FY24 Approved Budget
FY2024
City of Tallahassee Annual Budget Report
Mayor and Commissioners,
I am pleased to present a City of Tallahassee Fiscal Year 2024 (FY24) balanced budget for your review and consideration. Under your guidance, we have established a solid foundation focused on achievement and fortified by our mission, vision, and organizational values. Thanks to sound fiscal management, I am proud that the cost paid by residents for municipal services in Tallahassee is the lowest among similar-sized peer cities in Florida. Looking forward, City services continue to remain affordable while supporting the high quality of life residents enjoy, expect, and deserve.
This balanced budget allocates resources toward our highest priorities, as established through consensus by you, the City Commission. It serves as a financial roadmap for how to accomplish the goals and initiatives outlined in the Five-Year Strategic Plan, which you unanimously approved. Under your leadership to date, 89% of the 134 targets have been achieved or are on target for completion. Progress on the plan means progress for our community and the City’s nearly 4,000 employees are proud to serve this community and make a positive impact daily.
Among your top priorities have been public safety, affordable housing, investing in infrastructure, and providing affordable utility services. Below are examples of accomplishments within these target areas from the past year.
Chief among our organization’s priorities is the City’s public safety. In recent years, the Commission has focused on proactive investment in long-term, systemic initiatives to address factors that contribute to violent crime in the community. These efforts include TEMPO, TFLA, TEAM, Neighborhood First plans, gun violence mitigation, the Capital Region Real Time Crime Center (RTCC), and the Council on the Status of Men and Boys. These programs total $31.5 million in new public safety investments over the past six years and an additional $7.8 million for the FY24 budget. They are achieving a transformative impact that is recognized nationally and continue to produce results. TEMPO has engaged more than 2,600 disconnected youth, with zero recidivism, surpassing the Strategic Plan objective of 2,100 youths engaged. TFLA has engaged nearly 1,100 youth, providing them summer jobs and lifelong skills. To further the meaningful impact being made through these public safety initiatives, the FY24 budget includes an additional $7.8 million in funding for these initiatives as well as a $9.5 million increase to the Tallahassee Police Department’s budget.
Investment in affordable housing is investment in a healthier community and a stronger economic future for us all. As a direct result of the City’s strategic policymaking, land use flexibilities, innovative programming, and leveraging unprecedented commitments of more than $18 million in federal, state, and local dollars, approximately 3,000 certified affordable housing units were recently constructed or are in the development pipeline locally. This is more than the number of affordable units built in the last 25 years combined. New affordable homes are just one piece of the puzzle. The City’s affordable housing programs have also helped keep nearly 3,600 people in their homes over the past five years through programs like down payment assistance, façade repairs, home rehabilitation, and homelessness prevention. This work represents just a portion of the $49.5 million invested in affordable housing efforts over the past five years.
The City’s public infrastructure and transportation networks connect our community, goods, and services through a system of roadways, walkways, and public transit facilities. The City’s 650 miles of roads are in good condition, and the current level of maintenance is adequate to maintain the standard conditions. The network of sidewalks continues to grow in line with the City’s strategic priority to add 10 new sidewalk projects each year. Recent new additions include Highland Street and Hillsborough Street. Local neighborhoods are on track to be more walkable than ever through the combined results of the City, Blueprint Intergovernmental Agency, and Community Redevelopment Agency projects.
Despite nationwide inflation and volatile fuel markets, the City’s utilities remain reliable and affordable. Monthly electric bills continue to beat the state average for both municipal and investor-owned utilities ($127.92 vs. $138.66 and $168.38, respectively). As a result, between April of 2022 and March of 2023, Tallahassee customers paid $91 million less for electricity than customers of other private utilities. Additionally, the Energy System and Consolidated Utility Systems have recently received Aa3 and AA+ bond ratings, respectively, signifying a low-cost burden and solid management practices. Tallahassee’s water quality continues to be among the best in the country. Water quality test results confirm exceptional quality for City water customers. Finally, the City continues to be a leader in the implementation of a clean energy future. Development of the Clean Energy Plan is nearing completion and will guide the City to 100% net, clean renewable energy by 2050.
Our accomplishments and steady progress during FY23 have established a strong footing for continued momentum. As work proceeds to achieve the ambitious vision of the Strategic Plan, in line with your direction, the budget recommends a millage rate increase of 0.4 mills to enhance public safety efforts. Our dedication to meeting the City Commission’s priorities is clear and reflected in this balanced budget.
FY24 Budget Development
This balanced budget is informed by Commission direction and public input into the FY24 budget provided through workshops (including three targeted budget workshops) and meetings. As shared above, the FY24 budget is also informed by the objectives and targets in the City’s Strategic Plan, which clarify the prioritization of resources.
As required by state law, the City Commission must adopt a balanced budget each year for all operating funds. At the three prior workshops, staff presented updates on the City’s 14 operating funds, including the 13 enterprise funds and the General Fund.
Since the May 24 workshop, staff has further refined budget projections based on newly available information and Commission confirmation of the assumptions presented. The FY24 balanced budget is guided by the following assumptions:
- Maintain existing levels of operating spending, staffing levels, and service levels for core general government services such as Parks, Recreation and Neighborhood Affairs (PRNA); Public Infrastructure; Housing and Community Resilience; and the Community Human Services Partnership (CHSP).
- Increase the Tallahassee Police Department (TPD) budget by approximately 14% ($9.5 million) to reduce violent crime. This additional funding will add 20 new officers; allow investment in advanced video, software, and artificial intelligence technology; and increase wages to ensure the ability to retain and recruit well-qualified sworn officers. When comparing cost per capita to peer Florida cities, TPD currently ranks 11 out of 12. The department operates, however, with only 52% of the national average of officers per capita, which strains vital public safety resources. The City’s ratio of sworn officers per 1,000 citizens has dropped since the 1990s when Tallahassee had 82% of the national average of officers per capita.
- Move our full time and OPS employees to a $16 per hour minimum wage, ensuring we are an employer of choice through a 5% across-the-board pay increase for the second year in a row, with a guaranteed $2,000 minimum increase for employees. Additionally, the FY24 budget maintains the average share of health plan costs for employees at 20%.
- Invest $7.8 million in wrap-around public safety initiatives including TEMPO, TFLA, TEAM, neighborhood safety programs, gun violence mitigation, the Real Time Crime Center, and the Council on the Status of Men and Boys. This will bring the total invested in these programs to $39.3 million since FY18
- Further key capital improvement projects like the second Senior Center, the Southside Transit Center, the Fire Station at Lake Bradford Road, and numerous sidewalk and road projects. The Capital Improvement Plan has a five-year budget of $1.07 billion
- Replenish the Special Insurance Reserve Fund.
General Fund Updates
This balanced budget reflects the most current projections for General Fund expenses and revenues, as discussed at the Commission’s three previous budget workshops, and recommends a millage rate increase of 0.4000 mills to support a 14% increase in the Tallahassee Police Department budget. FY24 General Fund expenses are expected to total $201 million. Revenues are expected to total $201 million, which includes the latest information reported by the Leon County Property Appraiser.
Leader in Public Service Delivery
In line with our mission to be the national leader in the delivery of public service, the City is continually recognized for best practices in financial and performance management by both professional associations and national credit rating agencies. The City also received the highest opinion that auditors can express on the City’s financial statements.
Our organization continues to set the bar in the state by leading among peer cities in the Municipal Cost Comparison. For example, the City continues to have the lowest electric bill and the lowest total cost of service, all while having 45% of properties exempted from the tax roll. Additionally, Tallahassee has more affordable housing units in the pipeline per capita than all MCC cities. Residents can be confident in our commitment to quality and affordability.
This balanced budget will maintain the City’s strong financial standing, exemplary service, and commitment to residents. At every level of the organization, the City and its employees remains dedicated to its mission, vision, and values. We are focused on achieving the targets outlined in the five-year Strategic Plan and doing good within the community. With my unwavering confidence in the City’s dedicated staff, and in accordance with the Commission’s leadership, the FY24 balanced budget is submitted for your consideration.
