to address the huge unfunded liability for City infrastructure such as water, sewer
  pipe and storm drain systems, buildings and roads -- a liability estimated to be $120
  million.

  Further, the Administration proposes to raise several fees this year, to introduce a new
  parking ticket system [automated license plate recognition], and new speeding cameras in
  school zones that will issue automatic fines. The Committee has mixed opinions on the
  cost benefit of these new fees and fines.




  6
                                          Appendix A - 6
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  Report Structure

  This report contains the Finance Committee’s proposed changes to the Mayor’s budget.
  The changes in expenses and revenues are contained in the attached proforma (equaling a
  balanced budget as required by law). Proposed changes to the text of the Budget
  Ordinance, CIP Ordinance or Fee Resolution are stated as “proposed amendments”
  throughout the document.

  The proforma as submitted has been reviewed and approved by the Finance Department
  and the proposed legislative amendments reviewed by the Office of Law.

  With the exception of recommendations noted in the following report, the Committee
  accepts the Mayor’s Budget as presented in O-8-12 and the Proforma Budget Analysis as
  of March 12, 2012.




  7
                                        Appendix A - 7
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  New Spending

  The Finance Committee reviewed the Mayor’s proposed $5,160,943.55 of new spending.
  The Committee supported $3,423,812.09 of that spending including the restoration of
  furlough days (as outlined in the pending union contracts), funding for sidewalks, fleet
  replacement, and some fire department upgrades that have been long deferred. The
  committee believes that the Mayor did not allocate enough new spending to OPEB (Other
  Post Employment Benefits, or retiree medical coverage) and Police and Fire pension.
  These are long term issues that need to be dealt with for the sake of our employees as
  well as the City’s long term financial health. The Committee recommends $834,000.00
  in additional new spending towards the pension and $675,000.00 in additional new
  spending towards OPEB. This brings the recommended new spending of the committee
  to almost level with the Mayors suggestions but prioritizes programs that will contribute
  to the financial health of the City and in the long term will save the city money. The new
  spending recommendations of the Mayor and the Committee are detailed below:



             Item               Mayor’s Budget             Committee         Difference
                                                          Recommends
      General Fund

   New Hires (12)                                                                     $0.00
      Finance (2)                     $182,250.00            $91,125.00        ($91,125.00)
      Deputy prop maint                $57,880.00                 $0.00        ($57,880.00)
      Stormwater Eng.                  $86,820.00                 $0.00        ($86,820.00)
      Police*                               $0.00                 $0.00               $0.00
      Harbormaster                     $76,685.00                 $0.00        ($76,685.00)
      ADOT Deputy                     $138,690.00                 $0.00       ($138,690.00)
      Law (2)                         $152,820.00                 $0.00       ($152,820.00)
      City Manager Asst.*                   $0.00                 $0.00               $0.00
      REC acct clerk                   $60,750.00                 $0.00        ($60,750.00)
      Camera Operator                  $16,200.00            $16,200.00               $0.00
       Total New Staff                $772,095.00           $107,325.00       ($664,770.00)

   Fleet Replacement
        General Fund                  $593,350.61           $493,350.61       ($100,000.00)
        Water Fund                     $93,425.09            $93,425.00             ($0.09)
        Sewer Fund                     $77,360.25            $77,360.00             ($0.25)
        Transportation Fund           $182,180.90            $36,000.00       ($146,180.90)
        Dock Fund                      $11,905.37            $11,905.00             ($0.37)


  8
                                         Appendix A - 8
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council

         Refuse Fund              $77,750.00            $2,500.00       ($75,250.00)
         Stormwater Fund               $0.00                $0.00              $0.00
      Total (less 300k level-
             funded)             $735,972.22          $414,540.61    ($321,431.61)

   Furlough by Fund
   General Fund Employees        $662,773.67          $662,773.67             $0.00
   Enter. Fund Employees         $103,035.66          $105,753.81         $2,718.15
             Total by Fund       $765,809.33          $768,527.48         $2,718.15

   Conversions                   $275,000.00           $142,623.00   ($132,377.00)
   Pension                       $741,000.00         $1,575,000.00     $834,000.00
   OPEB                          $200,000.00          $875,000.00      $675,000.00
   AEDC                           $90,000.00           $15,000.00     ($75,000.00)
   MBE
   Main St. & Arts Dist.          $25,000.00           $25,000.00            $0.00
   Community Grants               $45,000.00           $45,000.00            $0.00
   Sidewalks                     $600,000.00          $277,444.00    ($322,556.00)
   Whitmore Park                  $10,000.00                $0.00     ($10,000.00)
   Maryland Hall                  $25,000.00           $25,000.00            $0.00
   Sailing Hall of Fame           $25,000.00           $25,000.00            $0.00

   Mayor’s Office                                                              $0.00
      Boards & Comm.               $1,000.00            $1,000.00              $0.00
      Legal Ads                    $2,000.00            $2,000.00              $0.00
      Law training                 $8,500.00                $0.00        ($8,500.00)
   Finance
     (Services)                   $50,000.00           $50,000.00             $0.00
     MIT (MUNIS)                  $56,630.00           $56,630.00             $0.00
   HR
     exams & Services             $40,500.00           $40,500.00              $0.00
   P&Z                                                                         $0.00
      Pro. Cert                    $2,060.00            $2,060.00              $0.00
      CDBG Legal                   $1,000.00            $1,000.00              $0.00
      Hist. Markers                $5,000.00                $0.00        ($5,000.00)
      HPA Inventory                $1,000.00                $0.00        ($1,000.00)
   Police                                                                      $0.00
      Maint. & Supply             $35,000.00                $0.00       ($35,000.00)
      R&M                         $10,500.00                $0.00       ($10,500.00)


  9
                                    Appendix A - 9
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council

   Fire                                                                           $0.00
     EMS supplies                     $71,500.00            $71,500.00            $0.00
     cell phones/wireless              $4,000.00             $4,000.00            $0.00
     Air cards/laptops                 $1,200.00             $1,200.00            $0.00
     fleet maintenance                $45,000.00            $45,000.00            $0.00
     Vehicle Repeater                 $53,000.00            $53,000.00            $0.00
     Tiburon                          $43,500.00            $43,500.00            $0.00
   Public Works                                                                   $0.00
     radios                            $5,986.00             $5,986.00            $0.00
     roadways PT emp.                $102,515.00                 $0.00    ($102,515.00)
     flags/curb paint                 $12,500.00                 $0.00     ($12,500.00)
     water dist. OT                   $25,376.00            $25,376.00            $0.00
     wastewater OT                     $3,700.00             $3,700.00            $0.00
     Water Plant Maint.              $200,000.00           $200,000.00            $0.00
   Recs & Parks                                                                   $0.00
     radios                            $3,900.00             $3,900.00            $0.00
   Transportation                                                                 $0.00
     training (req)                   $12,700.00             $2,000.00     ($10,700.00)
     passenger survey                 $20,000.00                 $0.00     ($20,000.00)
     marketing                        $25,000.00            $25,000.00            $0.00
     ALPR                              $8,000.00                 $0.00      ($8,000.00)


   total of proposed new
   spending                        $5,160,943.55          $4,932,812.09   ($228,131.46)