Sincerely,
Reese Goad
City Manager
FY2023 Budget Overview 1.0
Introduction and Overview
1.1 Mission
Through workshops, surveys, and commission retreats the City of Tallahassee has developed the following vision, mission, critical success factors. These are the basis for the performance measurement process that each department has implemented.
Mission:
To be the national leader in the delivery of public service.
Vision:
A creative capital city that supports a strong community with vibrant neighborhoods; an innovative economic and educational hub serving a diverse and passionate people, protecting our natural resources and preserving our unique character.
Values:
- Honor public trust through ethical behavior.
- Provide exceptional citizen service.
- Lead with integrity at every level.
- Collaborate to reach common goals.
- Invest in employee excellence.
- Promote equity and celebrate diversity.
1.2 Strategic Plan
In preparation for its bicentennial anniversary in 2024, the City developed a comprehensive 5-year strategic plan. The plan was developed with extensive citizen engagement, both in-person and online, direction from the City Commission, and the integration of more than 40 departmental and master plans. While the budget directs resources for accomplishing one year’s worth of goals and activities, this plan represents the City’s direction through 2024.
To read the complete 2020-2024 Strategic PLan and view the City's progress on the goals and objectives visit Talgov.com/PerformanceDashboard. You can also visit Talgov.com/YearInReview to read about the City's accomplishments during the last fiscal year.
To achieve the City's vision, the City Commission identified seven priority areas to guide service efforts. Each priority area, with its corresponding goals, objectives, and targets, is outlined below.
View Full Strategic Plan Dashboard Economic Development Impact on Poverty Organizational Effectiveness Public Infrastructure - City Utilities Public Infrastructure - Mobility Public Safety Public Trust Quality of Life
1.3 Budget Overview
The City is committed to allocating resources toward the City Commission and community's highest priorities; public safety, affordable housing, infrastructure investment, and affordable utility services. Click below to see examples of accomplishments within these target areas from the past year.
Short Term Factors
The City's FY24 Budget totals $1.1 billion, which includes $868.4 million for operating expenses and $253 million for capital investment. It was developed through a year-round, multi-stage process involving public participation, City Commission input, and a focus on the priorities outlined in the City's Strategic Plan.
For the FY24 Budget, significant factors in the short term that impact services and citizens include:
Employer of Choice
Our priority to be the industry leader in providing public services requires recruiting, hiring, and retaining the best employees. In FY24, to ensure we are the employer of choice in a competitive labor market, employees will receive a minimum increase of $1,900 for those making less than $38,000, for those making more than $38,000, a 5% across-the-board increase for general employees, and a competitive package for our Police collective bargaining units. Competitive pay supports the City's other strategies for the workforce:
Public Safety
Increased the Tallahassee Police Department (TPD) budget by approximately 14% ($9.5 million) to reduce violent crime. The additional funding will add 20 new officers, allow investment in advanced video, software, and artificial intelligence technology, and increase wages to ensure the ability to retain and recruit well-qualified sworn officers. When comparing cost per capita to peer Florida cities, TPD currently ranks 11 out of 12. The department operates, however, with only 52% of the national average of officers per capita, which strains vital public safety resources. The City's ratio of sworn officers per 1,000 citizens has dropped since the 1990s when Tallahassee had 82% of the national average of officers per capita.
FY24 is the second year of a five-year investment to combat Gun Violence, with $1 million a year in directed funding for programs designed to interrupt the cycle of violence through local partnerships.
Affordable Housing
Investing in affordable housing is investing in a healthier community and a more robust economic future. Due to the City's strategic policymaking, land use flexibilities, innovative programming, and leveraging unprecedented commitments of more than $18 million in federal, state, and local dollars, approximately 3,000 certified affordable housing units were recently constructed or are in the development pipeline locally. Three thousand units is more than the number of affordable units built in the last 25 years combined. New, affordable homes are just one piece of the puzzle. The City's affordable housing programs have also helped keep nearly 3,600 people in their homes over the past five years through programs like down payment assistance, façade repairs, home rehabilitation, and homelessness prevention. This work represents just a portion of the $49.5 million invested in affordable housing efforts over the past five years.
Public Infrastructure
The total capital budget for FY24 is $253 million, which funds critical investments in the City's infrastructure. Public infrastructure and transportation networks connect our community, goods, and services through roadways, walkways, and public transit facilities. The City's 650 miles of roads are in good condition, and the current level of maintenance is adequate to maintain the standard conditions. The network of sidewalks continues to grow in line with the City's strategic priority to add ten new sidewalk projects each year. Recent new additions include Highland Street and Hillsborough Street. Local neighborhoods are on track to be more walkable than ever through the combined results of the City, Blueprint Intergovernmental Agency, and Community Redevelopment Agency projects.
Also included in the $253 million investment are capital improvements to our utility systems, contributing to their service and safety reliability. Overall, capital investments are directed by the Strategic Plan and support its objectives:
Fuel Cost Management
Despite nationwide inflation and volatile fuel markets, the City's utilities remain reliable and affordable. Monthly electric bills continue to beat the state average for both municipal and investor-owned utilities ($127.92 vs. $138.66 and $168.38, respectively). As a result, between April 2022 and March 2023, Tallahassee customers paid $91 million less for electricity than customers of other private utilities.
Continued fuel cost management is a priority that ensures that electric and gas customers pay less for power by forecasting and monitoring economic trends and market costs. In addition to providing community savings, fuel management supports Strategic Plan goals for financial planning.
The FY24 Budget reflects the City's commitment to respond to these immediate needs in the short term.
Economic Factors
Significant economic factors impacting the FY24 budget include:
- Workforce costs will remain high through FY24, and our strategy of providing competitive wages will help the City recruit, hire, and retain the best employees.
- While inflation has slowly moved from the prior year's average of 8% to 3.7% in October, the cumulative impact on costs will continue to impact fuel, contracts, supplies, and equipment due to inflation and the slow post-pandemic recovery of the supply of goods and the supply chain in FY24.
- While gas prices have decreased since their peak in April 2022, they have not returned to pre-pandemic prices, which inflates the City’s fuel purchase expenses but also contributes to the cumulative impact driving the cost for contracts, supplies, and equipment due to inflation and the slow post-pandemic recovery of the supply of goods and the supply chain in FY24.
The City's priorities, as presented in the Strategic Plan, are shown below with direct links to the Strategic Plan document to provide more detail.
These principles guide budgetary planning. The City will continue prioritizing investment in targeted areas highlighted by the strategic plan and the City Commission.
1.4 Millage Rate
The millage rate is the amount per $1,000 used to calculate ad valorem taxes (property taxes). The rate is multiplied by the total taxable value to determine the property taxes due.
The millage rate is used to calculate ad valorem taxes (property taxes) due by each property owner. The rate is expressed as dollars per $1,000 of taxable property value.
The City of Tallahassee’s millage rate is 4.45, an increase over the 4.10 rate held for the past seven years. Additional property tax revenue to the City’s General Fund will enhance public safety efforts carried out by the Tallahassee Police Department, which has operated with just 52% of the national average of officers per capita. The impact of this millage adjustment is that most property owners will see a monthly increase in ad valorem taxes of $3.50 or less and a majority of multi-family property units will see an increase of $2 or less.
The City’s millage rate of 4.45 mills is among the lowest of the 20 largest cities in Florida. It is the third lowest of the 12 cities in the Municipal Cost Comparison, an annual study of costs of living and doing business in municipalities across Florida. The chosen cities share similarities to Tallahassee in population, range of services provided, and rate of taxable property. Below is Tallahassee compared with four of those cities, including Gainesville and Lakeland.
A low millage rate keeps the cost of homeownership affordable while still providing high-quality services.
1.5 Municipal Cost Comparison
When measuring costs to citizens, the City compares itself to a group of eleven cities that share similar demographics, services provided, and square miles served. The Municipal Cost Comparison below contrasts what citizens, both residential and commercial, pay for municipal services.
City utilities undergo regular fee studies to ensure that costs for services are recovered and paid for by those that benefit. The municipal cost comparison, however, demonstrates the competitiveness of rates compared to peer cities across the state. The City ranks as one of the most affordable to citizens year after year.
1.6 Population & Other Community Statistics
Tallahassee experiences consistent population growth. The City plans for a continued increase of its services. When making infrastructure decisions, the organization considers not just today’s demands but also tomorrow’s needs.
To view other statistics and trends that formulate the budget and plans for the City, please click here to read the Supplemental Demographic and Economic Information section.
FY2023 BUDGET OVERVIEW 2.0
STRUCTURE, POLICY AND PROCESS
2.2 Fund Descriptions & Structures
A fund is an accounting entity that documents activities. Fund accounting prioritizes accountability over profitability. Separate funds ensure revenues are appropriately related to expenditures.
Government funds support core city services where those paying indirectly benefit from the services. Enterprise funds are self-supported by user fees and charges. These operate similarly to private businesses.
Below are summaries of appropriated funds.
General Fund
This fund supports many core city services, including police, parks and recreation, road maintenance, housing initiatives, economic development, land use, environmental regulation, and animal services. The general government also provides an operating subsidy to Star Metro, the City's transit system.
Fund Type
Government
Surplus
City policy determines the use of any operating fund surplus at year-end and a target level for the deficiencies reserve. Any surplus at year-end is first added to the deficiencies reserve until the amount reaches the target. After fully funding the deficiencies fund, any remaining balance supports the subsequent year’s operating budget, up to a maximum of 5% of general government operating expenditures, and to buy down debt-financed capital improvement projects.
General Fund Transfer
$4.3 million in new funding is budgeted to support projects in FY24.
Operating Reserve
The FY24 revenue budget does not include transfers from General Fund Operating Reserves.
Other
Deficiencies Reserve: If the subsequent fiscal year ends with an operating deficit due to unforeseen circumstances, up to 5% of FY24 year-end surpluses will be available from the Deficiencies reserve as needed.
Fleet Reserve: The FY24 contribution is $2.2 million
RR&I: Undesignated balance set at a maximum of 3% of general government capital projects.
The Growth Management Department is responsible for enforcing the City’s building codes through the review of building plans, permitting, and the inspection process. Specific actions include ensuring that planned construction complies with applicable codes, authorizing utility connections and issuing certificates of occupancy, providing centralized intake and coordination of all permit applications, administering contractor licensing regulations, and enforcing the rooming house ordinance.
Fund Type
Enterprise
Surplus
To the extent available and appropriable, all year-end surpluses will be retained within the fund and made available for operating expenses and capital projects.
Operating Reserve
The FY24 revenue budget does not include transfers from operating reserves.
Other
Not applicable.
Established in 1902, the Tallahassee Fire Department (TFD) is a municipal fire department that provides fire suppression and emergency medical services in the City and the unincorporated areas of Leon County, Florida. The department protects lives, property, and the environment from hazardous conditions threatening our community. This mission is accomplished by providing prevention and protective services specific to the incident need.
Fund Type
Enterprise
Surplus
Retained for fire operating and capital costs.
General Fund Transfer
No transfer.
Operating Reserve
No reserve.
Other
Not applicable.
The Electric Utility serves over 128,000 customers in a 221-square-mile service territory. It is the fourth-largest municipal electric utility in Florida and the 27th-largest of over 2,000 municipal systems in the United States. The utility comprises six significant divisions: Finance and Administration, Power Delivery, Energy Supply, System Operations, System Compliance, and System Integrated Planning. The Electric Utility develops a 10-year sales forecast annually to use in the annual budget process.
Fund Type
Enterprise
Surplus
Operating fund balance after General Fund transfer minus bond reserves used to fully fund the operating reserve, with the balance designated for electric system capital projects.
General Fund Transfer
The transfer is based on CPI. The transfer for FY24 is $36.8 million.
Operating Reserve
The operating reserve comprises four subcomponents, with the primary purpose of providing working capital. The working capital component is targeted to having a balance of 60 to 90 days of operating expenses. The other three components are fuel risk management, emergency reserve, and rate stabilization.
Other
RR&I: RR&I: Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).
The City of Tallahassee's Natural Gas Utility has provided clean, safe, economical, and reliable natural gas to residents and businesses in a growing service area for over 60 years. The utility safely provides natural gas energy through hundreds of miles of underground gas mains, which serve over 34,000 customers in the Leon, Gadsden, and Wakulla areas. The highly trained staff works to ensure the distribution system's integrity and dependability and assist customers with energy conservation and cost savings through natural gas use.
Fund Type
Enterprise
Surplus
Designated to fund the operating reserve fully and, after that, to fund gas system capital projects
General Fund Transfer
The transfer is based on CPI. The transfer for FY24 is $3.5 million.
Operating Reserve
Funded at 25% of the previous year’s General Fund transfer and used to meet General Fund transfer, if required.
Other
RR&I: Transfer budgeted at a level equivalent to depreciation expense as provided in the applicable rate study.
Approximately 88,000 service points are connected to the City’s water distribution network that provides potable water to essentially all developed areas in the City and certain contiguous county areas. More than 9 billion gallons are produced annually by an around-the-clock operation that utilizes 27 water production facilities, eight elevated storage tanks, 7,364 fire hydrants, and 1,245 miles of water distribution pipes.
Fund Type
Enterprise
Surplus
Designated to fund the operating reserve fully and, after that, to fund water system capital projects.
General Fund Transfer
The transfer is based on CPI. The transfer for FY24 is $4.3 million.
Operating Reserve
Funded at 25% of the previous year’s General Fund transfer and used to meet General Fund transfer, if required.
Other
RR&I: Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).
The City’s Wastewater Utility is responsible for collecting, treating, and recycling wastewater and for treating commercially pumped sewage. As part of the City’s commitment to protecting the environment, treatment processes utilized at the Thomas P. Smith (TPS) Advanced Water Reclamation Facility result in effluent that meets and exceeds regulatory requirements. On average, the wastewater system collects and treats more than 17.2 million gallons per day.
Fund Type
Enterprise
Surplus
Designated to fund the operating reserve fully and, after that, to fund sewer system capital projects.
General Fund Transfer
The transfer is based on CPI. The transfer for FY24 is $5.9 million.
Operating Reserve
Funded at 25% of the prior year’s General Fund. Used to meet General Fund transfer, if required.
Other
RR&I: Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).
The Aviation Fund supports operations at the Tallahassee International Airport (TLH), including the Aviation Department’s six divisions and the Airport Police and Airport Parking divisions. The Fund also contributes to the Fire Fund for the Tallahassee Fire Department’s operations at the Airport.
The Airport hosts three airlines (American Airlines, Delta Air Lines, and Silver Airways) that deliver non-stop service to seven destinations and provide amenities to customers, including valet parking, long- and short-term parking, a cell phone parking lot, rental car options, a public waiting area, business center, dining options, and more. Airport staff also announced JetBlue’s intent to serve Tallahassee International Airport with direct air service to and from Fort Laurderdale-Hollywood International Airport. To continue the five-year goal of making a $1 billion annual economic impact, the Tallahassee International Airport continues the construction of an International Passenger Processing Facility while working to complete the necessary steps to become an authorized Foreign Trade Zone.
Fund Type
Enterprise
Surplus
Retained within the fund and allocated according to the airline use agreement.
General Fund Transfer
No transfer to General Fund. Full recovery of cost.
Operating Reserve
A minimum of 1/12th of the Airport's operating and maintenance budget is designated for unanticipated non-recurring expenditures.
Other
RR&I: Not applicable.
StarMetro, the public transit service for the City of Tallahassee, operates 14 weekday cross-town routes, including university service for Florida State University (FSU) and student ridership programs for Florida Agricultural & Mechanical University (FAMU), Tallahassee Community College (TCC) and K-12 students in Leon County.
The Fixed Route and Para-transit department provides accessible, equitable, and efficient transit services to citizens of Tallahassee, visitors, and commuters. Transit services are provided 363 days a year and assist in emergency situations as needed.
Fund Type
Enterprise
Surplus
Retained within the fund for operating expenses and capital projects.
General Fund Transfer
Transfers in from the General Fund support StarMetro operational deficits, when necessary.
Operating Reserve
No Reserve.