  * new positions that are approved but require no new funding




  10
                                        Appendix A - 10
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council



  New Spending detail: Grants and other Not-for-Profit Donations
  The Committee supports the recommendations of the advisory committee on allocations
  of the Community Grant funds with the adjustments outlined in the following chart.
                                                                           Finance
                                                    FY 2013    Committees Committee
   Shaded Grants Are Required Matching              Funds      Suggested   Suggested
   Funds                                            Requested Allocations Allocations
   Four Rivers Heritage Area                  91       $25,000     $25,000     $25,000
   Annap. Youth Services Bureau               84       $50,000     $50,000     $50,000
   St. Philips Family Life Center           96.6       $10,000      $6,800      $5,000
   Heritage Baptist Church                  94.3        $5,000      $3,400      $2,500
   Art Walk                                   94        $9,000      $6,120      $5,000
   Anne Arundel County Volunteer
   Center                                   93.3            $5,000     $3,400     $2,500
   Box of Rain                                93            $5,000     $3,400     $2,500
   Creating Communities                     91.6            $2,500     $1,700     $1,500
   Paint Annapolis 2013/ Plein Air          91.3            $2,700     $1,835     $1,500
   The Arc                                    91            $5,000     $3,400     $2,500
   Seeds 4 Success                          90.3           $16,000    $10,880     $9,000
   Maritime Museum                          90.3           $30,000    $20,400    $15,000
   Gems & Jewels                            88.3           $20,000    $13,600    $10,000
   Boys & Girls Club                        87.6            $5,962     $4,185     $4,500
   Bay Theater Company                      85.6            $3,500     $2,380     $2,000
   Light House                              85.3           $10,000     $6,800     $8,000
   Arts Council                               80           $30,000    $20,400    $15,000
   Historic Annapolis Foundation            77.6           $10,000     $6,800     $5,000
   We Care and Friends                      75.6           $40,000    $27,200    $30,500
   Chesapeake Children's Museum             74.6           $10,000     $6,800     $5,000
   Center of Help                             73           $15,000    $10,200     $5,000
   Kunte Kinte-Alex Haley
   Foundation                               68.3         $7,500        $5,100     $7,000
   OIC Job Readiness                          68        $15,000       $10,200    $11,000
   Archeology in Annapolis                  66.6        $35,000            $0    $16,000
   Mt. Olive Community Dev. Corp            46.6        $12,000            $0     $9,000
   Total Dollars Awarded                               $379,162      $250,000   $250,000




  11
                                         Appendix A - 11
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  New Spending Detail: Conversions

  The Committee concurs with the findings of the 2010 Contract Employment
  Commission. We believe that contract positions should be reviewed and if deemed to be
  critical long term positions be converted to either Civil Service or Exempt positions.
  There is a cost to these conversions and in these challenging times we recommend
  converting 21 employees (of 71 candidates) half way through this fiscal year. The
  selections were made both on the basis of longevity and of critical nature of the work
  function. The Committee also recommends that the list will be reviewed annually by the
  Finance Committee for additional candidates for conversion over the next 2 fiscal years.

  The Civil Service conversions have been reviewed and accepted by the Civil Service
  Board as well. The Civil Service positions we recommend for conversion in FY 2013
  are:

  4429 MIT Specialist
  4541 GIS Coordinator
  4610 MIT Administrative Support Analyst
  4650 GIS Technician
  4782 Parking Meter Collection
  5008 Mobility and Parking Specialist
  5063 Front Desk Supervisor
  5064 Facility Supervisor
  5065 Marketing/Membership Coordinator
  5083 Council Associate
  4971 Facilities Maintenance Engineer II
  2685 Dance and Fitness Coordinator
  4887 Administrative Office Associate
  4895 Office Associate III
  5198 Facilities Maintenance Supervisor
  0000 Deputy Director of Emergency Preparedness and Risk Management
  4925 Hispanic Liaison
  0000 Risk Analyst

  The recommended conversions to the Exempt Service are as follows:

  3177 Community Relations Specialist
  3856 PIO and Quartermaster
  4921 Assistant City Attorney


  12
                                        Appendix A - 12
Appendix A: Finance Committee Report with Financial Advisory Commission Report



  Proposed Offsets

  The Finance Committee discussed a variety of ways to offset the proposed spending and
  lighten the burden on the tax payer. There was discussion of the privatization of various
  city functions. This committee is recommending the privatization of refuse collection.
  This recommendation is contingent on finding new positions for all the employees that
  would be displaced, either with by filling jobs with the City or through employment with
  the refuse contractor. This recommendation will result in significant annual savings in
  the refuse fees paid by residents amounting to almost $1.8 million in each year of the 7
  year contract. There will likely be some offsetting new spending in the general fund and
  slightly smaller savings in the refuse fee in FY2013 budget as there will be expenses
  associated with the transition. The Committee thanks the Human Resources Director, the
  City Manager, the Director of Public Works, and AFSCME for their work to make this a
  successful outcome for both the City workers and the fee paying residents.

  We are recommending that the city review other operational efficiencies as appropriate
  but the Committee is not recommending any other functions for privatization this fiscal
  year.

  This Committee is recommending a surplus of revenues over expenditures in the General
  Fund of $4,882,053, slightly larger than that in the Mayor’s budget. This surplus is need
  to continue to restore the General Fund reserve balance and reduce the city’s dependence
  on short-term borrowing to maintain cashflow for day to day operations. We also
  recommend the Enterprise Fund surplus of just over $1,013,747 in the Mayor’s budget.
  That surplus will be used largely to finalize the restoration of reserve balances for these
  Funds.

  The committee is recommending the cutting of the $861,437.77 proposed subsidy to the
  transportation department from the general fund, including the transfer in parking
  revenues by $540,000.00 to the general fund and further to move those funds from the
  general fund to the transportation budget. The Transportation Department is confident
  that it can function solely on transit and parking receipts and revenues and grant funding.




                                         Appendix A - 13
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


   Fee Schedule

  The Committee supports the administration’s ongoing efforts to make the fee charges to
  users commensurate to the expenses in the enterprise funds.