Other
RR&I: Not applicable.
The Solid Waste Fund provides garbage, recyclable materials, bulk, and yard waste collection for all residential customers citywide, and garbage and recyclable materials collections for commercial customers. Currently, the City serves 51,572 residential, 25,308 commercial, and 1,835 commercial recycling service points. Services include:
- residential bi-weekly curbside collection of bulky items, yard waste, electronics, and white goods,
- dumpster services for commercial customers collected by front-end loading trucks at night, up to six times per week,
- commercial container service with roll-off or hook trucks up to six times per week,
- commercial recycling up to five days per week, as well as other enhanced services, and,
- dead animal removal.
Fund Type
Enterprise
Surplus
Retained for rate stabilization reserve.
General Fund Transfer
Each year the transfer is increased by CPI. The transfer for FY23 is $2.3 million.
Operating Reserve
No Reserve.
Other
RR&I: Not applicable.
The Stormwater Fund manages and develops infrastructure for drainage, flood prevention, and retention of stormwater run-off to prevent pollutants from entering the aquifer. Work includes capital project oversight, maintenance of drainage infrastructure such as retention ponds and drainage outfalls, monitoring of lakes and groundwater, and raising public awareness of the environmental impacts of pollution, such as the Think About Personal Pollution (TAPP) program. The Stormwater Utility serves 77,000 residential customers and 6,000 non-residential customers through operational activities and the design and construction of drainage facilities infrastructure. This includes the maintenance of drainage facilities and ponds throughout the City.
Fund Type
Enterprise
Surplus
Retained for stormwater system capital projects.
General Fund Transfer
The transfer to the General Fund represents administrative cost sharing only.
Operating Reserve
No Reserve.
Other
RR&I: Maximum of 5% of capital projects funding sources, with a minimum level of 3%.
The Golf Fund supports Hilaman Golf Course, which offers a community-wide golf experience through daily rounds, driving range use, charity events, tournaments, and more. Hilaman also has a Pro Shop, restaurant, and outdoor deck area that provide a well-rounded experience. The course is open daily from 7:30 a.m. until dark, and course operations are led by a General Manager and two full-time staff members: a foreman and a course maintenance supervisor. In addition, Hilaman has over two dozen part-time employees who help with various day-to-day operations.
Fund Type
Enterprise
Surplus
Retained for Golf operating and capital costs.
General Fund Transfer
No transfer.
Operating Reserve
No reserve.
Other
Not applicable.
View full schedule of major and nonmajor funds.
View matrix of the relationship between departments and funds.
2.3 Basis of Budgeting
Budgets for general operation funds (General, StarMetro, and Golf Course Funds) are prepared on a modified accrual basis. The obligations for these funds (i.e., outstanding purchase orders) are considered expenditures, but revenues are recognized only when they are measurable and available. At the end of the fiscal year, open encumbrances are reported as reservations of fund balance. The operating budget does not include expenses for depreciation.
The budgets for the City’s utilities (Electric and Underground) and other enterprise funds (Aviation, Building Inspection, Solid Waste, Fire, and Cemeteries) are budgeted on a full accrual basis. Expenditures are recognized when a commitment is made (e.g., through a purchase order). Revenues are also recognized when they are obligated to the City, such as when utilities distribute bills.
The basis of budgeting is the same as the basis of accounting used in audited financial statements. Budget and accounting procedures are subject to modifications to comply with generally accepted accounting principles (GAAP) and the Governmental Accounting Standards Board (GASB) standards.
2.4 Internal Policies
There are several statutory requirements, internal policies, and other provisions that direct the development of the budget and its implementation throughout the year.
Florida Statutes, Chapter 166 – This statute authorizes municipalities to levy taxes, issue licenses, and set user fees to raise money necessary to conduct municipal government activities. This chapter also requires that local governments adopt a balanced budget. The tentative balanced budget must be posted on the municipality’s official website at least 2
days before the budget hearing, held pursuant to s. 200.065 or other law, to consider such budget. The final adopted balanced budget must be posted on the municipality’s official website within 30 days after adoption.
Comprehensive Plan – The Tallahassee-Leon County 2010 Comprehensive Plan was originally adopted by ordinance in FY 1990 and is updated with biannual amendment cycles. The Plan includes capital improvements, transportation, historic preservation, utilities, recreation, and other elements which provide a framework for allocating budget resources. The Capital Projects Summary consists of a listing of capital projects that address Comprehensive Plan initiatives by eliminating deficit levels of services or by maintaining existing levels of service.
Financing Policy, No. 224 Commission Policies – The financing policy establishes guidelines for the distribution of year-end surpluses, transfers from the utilities to the General Fund, types and amounts of operating reserves, and funding for capital projects from undesignated fund balance year-end revenues. The policy also provides for full recovery of cost for enterprise funds, limits non-utility fee increases to a maximum of 20% per year unless otherwise approved by the City Commission, and allows discount fees for recreational programs for youth, seniors, and disabled citizens. The “Finance Policy Summary” chart shows the policy's requirements as applied to each fund.
Risk Management Policy/Self-Insurance, No. 214 Commission Policies – This policy creates an internal service fund for payment of anticipated claims and judgments for coverage areas defined in the policy. In addition, a special Insurance Reserve Fund is established and funded to meet unanticipated losses from catastrophic events or claims in excess of the Risk Management Fund. This reserve is set at 150% of the average claims for the past five years or $3,000,000, whichever is greater.
Capital Project Management, No. 218 Commission Policies – This policy provides for the preparation of an annual capital budget and a five-year capital improvement plan. The policy also defines the roles and responsibilities of city departments and management regarding contracts, supplemental appropriations, expenditures, and project administration. The use of capital project overhead charges as an operating budget funding source also is established by this policy.
Local Option Sales Tax Management, No. 232 Commission Policies – This policy establishes the authority to provide advance funding for local Florida Department of Transportation (FDOT) projects for any project or project phase included in the FDOT five-year work plan. It allows for advance funding without an agreement for repayment after conducting a public hearing. The policy also authorizes using short-term debt to cover cash flow shortages that may result from this practice.
Debt Management Policy, No. 238 Commission Policies – The debt management policy, along with an analysis of the city’s compliance with the policy, is included in the capital budget summary and the capital improvement plan. Section 104 of the City Charter also specifies that general obligation debt will not exceed 20% of the assessed taxable valuation. Florida Statutes require that general obligation bonds be approved by referendum. The city currently does not have any general obligation bonds.
Vehicle Replacement Reserves – Funding for vehicle replacement is included annually in the capital budget. Vehicle replacement charges for a proportionate share of these costs are allocated based on equipment usage.
Bond Covenants – Before 1998, provisions of Bond Resolutions required that a minimum of 5% of prior year gross revenues be budgeted annually for Renewals, Replacements, and Improvements (RR&I) for system improvements in the utility systems. Covenants for the Energy System (electric and gas) bonds issued after 1998 do not specify an explicit amount or methodology but require a transfer to an RR&I fund.
Union Agreements – Currently, unions represent 634 authorized positions. A total of 356 positions are subject to terms and conditions of the collective bargaining agreement with the Big Bend Chapter of the Florida Police Benevolent Association, Inc. (PBA), and 278 positions are subject to terms and conditions of the collective bargaining agreement with the International Association of Firefighters (IAFF). Union agreements are generally negotiated every three years. FY23 is the last year of the current contract for all bargaining units.
Utility Rate Studies – Rate studies are prepared for each utility enterprise operation (electric and underground utilities) every three to five years on a rotating basis. Revenue projections are prepared using historical weather patterns and other growth factors.
Assessment and Fee Reviews – Fees and assessments are periodically reviewed to ensure recovery of costs to provide certain services. A cost of services study for the animal shelter was conducted in 2006, which recommended a plan to recover at least 50% of the operating costs through animal licensing fees, but this has not been implemented. The City Commission also increased building inspection fees in August 2009 to recover all eligible building inspection costs. Rates for electricity, underground utilities, and solid waste are set by ordinances that provide for annual increases based on the CPI.
2.5 Budget Calendar
Important Dates
|
December 7, 2022
Approval of Fiscal Year 2022 Budgetary Closeout
Read the agenda item
Commission Discussion
|
January 18, 2023
City Commission Retreat
Read the agenda item
Commission Discussion
|
February 8, 2023
Budget Workshop
-
FY2023 First Quarter Budget Update & FY24 Budget Plan
Read the agenda item
Commission Discussion
|
April 26, 2023
Budget Workshop
-
FY2023 Second Quarter Budget Update & FY24 Budget Plan
Read the agenda item
Commission Discussion
|
May 24, 2023
Budget Workshop
–
FY2024 Budget Plan
Read the agenda item
Commission Discussion
|
June 14, 2023
Budget Workshop
–
FY2023 Third Quarter Budget Update, FY2024 Proposed Budget, &
Approval of Tentative Millage
Read the agenda item
Commission Discussion
|
September 13, 2023
Final Public Hearing on the FY23 Budget Plan and FY23 CHSP funding allocations; First and Only Public Hearing on Ordinance 22-O-19; First and Only Public Hearing on Ordinance No. 22-O-24
Read the agenda item
Commission Discussion
|
September 27, 2023
Second of Two Public Hearings on the FY2024 Budget Plan
Read the agenda item
Commission Discussion
|
2.6 Budget Process
The budget process involves collaboration and coordination among city departments, Resource Management, executive leadership, the City Commission, and the citizens of Tallahassee. It results in annual operating budgets, capital budgets, and a five-year financial and capital improvement plan for the General Fund and enterprise funds. While the fiscal year begins on October 1st, the budget is a continuous cycle.
The City holds several budget workshops throughout the year. These serve the dual purpose of updating for the current fiscal year and the next budget cycle. Workshops are less formal city commission meetings that do not include a litany of items for the commissioners to address. Instead, the workshop allows for a focused discussion on the topic.
At the first quarter workshop, Resource Management reports on the early status of its funds to the Commission for the current budget cycle. It also presents some initial assumptions to work toward for the next one. This includes proposing an initial millage rate and employee raises, benefits, and other items.
At the second quarter workshop, assumptions are reaffirmed, and priorities are addressed. Issues with the current year’s funding can be addressed while taking a stronger look at the upcoming year.
Resource Management presents a proposed budget for the following fiscal year at the third quarter workshop. These include most of the capital projects, priorities, and changes. Any significant issues for the current budget year are also addressed at this workshop.
The City maintains a “hold the line” philosophy when budgeting for departments’ operating costs. Budgets for things such as office supplies or contracts are not increased every year. Without automatic increases in budgets, staff innovate for cost savings annually. Departments evaluate procedures to be more efficient.
Hold the Line counters a classic budgeting issue known as “use it or lose it.” In older budgeting techniques, departments are incentivized to spend their budget entirely and use their resource depletion to justify maintaining their budget levels. Sometimes the spending would persuade for even higher budgets the following year. With Hold the Line, Resource Management assures departments that their budget levels are safe. This approach leads to less spending overall as departments do not spend money merely to defend their allocations.
At the 1st quarter budget workshop, staff present initial assumptions to the City Commission for the next budget year. These include two major items: millage rate and staff pay raises.
For the City to be a leader in public service, it must recruit, train, and retain the best people. The City has a history of regular increases for staff ranging from two to three percent. This accommodates the cost of living increases, but the commitment can attract the best employees to the organization.
Departments are responsible for developing their respective budget requests with support from Resource Management. City Commission budget workshops are held throughout the year to discuss policy issues and the long-term ramifications of budgetary decisions. The City Commission adopts a tentative millage rate for assessing ad valorem taxes in early July, as state statutes require. The final budget and the millage rate are adopted by resolution during the month of September, following two statutorily required public hearings.
The City’s budget is appropriated at the fund level. Revenues are budgeted at the fund level only, while Department expense budgets are contained within one or more cost centers. There are currently nearly two hundred cost centers across all departments.
Budgetary control is maintained at the department level, with Resource Management providing support. In accordance with the city’s budget transfer policy, departments can amend budgets in various ways depending on the type of transfer being considered.
Any budgetary amendment within the department’s appropriated budget and within the same fund can be authorized by the City Manager. Transfers between departments that cross funds or increase appropriations are made at the request of the City Manager and must be approved by the City Commission.
Budgetary amendments between divisions and within the same fund may be initiated at the department head's discretion, except for transfers affecting specific categories such as personnel. Requests for amendments to the line item exceptions are reviewed by Financial Management and approved by the City Manager or respective appointed official for transfers affecting the offices of the City Attorney, Inspector General, or City Treasurer-Clerk.
Since implementing the PeopleSoft financial system, budgetary control has moved from the line-item level to the major budget category. In classic line-item budgeting, departments cannot spend more than a certain amount on very specific categories. This tended to limit flexibility, and governments could not adapt to problems that arose throughout the year. Now, departments may over-expend line items provided balances are available in the respective major budget category. This allows for greater managerial flexibility. Department heads can respond to citizens’ needs without dense bureaucratic processes.
FY2023 BUDGET OVERVIEW 3.0
FINANCIAL SUMMARIES
Five-Year Fund Proformas – Revenues and Expenses by Fund
By clicking on the fund titles below, a five-year proforma of revenues and expenditures will display for each. The proforma includes the budget for the prior year, FY23, the adopted budget for FY24, and projections for the remaining years, FY25 – FY28. The five-year forecast is a means of facilitating long-range and financial planning. Below each proforma is a summary of FY24 budget highlights and a link to see an additional view of the fund in OpenGov.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 reflect revenue projections and current expenditure levels. The latter years of the pro forma indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- The adopted FY24 General Fund budget includes a $9.5 million increase to the Tallahassee Police Department’s budget funded by a millage rate increase from 4.100 to 4.4500, along with an increase in taxable property value of 7.8% to $15.6 billion.
- Contributions from utilities increased with CPI by 5% for FY24 based on City policy. At $53 million, contributions make up 26.3% of General Fund revenues, adding $2.5 million in revenues.
- In FY24, the budget includes $6.7 million in American Recovery Plan Act (ARPA) revenue claims. FY24 is the final year to use the remaining ARPA funds.
- The FY24 budget includes 20 new police officer positions, one new position in the Inspector General department, and a new position in the Ethics department.
FY25-28
- Future revenue projections are conservative based on prior trends. As the annual budget is developed, estimates are updated closer to budget approval. Creating new options for revenue generation is limited by statute, and existing, significant revenue sources are sensitive to unforeseen economic impacts. FY25 revenues reflect the reduction of $6.7 million as the last of the ARPA grant will be fully expended in FY24.
- Personnel costs for future years reflect a 3% growth through FY28. However, the estimated increase would be adjusted if inflation and tight labor market conditions extend beyond FY24.
- Operating costs from FY25 to FY28 are escalated by 2.8% overall.
- Transfer estimates include debt service, insurance reserve reimbursement, operating project transfers, and the annual transfer for capital projects. Debt Service transfers reflect a $1.7 to $3.9 million increase between FY25 and FY28; however, estimates will be adjusted as the amount and timing of future borrowing is developed.
- Estimates for FY25-FY28 do not include estimated increases in the number of positions in the fund—departments review service needs and staff levels during the annual budget development process.
The General Fund for FY24 totals $201.4 million and includes the Tallahassee Police Department, Parks & Recreation, Public Infrastructure (roads and street construction and maintenance), Community Housing and Human Services, and other non-utility services. The fund also contributes to StarMetro and the Consolidated Dispatch Agency, transfers the ad valorem share due to the community redevelopment agencies, and transfers funding for capital projects and debt service.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- The fund is self-sustaining, with fees from increased activities in a given year expected to support the fund over several years of service. Fees were increased effective October 1, 2022, to ensure full cost recovery for FY23. At the same time, an annual rate increase tied to CPI effective each year on October 1 was approved for consistency with rate policy across other enterprise funds and to provide incremental revenue increases as costs increase over time. However, for FY24, there will be no CPI-related rate increase due to Senate Bill 250, which was signed into law in June 2023. The bill prevents local governments located in areas designated in the FEMA disaster declarations for Hurricanes Ian and Nicole from raising building inspection fees past their current rates until October 1, 2024..