  As this Committee is recommending the contracting out of solid waste services the fees
  should be amended to reflect the new lower costs. These savings will increase after the
  first transition year and thus the fees should decrease with them.

  The committee offers the following amendment to the Fee Resolution:

  R-7-12, Fee Schedule

  Page 1, Line 16, after fees, insert: "as modified by the amendments of the City Council."

  The Committee requests that staff review the current Package Goods Liquor License fees
  to see if there can be a graduated fee based on the percentage of the store dedicated to
  alcohol sales. The committee requests a fiscal impact be assessed for this proposed
  change.

  The Committee also requests a review of the “overnight” charges and times for Knighton
  and Park Place garage and the consideration of changing the start time from 8:00 pm to
  4:00 pm either for all users or only for hospitality industry employees.

  These two fee changes will be revisited and voted on by the Committee in October.




  14
                                         Appendix A - 14
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


   Capital Improvement Program

  With regard to the Capital Improvement Program (CIP), the Committee has the following
  overarching recommendations. At the beginning of the process the City Council should
  be consulted on the projects to be included in the CIP before the Capital Working
  Committee and Capital Programming Committee meet to evaluate and score the project
  priorities. Also, though dramatic improvements have been made in the CIP project rating
  system, it still needs more improvement, especially so that scoring is financially
  meaningful. The Committee also found that the evaluation and design costs as budgeted
  in the CIP seem excessively high, and these cost estimates should be reevaluated with an
  eye towards reduction.

  In terms of this year’s proposed CIP the Committee recommends three changes. First the
  committee recommends reconsideration of the timing for the Hillman Garage
  replacement. The committee recommends that the assessment should begin as soon as
  possible to assist with City Dock Revitalization planning. We are recommending moving
  the study and design phases in to the FY2013 and FY2014 budgets to enable construction
  to begin in FY2015

  The committee recommends funding $600,000 in sidewalk repairs in FY2013 from bond
  funds and adding $218,000 in funding from the general fund to cover the costs of staff
  moved from the Refuse fund.

  Finally, the committee recommends that project 728, Flood Control Infrastructure be
  placed on the schedule but not funded in the FY2013 Budget to allow staff time to
  complete internal evaluations before committing new funding amounts. This project
  should also be considered in cooperation with the City Dock Revitalization planning.

  The amended CIP pages are attached and will be submitted as amendments to R-9-12
  FY2013 CIP.




  15
                                        Appendix A - 15
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council




  16
                                   Appendix A - 16
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council




  17
                                   Appendix A - 17
   Appendix A: Finance Committee Report with Financial Advisory Commission Report
Capital Improvement Program – Proposed                                                                FY13-FY18
                                                       Project Detail

Project Title                           Project Number: T4/MUNIS                     Initiating Department
Flood Control Infrastructure            728 / TBD                                    DNEP
Asset Category                          Asset Number                                 Priority Score

Project Description
The study “Flood Mitigation Strategies for the City of
Annapolis: City Dock and Eastport Area” was completed
in 2011. The study identified structural options for
protecting property in flood threatened areas and provided
preliminary estimates of design and construction costs
associated with structural protection measures. A
framework for a regulatory response to flooding was
completed in the same timeframe.




Regulatory or Legal Mandates                                 Operational Necessity

Prior Funding                                                Non-City sources of funding

FY13 Budget commitment allows project stage:                 Project Years                     Total Project Budget
No funds requested in FY13.

                                   Budget                                5-Year Capital Plan
                                                                                                                       FY13 -
                                  Proposed     Proposed      Proposed       Proposed        Proposed       Proposed     FY18
   Appropriation Schedule           FY13         FY14          FY15           FY16            FY17           FY18       Total
 Land Acquisition
 Design Costs
 Construction Costs
 Construction Project Mgmt
 IT Costs
 Furniture/Fixtures/Equipment
 Legal Fees
 Contingencies
                          Total
     Funding Schedule
 Bond funds
 Operating funds
 Other
                          Total
         Debt Analysis
                                                  Borrowing Term              Average Annual Debt            Average Tax Rate
                FY13-FY18 Total                       (Years)                       Service                       Impact




                                                     New Page
                                   Proposed Finance Committee revision May 21, 2012
                                                       Appendix A - 18
     Appendix A: Finance Committee Report with Financial Advisory Commission Report
                                                        Project Detail


Project Title                              Project Number                                 Initiating Department
Kingsport Park                             TBD                                            Recreation & Parks
Asset Category                             Asset Number                                   Priority Score
Parks/Rec. facilities/Open Space                                                          44
Project Description

This project will complete the development of the Kingsport
Park, a 3 2-acre parcel donated to the City as part of the
Kingsport residential development. The project will include
a 10-car off street parking area, pathway, small linear field,
community garden plots, security lighting, water,
landscaping and a park sign. Some preliminary design has
been completed, but will need to be updated. First year
project funds will finalize the park design and programming
with input from residents of surrounding communities.
Once finalized, grant funds are expected to defray or offset
construction costs in subsequent years.


Regulatory or Legal Mandates                                      Operational Necessity
No                                                                Meets the essential recreation and park services for the
                                                                  community. Anticipate small increase in operating costs
                                                                  (~$500 annually) after project is completed.
Prior Funding                                                     Non-City sources of funding
None                                                              Application to Potential: DNR will be made in summer of
                                                                  2012 (Community Parks and Playground program). City
                                                                  match of $25,000 (15% of total) is factored into project
                                                                  budget.
FY13 Budget commitment allows project stage:                      Project Years                       Total Project Budget
Design, Construction                                              FY13 – FY14                         172,875

                                      Budget                               5-Year Capital Plan
                                                                                                                             FY13 -
                                    Proposed        Proposed       Proposed       Proposed         Proposed     Proposed      FY18
   Appropriation Schedule             FY13            FY14           FY15           FY16             FY17         FY18        Total
 Land Acquisition
 Design Costs                              2,500                                                                               2,500
 Construction Costs                      145,000      145,000                                                                145,000
 Construction Project Mgmt                 7,250        7,250                                                                  7,250
 IT Costs
 Furniture/Fixtures/Equipment
 Legal Fees
 Contingencies                      18,125 12,500         5,625                                                               18,125
                           Total   172,875 15,000     157,875               0                  0           0           0     172,875
     Funding Schedule
 Bond funds                         25,931 15,000       10,931                                                                25,931
 Operating funds
 Other                                   146,944      146,944                                                                146,944
                           Total   172,875 15,000     157,875                                                                172,875
         Debt Analysis
                                                                                  Average Annual Debt             Average Tax Rate
                      FY13 Total                    Borrowing Term (Years)              Service                        Impact
                       25,931                                 5                          5,915                          0.01


                                                           Page 22
                                            Draft Revision prepared May 30, 2012
                                                        Appendix A - 19
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council

  Organizational Chart

  The committee proposes the following changes in the Organizational chart.