FY25-28
- Revenues are projected at an escalator of 1.5% for FY25-28, although revenues tend to vary significantly over time due to demand and the Consumer Price Index
- Personnel costs escalated by less than 4% through FY28, however inflation and a tight labor market may require higher pay increases to remain an employer of choice.
- Operating costs are escalating by 1.5% overall.
The Building Inspection Division operates as a separate enterprise fund established to account for all activities related to enforcing the City’s building inspection regulations. The fund provides for the enforcement and implementation of the Florida Building Code.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- The Tallahassee Fire Department will continue to provide outstanding services to the community at their current staffing level.
- The City and County in FY23 conducted a joint rate study and new rates have been approved for FY24.
- The current collective bargaining agreement between the City and the International Association of Fire Fighters expired at the end of FY23 and negotiations for a new contract are underway. A new agreement will affect personnel costs for future years.
FY25-28
- Personnel costs for the upcoming Fire Station 17 are budgeted beginning in FY25.
The Tallahassee Fire Department (TFD) provides the City of Tallahassee and Leon County with quality fire suppression; specialized hazardous material response; emergency management; facilities security; focused urban search and rescue; dedicated technical rescue; superior vehicle extrication; high-quality emergency medical care; fire safety code compliance review and enforcement; and varied public education services. Beyond Leon County, the department also provides emergency response via mutual aid to communities in the surrounding area. Within TFD, Emergency Medical Technicians (EMTs) are trained in Basic Life Support (BLS) measures for trauma care, cardiac and stroke care, CPR, advanced first aid, childbirth, and basic medication administration. TFD's paramedics are ALS certified and responsible for managing the emergency medical scene according to protocol and directing operations inside the medical transport unit as it travels to the hospital.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- The department will continue to explore expanding its’ solar generation capacity.
- The Electric Utility develops 10-year sales forecast annually to use in the annual budget process.
FY25-28
- The Electric Utility continues to invest in the current electric grid by enhancing funding in tree trimming and systemwide switch inspection and replacement.
- There is also a focus on enhancing transmission reliability and import capability through additional bulk power system interconnections.
- The department continues to look to the future to develop and implement the City’s Clean Energy Plan.
- Continued funding of pilot EV charging stations program and installation of new stations at key locations throughout the City.
The Electric Utility serves over 120,000 customers in a 221-square mile service territory. It is the fourth-largest municipal electric utility in Florida and the 27th-largest of over 2,000 municipal systems in the United States. The utility is comprised of six major divisions: Finance and Administration, Power Delivery, Energy Supply, System Operations, System Compliance, and System Integrated Planning. The Electric Utility develops a 10-year sales forecast annually to use in the annual budget process. This sales forecast is based on a variety of inputs, such as heating and cooling degree days, economic, and population growth, the weather being the most variable driver. As the year progresses, actual sales are used to guide the operational decisions of the utility.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- · The Gas utility continues to receive a high grade from its customers in satisfaction surveys. The Commission passed a new gas-hit-line fine in FY23, with most of the revenue to be used for community education programs. Education and outreach will help prevent future line damage, reducing costs and incidents involving the Utility’s infrastructure.
FY25-28
- The department continues to look to the future to develop and implement the City’s Clean Energy Plan.
- Further implementation of the Utility’s Methane Reduction Program.
The City of Tallahassee's Natural Gas Utility has provided clean, safe, economical and reliable natural gas to residents and businesses in a growing service area since 1956. The utility safely provides natural gas energy through 965 miles of underground gas mains that serve over 34,000 customers in the Leon, Gadsden, and Wakulla County areas. The highly trained staff works to ensure the integrity and dependability of the distribution system, and to assist customers with energy conservation and cost savings through natural gas use.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- Per City Ordinance, and consistent with the parameters of the most recent rate study, water rates were increased by a CPI factor of 5% on October 1, 2023. The total impact to the average residential utility bill (6,000 gallons) equates to $1.24 per month.
- In FY23, operating expenditures were redistributed based on a historical three-year average to accurately reflect anticipated costs. These were recalculated for FY24 to account for inflation and targeted material costs, resulting in an overall 9.9% increase. The utility is scheduled to undertake a rate study in FY24.
- The Renewal, Replacement, and Improvement (RR&I) transfer for the capital improvements of Water infrastructure increased to $6.8 million, up from $6.4 million in FY23.
FY25-28
- Assumptions for rate revenues include modest customer growth of 1%, and CPI set at 3.5% for FY25 and 2.5% from FY26 through FY28.
- Operating expenses are estimated to increase by 2.5% through FY28.
- Commitment to capital investments includes a future borrowing in FY24 and a 5% average increase per year in the RR&I transfer through FY25. Updates to future capital contributions will be addressed in the upcoming rate study.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- Per City Ordinance, and consistent with the most recent rate study parameters, sewer rates were increased by a CPI factor of 5% on October 1, 2023. The total impact to the average residential utility bill (5,000 gallons) equates to $3.01 per month.
- In FY23, operating expenditures were redistributed based on a historical three-year average to accurately reflect anticipated costs. These were recalculated for FY24 to account for inflation and targeted chemical costs, resulting in an overall 12% increase. The utility is scheduled to undertake a rate study in FY24.
- The Renewal, Replacement, and Improvement (RR&I) transfer for the capital improvements of wastewater infrastructure increased to $12.3 million, up from $11.7 million in FY23.
FY25-28
- Assumptions for rate revenues include modest customer growth of 1% and CPI set at 3.5% for FY25 and 2.5% from FY26 through FY28.
- Operating expenses are estimated to increase by 2.5% through FY28.
- Commitment to capital investments includes a future borrowing in FY24 and a 3.3% average increase per year in the RR&I transfer through FY25. Updates to future capital contributions will be addressed in the upcoming rate study.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- Total revenues have increased over the past three years, including a $2.0 million increase in revenue this FY. The increase is primarily due to a return to pre-pandemic airport traffic, including increases in Rental Car and Parking Lot Revenues.
- The airport continues to receive considerable grant funding for capital projects.
- Expenses are set to increase by $2.0 million from FY22 to FY23 due to a rise in overall operational needs and RR&I investments.
- FTE employees have increased by 3 to 57 since FY19.
- Major Capital projects are ongoing at the airport, including the International Processing Facility, Terminal Modernization, Parking Facility improvements, and Taxiway Rehabilitation.
FY25-28
- Planning for future taxiway rehabilitation projects, along with additional facility capital improvements.
- The Tallahassee International Airport (TLH) is well on its way to establishing a new Foreign Trade Zone (FTZ) that will align with the opening of the International Processing Facility, currently slated for completion third quarter 2024. An FTZ is a secure, federally designated location in the United States that is considered to be outside of US Customs territory for tariff purposes. If approved by the U.S. Foreign-Trade Zones Board, TLH’s new Zone will span an eleven (11)-county Service Area between the I-75 corridor and Panama City. FTZs can provide numerous economic benefits and supply chain efficiencies to Zone users. TLH’s new Zone will bolster the region’s manufacturing sector, encourage international commerce, create jobs, stimulate the economy and increase the global competitiveness of the Northwest and North Central Florida Region.
- The Bipartisan Infrastructure Bill estimates the airport to receive roughly $16 million over the next five years (FY23 – FY27).
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- The FY24 budget totals $21.9 million, which is $1.3 million, or 6%, higher than FY23.
- The projected grant fund revenue of $6.9 million is a decrease from last year’s $7.4 million due to the use of one-time grant funding in the prior year.
- Charges for services are estimated to increase by $370,000 in FY24. In FY24, FSU bus contract revenue made up $5.5 million of the projected $6.8 in service charges.
- The transfer from the General Fund increases to $5 million from the prior year’s $3.8 million, and a growth factor has been added to the transfer from Gas Tax funds.
- StarMetro has 143.50 full-time equivalent (FTE) and 54 temporary employees.
FY25-28
- Future budget projections assume a steady annual increase in ridership and fare cash and a steady decrease in Gas Tax revenue.
- Expenses for fixed route and Dial-A-Ride services are expected to increase yearly due to expected salary increases. The cost of fuel is a factor but is challenging to forecast.
- The General Fund contribution will increase to $5 million in FY24, with the option to increase it to $5.8 million in FY25.
- The department will continue to leverage grant funds and work with Fleet Management to purchase electric buses. The target is to make the conversion to electric by 2035.
- StarMetro was awarded $20 million in grant funds to construct the South Side Transit Center (SSTC), with $15 million from the US Department of Transportation, $1 million from the State Legislature, and $1 million from Blueprint. The City’s match is $3 million.
- Blueprint funding of $612,5000 will be used to improve and enhance bus stops each year.
The City has operated StarMetro, a public transit system, since December 1973. StarMetro provides fixed route and special transportation services under the Americans with Disabilities Act (ADA) provisions and serves as the Community Transportation Coordinator (CTC) for Leon County. Public transportation services include weekday cross-town routes as well as university routes. StarMetro also provides individually scheduled per-request (para-transit) transportation to senior, disabled, and low-income customers in Tallahassee and Leon County.
StarMetro heavily relies on personnel to accomplish its mission. StarMetro's primary goal is to meet the community's service needs within budgetary constraints by monitoring on-time performance and ridership levels monthly and quarterly, daily and weekly staffing levels.
StarMetro's vehicles and facilities comply with rules and regulations in the State of Florida Uniform Traffic Control Laws, Florida Administrative Code, Federal Motor Vehicle Safety Standards, and the Federal Transit Administration Policies and Procedures.
StarMetro regularly uses grant funds for capital projects and operating expenses. A combination of CARES Act, American Rescue Plan, Urbanized Area Formula Grants, and FL Department of Transportation (FDOT) grants have provided funding for services in recent years. StarMetro will continue to leverage grant funding opportunities to maintain high-quality transit services.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- • The fund is self-sustaining, with monthly service charges paying for services.
- • Solid Waste rates are reviewed every three to four years to ensure cost recovery over the planning period. A rate study was conducted in FY23, which culminated in the City Commission approving a new schedule of solid waste fees for FY24. Residential rates for solid waste collection have increased by the Consumer Price Index, while commercial rates have increased by 8.31%.
FY25-28
- Revenues should steadily increase over the next four years due to the rate increase
- Expenditures are projected at an escalator of 1.5% for FY25-28
- Personnel costs escalated by less than 2% through FY28, however inflation and a tight labor market may require higher pay increases to remain an employer of choice.
As part of the Community Beautification and Waste Management Department, the Solid Waste Fund provides garbage, recyclable materials, bulk, and yard waste collection for all residential customers citywide, and garbage and recyclable materials collections for commercial customers. Currently, the City serves 51,572 residential, 25,308 commercial, and 1,835 commercial recycling service points.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- Operating revenues and expenses were adjusted by CPI at 6.5% for FY24 and included a $3.8 million transfer to the Stormwater Renewal, Replacement, and Improvement (RR&I) Fund.
- In FY23, operating expenditures were redistributed based on a historical three-year average to reflect anticipated costs more accurately. These were recalculated for FY24 to account for inflation and targeted costs, resulting in an 11.2% increase.
- The Stormwater On-Site Mitigation Loan Program was increased by $150,000.
FY25-28
- Assumptions for rate revenues include modest customer growth of 1% and CPI set at 3.5% for FY25 and 2.5% from FY26 through FY28.
- Operating expenses are estimated to increase by 2.5% through FY28.
- Emphasis on maximizing the RR&I transfer through reducing operating expenses will continue to be monitored each year.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY27 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- In FY24, the Golf Department will continue to provide outstanding services to the community at their current staffing level.
- Revenues are expected to increase slightly in FY24 due to an increase in membership rates and greens fees.
- Total expenditures at Hilaman are also expected to be slightly higher in FY24 due to the consistent amount of rounds played and the increase in cost of goods.
- Golf course management plans to remodel the driving range at Hilaman in FY24.
FY25-28
- With an increase in rates. steady revenue growth is expected over the next four years.
See additional views of FY24 budget in OpenGov
See additional detail of the Five-Year Fund Pro Formas.
Estimated revenues and expenditures for FY24-FY28 generally reflect revenue projections and current expenditure levels escalated by a CPI factor and indicate how expected trends applied to current estimates will shape future budget planning.
Budget Highlights
FY24
- Staff continues to monitor the Perpetual Care Trust Fund (PCTF) drawdown by tracking maintenance costs, evaluating the current inventory of burial spaces, and engaging in a burial plot buyback program to provide additional spaces to replenish the trust fund.
FY25-28
- Subject to estimates of future sales of grave spaces and maintenance expenditures, it is projected that the PCTF will be funded through FY29.
3.1 Financial Schedules
This section contains links to the OpenGov transparency portal that the City of Tallahassee uses to share
financial and budgetary information. The strength of the platform lies in the power of the viewer to see
the budget from any
angle. Select the links below as starting points.
3.2 Fund and Reserve Balances
Click here for the Capital Fund Balance Report
Click here for the Schedule of Reserves
Fund |
FY23 Amended
Budget |
FY23 Actual
Revenue |
FY23 Actual
Expense |
FY23 Actual
Variance |
Year-End Closing Action |
General |
$184,212,672 |
$183,338,111 |
$(182,720,745) |
$617,366 |
Transfer to Deficiencies Fund per policy |
Building
Inspections |
4,605,680 |
5,315,827 |
(4,648,056) |
667,771 |
Transfer to Building Inspection Reserve Fund 121 per State Law. |
|
Fire |
55,639,515 |
54,861,845 |
(53,120,134) |
1,741,711 |
Transfer to Fire Operating Reserves per policy. |
Electric |
318,425,773 |
320,777,288 |
(320,777,288) |
- |
No action. |
Gas |
31,796,493 |
31,768,011 |
(27,642,278) |
4,125,733 |
Transfer to Gas Operating Reserve and Gas RR&I per policy. * |
Water |
45,809,545 |
48,164,195 |
(45,571,700) |
2,592,495 |
Transfer to Water Operating Reserve and Water RR&I per policy. * |
Sewer |
81,947,490 |
86,310,837 |
(86,308,145) |
2,692 |
Transfer to Sewer Operating Reserve per policy. * |
Aviation |
16,216,838 |
17,937,073 |
(17,937,073) |
- |
No action. |
StarMetro |
20,439,340 |
19,040,519 |
(19,040,519) |
- |
No action. |
Solid Waste |
32,617,700 |
34,406,446 |
(34,178,999) |
227,447 |
Transfer to Solid Waste Operating Reserve per policy. |
Stormwater |
20,975,730 |
21,574,708 |
(20,492,157) |
1,082,556 |
Transfer to Stormwater RR&I per policy. * |
Golf |
1,273,494 |
1,540,863 |
(1,389,818) |
151,045 |
Transfer to Golf RR&I per policy. |
Cemetery |
373,721 |
180,515 |
(459,193) |
(278,678) |
Transfer from Cemetary Perpetual Care Trust Fund per policy. * |
Donations |
93,656 |
138,301 |
(75,585) |
62,716 |
Transfer to Donations per policy. |
* Tansfers to RR&I provide funding for infrastructure investment
FY23 Closeout Statements by Fund
The final closeout statement for each fund is presented below with information on service levels, year-end amendments for balancing, and further monitoring for FY24.
General Fund
The General Fund ends FY23 at $183.3 million with a surplus of $617,366. This positive financial result reflects the Commission’s leadership, the strength of the management team, and City employees’ dedication to providing high-quality services within the resources available. These results also serve objective 3D in the City’s Strategic Plan, “Maintain the City’s strong financial standing and fiscal stewardship practices.” Per City Policy, the surplus will be transferred in to the Deficiencies Fund.