  We recommend moving the MBE function from the Mayors Office to the City Manager’s
  office. We recommend adding the Assistant City Manager and City Council Liaison to
  the City Manager’s office. Finally we recommend moving the Office of law from
  supervision of the Mayor to the Supervision of the City Manager to make it consistent
  with all the other city departments and to enable the City Manager to better direct
  interdepartmental work.

  The amended chart is as follows:




  18
                                       Appendix A - 20
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  Long Term Solutions and Other Report Issues

  Financial Accounting: While the proforma certainly contains all of the detail needed to
  evaluate the budget, it lacks ease of understanding. Many important policy decisions are
  implied by the numbers rather than being made explicit. An example is the so called
  “Constant Levy” policy that can only be detected by noting that the property tax revenue
  for FY 12 and 13 are the same amount in each year. This is a huge policy change left to
  be inferred. While the committee commends the Finance Director and staff on their diligence
  and commitment to fiscal responsibility, we believe that additional information is needed to aid in
  making policy decisions. For example, the Committee and other members of the City council find
  a need for some summary level data and charts that precede the great level of budget detail in the
  Proforma. Also need for the future is a summary of policy decisions that are implicit in the
  budget detail.


  For this year’s budget, the Committee believes that the estimates for Automatic License
  Plate Recognition System and Speed Camera fines for the first year can be raised, based
  on the experience of other governmental entities in Maryland. Also, the practice of
  excluding grant money from the proforma is probably good accounting practice, but it
  hurts the ability to make policy evaluations of each Departments full revenue amounts
  and how well that covers their expenditures. Perhaps a second set of more aggregate
  accounts could be developed that shows by department, revenues and expenses including
  expected or traditional grants and other external sources of revenue. Finally, to set a
  context for the current year budget amounts, the Committee would like to see 2 or 3 year
  out projections of expected budget revenues and expenses by department.

  Reserves Funds: The Committee would like to see an explicit accounting for all of the
  reserve funds, including fund balance history and projections. Also needed is a statement
  on the current condition and projected status of each reserve fund. As an example, the
  Water Fund still owes money to the General Fund. When will that debt be paid off? For
  the future, what amount of reserve, and hence impact on fees, will be needed once work
  begins on the new water purification plant begins?

  Contingency Reserve: The Committee would like to have quantified the amount of
  money set aside for the Contingency Reserve and know the rules governing the amount
  going into and expenditures from that reserve.

  Self Insurance: The city has been self-insured for several years for many liabilities,
  including health benefits. The Committee would like to see data and information of what
  liabilities are self-insured, including the amounts set aside for the liabilities, amounts paid
  out for losses, and any reinsurance coverage with the premiums paid and losses covered.
  We also recommended looking at cost and benefits of purchased insurance to see if we
  are really saving by being self-funded.




  19
                                             Appendix A - 21
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council

  Other Long-term Issues: Some of the proposals put forward by members of the
  Committee that are not being recommended for this year’s budget, but deserve further
  review by the Administration for next year’s budget exercise.

       •   Further evaluate employee health benefits for both active and retired employees
       •   Endorse the formation of the Task Force on Police and Fire Pension Fund and
           OPEB
       •   Evaluate the benefits and cost savings of moving immediately to the use of SUVs
           or other light vehicles for carrying extra fire staff to EMS calls
       •   Examine and report on operational efficiencies throughout the city organization
       •   Complete all evaluations recommended in the Fiscal 2012 Report from the
           Finance Committee.
       •   Conduct an evaluation of all possible training and technologies available but not
           employed by the City that would enhance employee productivity and job
           satisfaction
       •   Initiate a comprehensive transportation evaluation to determine the extent to
           which transportation should be provided outside the City boundaries
       •   Review the idea of establishing a sidewalk enterprise fund
       •   Examine state code related to penalties for exceeding appropriated budget
           allocations for an operating component (department or office level)
       •   Evaluate the impact of demolishing and rebuilding the Hillman garage. The
           Committee recognizes that this project will cause several effects.

                  1. The resulting parking shortage will have a major impact on downtown
                     business and a decrease in parking revenue while also incurring new
                     debt service for the City

                  2. The Department of Transportation must prepare for the effects on their
                     budget and operations

       •   A proper funding source should be determined for the City’s parking availability
           signage. Expenditures for the program will be matched to revenue generation,
           most probably benefiting the Parking Fund.

       •   The City should enact formal impasse protocol for union contract negotiations.

       •   It is recognized that a significant number of Police Department civilian employee
           salaries are solely grant-funded. The department’s General Fund personnel
           expenditures should be amended/reduced to accurately reflect only those
           salary/benefits which are funded by the General Fund. Accordingly, when grants
           are approved by the Finance Committee and City Council, the grant-funded
           positions will be charged to the appropriate grant accounts.



  20
                                          Appendix A - 22
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council



       •   The Police Department’s general fund personnel expenditures will allow for the
           attrition of one Record Specialist position.

       •   The City Council should review the continuance of the Community Grant
           Program before the next funding cycle begins

       •   The Committee recommends moving Four Rivers, Annapolis Youth Services
           Bureau and The Kunta Kinte Foundation to line item funding in the next budget
           cycle




  21
                                         Appendix A - 23
Appendix A: Finance Committee Report with Financial Advisory Commission Report
  FY2013 Budget Report of Finance Committee of Annapolis City Council


  Appendix 1: letters from Financial Advisory Commission




  22
                                      Appendix A - 24
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                              Appendix A - 25
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                              Appendix A - 26
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                              Appendix A - 27
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                              Appendix A - 28
Appendix A: Finance Committee Report with Financial Advisory Commission Report




                              Appendix A - 29
     Appendix B: Budget Ordinance


 1                                      CITY COUNCIL OF THE
 2                                         City of Annapolis
 3
 4                                       Ordinance No. O-8-12
 5
 6                                      Introduced by: Mayor Cohen
 7
                                          LEGISLATIVE HISTORY
              Legislative referrals are subject to City Council action at the time of introduction
                           and are reflected in the City Council’s adopted minutes
           First Reading            Public Hearing          Fiscal Impact Note         90 Day Rule
             3/12/12                    ?/??/12                                           6/12/12
            Referred to              Referral Date                 Meeting Date        Action Taken
       Finance Committee                3/12/12
        Financial Advisory
                                        3/12/12
           Commission
 8
 9
10   A ORDINANCE concerning
11                                  Annual Operating Budget: FY 2013
12
13   FOR    the purposes of adopting an operating budget for the City of Annapolis for the Fiscal
14          Year 2013; appropriating funds for expenditures for the Fiscal Year 2013; defraying all
15          expenses and liabilities of the City of Annapolis and levying same for the purposes
16          specified; specifying certain duties of the Director of Finance; and, specifying a rate of
17          interest to be charged upon overdue property taxes.
18

19   WHEREAS,             pursuant to Section 6.16.010 of the Annapolis City Code, on March 12, 2012,
20                        the Mayor shall submit to the City Council the proposed annual operating
21                        budget for the Fiscal Year 2013; and
22
23   WHEREAS,             on the Annapolis City Council shall hold a public hearing on the budget for
24                        the City of Annapolis for the Fiscal Year 2013 and the constant yield tax rate
25                        increase; and
26
27   WHEREAS,             the citizens of Annapolis, employees of the City of Annapolis and all
28                        interested persons shall be given an opportunity to express their views
29                        concerning the Fiscal Year 2013 budget; and
30
31
32   NOW THEREFORE:
33
34          SECTION I: BE IT ESTABLISHED AND ORDAINED BY THE ANNAPOLIS CITY
35   COUNCIL that the annual operating budget for the Fiscal Year 2013, as attached hereto and
36   incorporated herein by reference, is hereby approved and finally adopted for such fiscal year;
37   and funds for all expenditures for the purposes specified in the budget, for the Fiscal Year 2013,



                                                  Appendix B - 1
     Appendix B: Budget Ordinance
                                                                                                  O-8-12
                                                                                                  Page 2

 1   are hereby appropriated in the amounts therein specified and will be used by the City in the
 2   sums itemized in said budget hereby adopted for the principal objectives and purposes thereof,
 3   and the total sum of funds herein provided for the respective departments and major operating
 4   units thereof, boards, commissions and agencies.
 5
 6           SECTION II: BE IT ESTABLISHED AND ORDAINED BY THE ANNAPOLIS CITY
 7   COUNCIL that a tax rate of fifty-six ($0.56) on each one hundred dollars ($100.00) of
 8   assessable property in the City of Annapolis be and the same is hereby imposed on all
 9   assessable property for the fiscal year ending June 30, 2013, to be collected pursuant to the
10   provisions contained in Article VII of the Charter of the City of Annapolis and all other provisions
11   pertaining to tax levies in said Charter, the said tax rate of fifty-six cents ($0.56) on each one
12   hundred dollars ($100) shall be used for the operation of the General Fund of the City of
13   Annapolis.
14
15           SECTION III: AND BE IT FURTHER ESTABLISHED AND ORDAINED BY THE
16   ANNAPOLIS CITY COUNCIL that a tax rate of one dollar sixty-six cents ($1.66) on each one
17   hundred dollars ($100.00) of personal and operating property in the City of Annapolis be and the
18   same is hereby imposed on all personal and operating property for the fiscal year ending June
19   30, 2013, to be collected pursuant to the provisions contained in Article VII of the Charter of the
20   City of Annapolis and all other provisions pertaining to tax levies in said Charter, the said tax
21   rate of one dollar sixty-six cents ($1.66) on each one hundred dollars ($100) shall be used for
22   the operation of the General Fund of the City of Annapolis.
23
24           SECTION IV: AND BE IT FURTHER ESTABLISHED AND ORDAINED BY THE
25   ANNAPOLIS CITY COUNCIL that it shall be the duty of the Director of Finance of the City of
26   Annapolis to collect the sums set apart for the several funds, to keep separate receipts and
27   amounts thereof, to deposit the same to the credit of funds as required by the several Acts and
28   Ordinances relating to and providing for the several bonds issued, and to receive on account
29   thereof only current money and legal tender of the United States.
30
31           SECTION V: AND BE IT FURTHER ESTABLISHED AND ORDAINED BY THE
32   ANNAPOLIS CITY COUNCIL that taxes levied by this Ordinance remaining unpaid on October
33   1, 2013, except for taxpayers who elect to make a partial payment before October 1 with the
34   balance due later, as allowed by State law shall be overdue and from and after that date shall
35   bear interest, to be collected with said taxes, at the rate of one and one-half percent (1.5%) per
36   month until paid.
37
38        SECTION VI: AND BE IT FURTHER ESTABLISHED AND ORDAINED BY THE
39   ANNAPOLIS CITY COUNCIL that this Ordinance shall take effect on July 1, 2012.
40
41
42          ADOPTED this ____ day of ____, ____.
43
44
      ATTEST:                                                    THE ANNAPOLIS CITY COUNCIL


                                                          BY
      Regina C. Watkins-Eldridge, MMC, City Clerk                Joshua J. Cohen, Mayor
45




                                                    Appendix B - 2
    Appendix B: Budget Ordinance
                                                                              O-8-12
                                                                              Page 3

1
2                                       EXPLANATION
3                  CAPITAL LETTERS indicate matter added to existing law.
4                    [brackets] indicate matter stricken from existing law.
5                            Underlining indicates amendments.
6




                                         Appendix B - 3
Appendix C: Glossary of Terms


Accounting System - The total structure of                  Bond Rating - A rating from a schedule of
records and procedures which identify, record,              grades indicating the probability of timely
classify, summarize, and report information on              repayment of principal and interest on bond
the financial positions and results of operations           issued.
of a government.
                                                            Budget - A plan of financial operation comprised
Accrual Basis of Accounting - The method of                 of an estimate of proposed expenditures for a
accounting under which transactions are                     fiscal year and the proposed means of financing
recognized when they occur, regardless of the               those expenditures to fund City services in
timing of related cash flows.                               accordance with adopted policy.

ADA - See Americans With Disabilities Act.                  Budget Year - The fiscal year for which the
                                                            budget is being considered, that is, the fiscal
Americans with Disabilities Act (ADA) - This                year following the current year.
federal act gives civil rights protections to
individuals with disabilities, similar to those             CAFR - See Comprehensive Annual Financial
provided to individuals on the basis of race, sex,          Report.
national origin, and religion.
                                                            Capital Budget - The annual adoption by the
Annexation - The incorporation of additional                Mayor and Council of project appropriations.
territory within the domain of the City.                    Project appropriations are for the amount
                                                            necessary to carry out a capital project's
Appropriation - An authorization made by the                expenditure plan, including multi-year contracts
Mayor and Council that permits City                         for which a total appropriation covering several
departments to make expenditures of                         years’ planned expenditures may be required.
governmental resources for specific purposes
within a specific time frame.                               Capital Facilities Assessment (CFA) - Refers
                                                            to the benefits that accrue to properties that are
Assessable Base - The total value of all real               adjacent to public improvements. For example,
and personal property in the City which is used             if water mains are installed for the use of a
as a basis for levying taxes. Tax exempt                    neighborhood, the individual properties that are
property is excluded from the assessable base.              then connected to the water mains are receiving
                                                            a "front-foot benefit", for which they will pay a
Assessed Valuation - The current market value               one-time connection charge, and an annual
of real estate as determined by the Department              assessment for thirty (30) years.
of Assessments and Taxation.
                                                            Capital Outlay - Expenditures which result in
Balanced Budget - A budget in which revenues                the acquisition of, or addition to, fixed assets.
equal expenditures.                                         Any item with an expected life of more than a
                                                            year and a value of more than $5,000, such as
Bond - A written promise to pay a designated                an automobile, truck or furniture, is considered a
sum of money (called the principal), at a specific          capital outlay.
date in the future, together with periodic interest
at a specified rate. In the Operating Budget,               Capital Improvements Program (CIP) - The
these payments are identified as debt service.              annual updated plan or schedule of project
Bonds are generally used to obtain long-term                expenditures for public facilities and
financing for capital improvements.                         infrastructure with estimated project costs,
                                                            source of funding, and timing of work over a six-
Bond Anticipation Notes - Short-term interest-              year period. For financial planning and general
bearing notes issued by a government in                     management, the capital improvements program
anticipation of bonds to be issued at a later date.         is a plan of work and expenditures, and is the
The notes are retired from proceeds of the bond             basis for annual appropriations and bond issues.
issue to which they are related.
Bonds Issued - Bonds sold.




                                                 Appendix C - 1
Appendix C: Glossary of Terms
Capital Project - A governmental effort                      Consolidated Omnibus Budget
involving expenditures and funding for the                   Reconciliation Act (COBRA) - The legal
creation of usually permanent facilities and other           requirement of an employer to offer eligible
public assets having a relatively long life.                 employees and their families the opportunity for
Certain planning studies, consultant fees, City              a temporary extension of health coverage
staff charges, and major equipment, furniture,               (called "continuation coverage") at group rates in
and fixtures necessary to make facilities                    certain instances where coverage under the plan
operational may also be considered part of                   would otherwise end.
capital projects.
                                                             Constant Yield - The tax rate that maintains the
CDBG - See Community Development Block                       revenue from property taxes at the same level
Grant.                                                       as the prior year. This rate is computed by the
                                                             State Department of Assessments and Taxation
Chart of Accounts - A uniform listing of                     each year on the basis of the new, adjusted
accounts that standardizes City accounting and               assessable base for each jurisdiction. New
supports the preparation of standard external                Property appearing on the rolls for the first time
reports. It assists in providing control over all            is excluded from the calculation.
financial transactions and resource balances.
                                                             Contingency - Contingency funding represents
CIP - See Capital Improvements Program.                      monies budgeted for use in unforeseen
                                                             circumstances.
Client-Server - A computing platform where
desktop PCs, known as clients, access large                  Current Resources - Resources to which
pools of information stored on high speed data               recourse can be had to meet current obligations
servers. User interaction takes place at the PC,             and expenditures. Examples are current assets,
typically through graphical interfaces such as               estimated revenues of a particular period not yet
Windows. Information storage is managed by                   realized, transfers from other funds authorized
the server. This approach combines the PC's                  but not received, and in the case of certain
innovation and ease-of-use with access to large              funds, bonds authorized and unissued.
pools of data traditionally associated with
mainframe computers.                                         Current Year - The fiscal year immediately
                                                             preceding the fiscal year for which the budget is
COBRA - See Consolidated Omnibus Budget                      being prepared.
Reconciliation Act.
                                                             Debt Issuance - Sale or issuance of any type of
Commingle - Refers to materials included in the              debt instrument, such as bond.
City's recycling program, specifically glass jars
and bottles, aluminum and steel cans, and                    Debt Ratios - Ratios which provide measures of
plastic containers.                                          assessing debt load and ability to repay debt
                                                             which play a part in the determination of credit
Community Development Block Grant                            ratings. They are also used to evaluate the
(CDBG) - A general purpose federal grant                     City's debt position over time and against its own
primarily used to facilitate the production and              standards and policies.
preservation of low and moderate income
housing.                                                     Debt Service - The payment of interest on and
                                                             repayment of principal on borrowed funds. The
Comprehensive Annual Financial Report                        term may also be used to refer to payment of
(CAFR) - The official annual report of a                     interest alone.
government.
                                                             Deficit - The amount by which a government's
                                                             budget outlays exceed its budget receipts for a
                                                             given period, usually a fiscal year.




                                                  Appendix C - 2
Appendix C: Glossary of Terms
Department - A major administrative unit of the               Expenditure - The issuance of checks,
City which indicates overall management                       disbursement of cash, or electronic transfer of
responsibility for an operation or a group of                 funds made to liquidate an obligation. Where
related operations within a functional area.                  accounts are kept on an accrual or modified
                                                              accrual basis, expenditures are recognized
Depreciation - An allocation made for the                     whether or not cash payments have been made.
decrease in value of physical assets through                  Where accounts are kept on a cash basis, they
wear, deterioration, or obsolescence.                         are recognized only when cash payments have
                                                              been made.
Disbursement - The expenditure of monies
from an account.                                              Expense - The outflow of assets or the incurring
                                                              of liabilities (or both) during a period as a result
Distinguished Budget Presentation Award                       of rendering services, delivering or producing
Program - A voluntary program administered by                 goods, or carrying out other normal operating
the Government Finance Officers Association                   activities.
(GFOA) to encourage governments to publish
efficiently organized and easily readable budget              Fees and Credits - Income from any billing for
documents and to provide peer recognition and                 services or sale made by the City; for example,
technical assistance to the fiscal officers                   athletic program registration fees, building
preparing them.                                               permit fees, and animal licenses.

Division - A categorization of organizational                 Fiscal Policy - The City's policies with respect
unit, indicating management responsibility for an             to revenues, spending, and debt management
operation or a group of related operations within             as these relate to government services,
a functional area, subordinate to the department              programs, and capital investment. Fiscal policy
level of organizational unit.                                 provides a set of principles for the planning and
                                                              programming of government budgets and their
Empowerment - A managerial style which                        funding.
places emphasis on decentralized problem-
solving in an effort to allow employees and                   Fiscal Year - Any yearly accounting period,
citizens who are affected by policy decisions to              regardless of its relationship to a calendar year.
participate extensively in the decision-making                The fiscal year for the City begins on July 1 of
process.                                                      each year and ends on June 30 of the following
                                                              year; it is designated by the calendar year in
Encumbrance - A firm commitment to pay for                    which it ends. For example, the fiscal year 1996
future goods and services, formally documented                begins on July 1, 1995 and ends on June 30,
with a contract or agreement that may extend                  1996.
over more than one budget year. Both
encumbrances and planned expenditures on a                    Fixed Assets - Assets of a long-term character
project must fit within an agency's appropriation.            which are intended to continue to be held and
                                                              used. Examples of fixed assets include items
Enterprise Fund - A fund established to                       such as land, buildings, machinery, furniture,
account for operations that are financed and                  and other equipment.
operated in a manner similar to a private
business enterprise, where the intent of the                  Fringe Benefits - For budgeting purposes,
governing body is that the costs (expenses,                   fringe benefits are employer payments for social
including depreciation) of providing goods or                 security, retirement, group health, dental and life
services to the general public on a continuing                insurance.
basis be financed or recovered primarily through
user charges. The City's enterprise funds                     Front-Foot Benefit - See Capital Facilities
include the Water, Sewer, Dock, Market House,                 Assessment.
Transportation, Off Street Parking, Stormwater
Management, and Refuse funds.                                 FTE - See Full-Time Equivalent.




                                                   Appendix C - 3
Appendix C: Glossary of Terms

Full Faith and Credit - A pledge of the City's              Goal - A statement of broad direction, purpose,
taxing power to repay debt obligations.                     or intent based on the needs of the community.
                                                            A goal is general and timeless.
Full-Time Equivalent (FTE) - A measure of
authorized personnel calculated by dividing                 Governmental Accounting Standards Board
hours of work per year by the number of hours               (GASB) - This organization was established as
worked per year by a full-time employee.                    an arm of the Financial Accounting Foundation
                                                            in April, 1984, to promulgate standards of
Fund - A fiscal entity with revenues and                    financial accounting and reporting with respect
expenses which are segregated for the purpose               to activities and transactions of state and local
of carrying out specific activities or attaining            governmental entities.
certain objectives in accordance with special
regulations, restrictions, or limitations, and              Grant - A county, state, or federal financial
constituting an independent fiscal and                      assistance award making payment in cash or in
accounting entity.                                          kind for a specified program.

Fund Balance - The cumulative difference                    Gross Bonded Debt - The total amount of
between revenues and expenditures over the life             direct debt of a government represented by
of a fund. A negative fund balance is usually               outstanding bonds before deduction of any
referred to as a deficit.                                   assets available and earmarked for their
                                                            retirement.
FY - See Fiscal Year.
                                                            HVAC - An abbreviation for heating, ventilation
GAAP - See Generally Accepted Accounting                    and air conditioning equipment.
Principles.
                                                            ICMA - An abbreviation for International City
GASB - See Governmental Accounting                          Manager's Association.
Standards Board.
                                                            Infrastructure - The physical assets of a city
General Obligation Bonds - Bonds that are                   (streets, water, sewer, public buildings, parks),
backed by the full faith and credit of the issuing          upon which the continuance and growth of a
government.                                                 community depend.

General Fund - The general operating fund that              Interfund Operating Transfers - Payments
is used to account for all financial resources              made from one operating fund to another as a
except for these required to be accounted for in            contribution to defray a portion of the recipient
another fund.                                               fund's costs.

Generally Accepted Accounting Principles                    Intergovernmental Revenues - Revenues from
(GAAP) - Uniform minimum standards for                      other governments in the form of grants,
financial accounting and recording,                         entitlement, shared revenues, or payments in-
encompassing the conventions, rules, and                    lieu-of-taxes.
procedures that define accepted accounting
principles as determined through common                     Investments - Securities, bonds, and real
practice or as promulgated by the Governmental              property (land and buildings) held for the
Accounting Standards Board, Financial                       production of revenues in the form of interest,
Accounting Standards Board, or various other                dividends, rentals, or lease payments. The term
accounting standard-setting bodies.                         does not include fixed assets as used in the
                                                            normal course of governmental operations.
GFOA - An abbreviation for Government
Finance Officers Association.




                                                 Appendix C - 4
Appendix C: Glossary of Terms
Levy - (Verb) To impose taxes or special                       Objective - Desired output-oriented
assessments for the support of governmental                    accomplishments which can be measured and
activities. (Noun) The total amount of taxes or                achieved within a given time frame.
special assessments imposed by a government.                   Achievement of the objective advances an
                                                               organization toward a corresponding goal.
Liabilities - Debts or other legal obligations
arising out of transactions in the past which must             Obligations - Amounts which a government
be liquidated, renewed, or refunded at some                    may be required legally to meet out of its
future date. This term does not include                        resources. They include not only actual
encumbrances.                                                  liabilities, but also unliquidated encumbrances.

Long-Term Debt - Debt with a maturity of more                  Operating Budget - See Budget.
than one year after the date of issuance.
Management Indicators - Specific quantitative                  Operating Expenditures - Costs other than
and qualitative measures of work performed as                  expenditures for personnel directly employed by
an objective of a department.                                  the City (salaries, wages, and fringe benefits)
                                                               and capital outlays. Examples of operating
Matured Bonds Payable - A liability account                    expenditures include office supplies, telephone
reflecting unpaid bonds which have reached or                  expense, consulting or professional services,
passed their maturity date.                                    and travel expenses.

Measurement Focus - The accounting                             Ordinance - A formal legislative enactment by
convention which determines (1) which assets                   the governing board of a municipality. If it is not
and liabilities are included on an entity's balance            in conflict with any higher form of law, such as a
sheet and (2) whether its operating statement                  state statute or constitutional provision, it has
presents "financial flow" information (revenues                the full force and effect of law within the
and expenditures) or "capital maintenance"                     boundaries of the municipality to which it
information (revenues and expenses).                           applies. The difference between an ordinance
                                                               and a resolution is that the latter requires less
Modified Accrual Basis of Accounting - The                     legal formality and has a lower legal status.
accrual basis of accounting adapted to the                     Ordinarily, the statutes or charter will specify or
governmental fund type. It is a modified version               imply those legislative actions which must be
of the full accrual basis of accounting in that it, in         enacted by ordinance and those which may be
general, measures financial flow (tax and spend)               enacted by resolution.
of an organization, rather than capital
accumulation (profit or loss).                                 Other Charges - In a summary analysis of
                                                               expense types, this refers to all expenses not
Net Bonded Debt - Gross bonded debt less any                   included within specifically defined
cash or other assets available and earmarked                   categorizations. For example, within the City's
for its retirement.                                            general fund, this category consists primarily of
                                                               funding to Outside Agencies and transfers
Non-Departmental Operating Expenditures -                      to/from other funds.
Operating expenditures which are not charged
directly to specific departments, but are a cost to            Outside Agency - An independent non-profit
the City as a whole, such as debt service                      community organization working on behalf of the
payments and general liability insurance.                      community that requests funding contributions
                                                               from the City.
Object Expense Code - As used in expenditure
classification, this term applies to the article               Overlapping Debt - The proportionate share of
purchased or the service obtained.                             the debts of local governments located wholly or
                                                               in part within the limits of the reporting
                                                               government which must be borne by property
                                                               within each government.




                                                    Appendix C - 5
Appendix C: Glossary of Terms

Pay-As-You-Go - Capital expenditures included               Purchase Order - A document which authorizes
in the Capital Improvements Program which are               the delivery of specified merchandise or the
funded by a contribution from an operating fund.            rendering of certain services and the making of
                                                            charge for them.
Per Capita - Per unit of population; by or for
each person.                                                Reappropriation - Statutory action to continue
                                                            the availability, whether for the same or different
Performance Measurements - See                              purposes, of all or part of the unobligated portion
Management Indicators.                                      of a budget into the next fiscal year.

Permanent Employee - An employee who is                     Reappropriation Ordinance - Changes made
hired to fill a position anticipated to have a              to the appropriation ordinance during the fiscal
continuous service duration of longer than one              year to reflect encumbered amounts added to
year, whose compensation is derived from the                the current budget from the prior fiscal year.
City's Administrative, Police, or Union
classification tables, and whose position is                Receipts - Collections from the public, based on
established by the Position Control System.                 a government's exercise of its sovereign powers.
                                                            Governmental receipts consist of receipts from
Personnel (Costs) - Expenditures which include              taxes, court fines, gifts and contributions, and
salary costs for full-time, part-time, hourly, and          compulsory licenses.
contract employees, overtime expenses, and all
associated fringe benefits.                                 Reimbursement - A sum (1) that is received by
                                                            the government as a repayment for commodities
Previously Authorized Projects - Projects                   sold or services furnished either to the public or
listed in the CIP section that were funded in prior         to another government account and (2) that is
years, but which have not been completed and                authorized by law to be credited directly to
formally closed.                                            specific appropriation and fund accounts.

Prior Year(s) - The fiscal year(s) immediately              Repurchase Agreement - An agreement in
preceding the current year.                                 which a governmental entity transfers cash to a
                                                            broker-dealer or financial institution; the broker-
Program Area - A group of activities and/or                 dealer or financial institution transfers securities
work programs based primarily upon                          to the entity and promises to repay the cash plus
measurable performance.                                     interest in exchange for the same securities.

Projections - Estimates of budget authority,                Resolution - A special or temporary order of a
outlays, receipts, or other budget amounts                  legislative body; an order of a legislative body
extending several years into the future.                    requiring less legal formality than an ordinance
Projections are generally intended to indicate              or statute.
the budgetary implications of existing or
proposed programs.                                          Retained Earnings - The accumulated gains
                                                            and losses of an enterprise fund to date,
Property Tax - A tax levied on all real and                 reduced by amounts transferred to permanent
certain personal property, tangible and                     capital accounts.
intangible, according to the property's assessed
valuation. The power to impose and collect                  Revenue - Monies received or collected by the
property taxes is given to the Mayor and                    City as income, including such items as tax
Council.                                                    payments, fees from specific services, receipts
                                                            from other governments, fines, forfeitures,
                                                            shared revenues, and interest income.




                                                 Appendix C - 6
Appendix C: Glossary of Terms
Revenue Anticipation Notes - Notes                           Tax Anticipation Notes - Notes, sometimes
(sometimes called warrants) issued in                        called warrants, issued in anticipation of
anticipation of collection of non-tax revenues,              collection of taxes, retired from tax collections,
retired after the collection of such revenues.               and frequently from the proceeds of the tax levy
                                                             whose collection they anticipate.
Revenue Bonds - Bonds whose principal and
interest are payable exclusively from earnings               Tax Base - All forms of wealth under the City's
from an Enterprise Fund. In addition to a pledge             jurisdiction that are taxable.
of revenues, such bonds sometimes contain
mortgages on Enterprise Fund property.                       Tax Duplication - A state of affairs whereby
                                                             both County and City levy property taxes on
Revision - Shifting of all or part of the budget             citizens to pay for services rendered by the City.
authority in one appropriation or fund account to
another, as specifically authorized by law.                  Tax Rate - The amount levied per $100 of
                                                             assessed property value, as determined by the
Self-Insurance - Refers to the City's                        State Assessor, on property within the City. The
participation in a self insurance fund. Self-                Mayor and Council establish the tax rate each
insurance allows an organization to closely                  year in order to finance General Fund activities.
realize its actual claim experience, as well as
pool its insurance buying power with other                   Temporary Employee - An employee who is
participating agencies.                                      hired to fill a position anticipated to have a
Special Assessment - A compulsory levy made                  continuous service duration of less than one
against certain properties to defray part or all of          year, whose compensation is not derived from
the cost of a specific improvement or service                the City's Administrative, Police, or Union
deemed to primarily benefit those properties.                classification tables, and whose position is not
                                                             established in the Position Control System.
Special Revenue Fund - A fund used to
account for the proceeds of specific revenue                 Transfer - See Revision.
sources (other than special assessments,
expendable trusts, or for major capital projects)            Undesignated Fund Balance - Funds
that are legally restricted to expenditure for               remaining from the prior year which are
specified purposes.                                          available for appropriation and expenditure in
                                                             the current year.
Stormwater Management (SWM) - A means of
controlling the quantity and quality of storm                Unreserved Fund Balance - That portion of a
water runoff flowing downstream. SWM can                     fund balance for which no binding commitments
refer to structural practices such as underground            have been made.
storage facilities, dams for retention and
detention facilities, or it can refer to non-                User Fees - Payments for direct receipt of a
structural practices such as lower density of                public service by the party benefitting from the
development and wider stream buffers.                        service. Also known as user charges.

Surplus - The amount by which the City's                     Zoning - The partitioning of a city, borough, or
budget receipts exceed its budget outlays for a              township by ordinance into sections reserved for
given period, usually a fiscal year.                         different purposes (i.e., residential, offices,
                                                             manufacturing).




                                                  Appendix C - 7

								
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