The General Fund funds 23 different service departments, and the two largest are the Tallahassee Police Department ($65.3 million) and Parks and Recreation ($28.8 million). These two departments comprise 52% of the General Fund. Other services in the General Fund include public infrastructure planning and engineering, community beautification and right-of-way maintenance, growth management, comprehensive planning, housing, community resilience, and others that support the community and the organization. Transfers from the General Fund for debt payments, capital project funding, and contributions to StarMetro, the Consolidated Dispatch Agency (CDA), and Community Redevelopment Funds (CRAs) total $35.8 million, 19.6% of the total budget. The budget closeout statement for the General fund is shown below:
General Fund Revenues
American Rescue Plan Act (ARPA)
On March 11, 2021, the American Rescue Plan Act (ARPA) was signed into law. It included $45.6 billion for eligible cities to respond to the COVID-19 emergency. ARPA provided federal funding to eligible cities to offset revenue loss in FY20 and the ongoing revenue loss resulting from the gap between pre-COVID revenue levels and anticipated growth and reduced post-COVID levels and growth. The U.S. Treasury issued guidance for expending these funds on May 10, and the City Commission approved a spending plan for the funds on May 19.
In FY23, $5.1 million in ARPA revenue loss funds were budgeted in the General Fund, and the final $6.7 million for the General Fund is budgeted in FY24.
In addition to funding for lost revenues, ARPA funds are providing $18 million over the next two years to address Commission priorities, including Affordable Housing, Community Resilience, homelessness, food insecurity, and small business support for those communities hardest hit by the economic impacts of COVID-19.
The following highlights results for other significant revenues in the General Fund:
- Property Taxes (Ad Valorem) - Due to the ability of property owners to receive a discount on their taxes if they pay early, the City budgets 95% of the total tax levy to allow for the resulting revenue reduction. The City collected $1.4 million more than budgeted in FY23. At $57.9 million, property taxes (Ad Valorem) support 31.6% of the General Fund Budget.
- Contributions from Utilities were received as budgeted and, at $50.5 million, funded 27.5% of the General Fund budget. Each year, the contributions from utilities are escalated by CPI.
- Public Service Taxes - At $25.7 million, Public Service Taxes make up 14% of General Fund revenues. In FY23, they exceeded budget estimates by $871,527 at year-end.
- State of Florida Revenue Sharing and Florida Half-Cent Sales Tax revenues combined exceeded estimates by $2.4 million, reflecting higher growth than anticipated. Estimates for State Revenue Sharing and Florida ½ Cent Sales tax will move from reflecting the final impacts of COVID to establishing the “new normal”, allowing more confidence in trend data for future projections.
- Charges for Services revenues totaled $12.5 million in FY23, which includes $4.5 million in parks and recreation fees, $2.7 million in traffic and right-of-way maintenance agreements, $2.4 million in parking fees, and $1.3 million from Animal Services fees.
Overall, actual revenues in FY23 for the General Fund were below estimates by 0.5%, reflecting confidence in the methods and projections used to establish future budgets.
General Fund Expenses
Throughout FY23, inflationary pressures on the General Fund, such as the cost of fuel and ongoing supply chain issues, were closely monitored. Due to responsive operational decisions from City departments throughout FY23, the General Fund ended the year with expenses below budget and balanced with revenues at year-end.
StarMetro
The City has operated StarMetro, a public transit system, since December 1973. StarMetro provides fixed routes and special transportation services under the Americans with Disabilities Act (ADA) provisions and serves as the Community Transportation Coordinator (CTC) for Leon County. Its services include 14 crosstown routes, eight university routes for FSU, student ridership programs for FAMU, TCC, and K-12 Leon County students, and paratransit.
The StarMetro Fund for FY23 ended balanced at $19 million. Charges for Services totaled $6.3 million, which included $4.9 million from contracts with Florida State University and Florida Agricultural and Mechanical University. Approximately $4.3 million in grant funding was utilized to absorb operational expenses.
Building Inspection
The Building Inspection Fund for FY23 is balanced at $5.3 million without the use of reserves. Instead, the year-end surplus of $667,771 will be transferred to the fund reserve.
The City's Growth Management Department is responsible for enforcing the building codes through review of building plans, permitting, and the inspection process. Specific actions include: ensuring that planned construction is in compliance with applicable codes, authorizing utility connections and issuing certificates of occupancy, providing centralized intake and coordination of all permit applications, and administering contractor licensing regulations and enforcing the rooming house ordinance.
As a self-balancing fund, reserves are maintained in the Building Inspection Fund to provide for the variability of building activity. In FY23, permit and review fees increased per Resolution 22-R-25 to ensure full recovery of costs as budgeted. Starting in FY24, fees were to increase annually by the Consumer Price Index. However, Florida Senate Bill 250, which was signed into law in June 2023, prevents local governments located in areas designated in the FEMA disaster declarations for Hurricane Ian and Hurricane Nicole from raising building inspection fees past their current rates until October 1, 2024. As building permitting is variable due to economic impacts over time and legislative changes, the Building Fund will continue to balance recovery of costs and building fund reserves to deliver services in FY24.
Fire
The Tallahassee Fire Department (TFD) provides the City of Tallahassee and Leon County with quality fire suppression; specialized hazardous material response; emergency management; facilities security; focused urban search and rescue; dedicated technical rescue; superior vehicle extrication; high-quality emergency medical care; fire safety code compliance review and enforcement; and varied public education services. Beyond Leon County, the department also provides emergency response via mutual aid to communities in the surrounding area.
Within TFD, Emergency Medical Technicians (EMTs) are trained in Basic Life Support (BLS) measures for trauma care, cardiac and stroke care, CPR, advanced first aid, childbirth, and basic medication administration. TFD's Paramedics are ALS certified and responsible for managing the emergency medical scene according to protocol and directing operations inside of the medical transport unit as it travels to the hospital.
The Fire Operating Fund ended FY23 with a surplus of $1.74 million. A surplus was anticipated per the most recent rate study. With City Commission approval, the surplus will be transferred to Fire Operating Reserves, and the fund will end the year balanced.
Electric & Gas Utility
Electric
The Electric Utility serves over 120,000 customers in a 221-square-mile service territory. It is the fourth-largest municipal electric utility in Florida and the 27th-largest of over 2,000 municipal systems in the United States. The utility comprises six major divisions: Financial and Administrative Services, Power Delivery, Energy Supply, System Operations, System Compliance, and System Integrated Planning. The Electric Utility develops a 10-year sales forecast annually to use in the annual budget process. This sales forecast is based on various inputs, such as heating and cooling days and economic and population growth, the weather being the most variable driver. As the year progresses, actual sales are used to guide the operational decisions of the utility.
Mild weather, especially during the spring, reduced retail demand below the forecast. The Electric Utility fuel hedging program saved Electric customers over $15 million in fuel costs during the fiscal year. Hurricane Idalia caused over 36,000 outages to Utility customers in late August, with most power restored within 36 hours thanks to efforts from staff and mutual aid. The storm will have had little fiscal impact on the FY23 closeout.
Gas
Since 1956, the City of Tallahassee's Gas Utility has provided clean, safe, economical, and reliable natural gas to residents and businesses in our growing service area. The Gas Utility supplies natural gas through 965 miles of underground gas mains, which serve over 34,000 service points in Leon, Gadsden, and Wakulla counties.
The Gas utility continues to receive a high grade from its customers in satisfaction surveys. The Commission passed a new gas-hit-line fine in FY23, with most of the revenue to be used for community education programs. Education and outreach will help prevent future line damage, reducing costs and incidents involving the Utility’s infrastructure.
Mild weather during FY23 had a minor impact on sales, with consumption less than projected. However, careful management of operating expenses kept the Gas Utility under its established budget. At year-end, revenues exceeded expenditures, with the excess retained in the Gas RR&I Fund for future investments in Gas infrastructure per Financing the Government Policy 224.
Underground Utilities
Water Fund
The City's water system currently services over 88,000 connections with approximately 9 billion gallons of water per year. This around-the-clock operation employs 27 water wells and treatment facilities, eight elevated storage tanks, 7,370 fire hydrants, and 1,245 miles of water distribution pipes.
The Water Fund for FY23 is balanced at $48.2 million with the requested action to transfer the surplus of $2.6 million first to the Water Operating Reserve for $467,725 and the remaining $2.1 million to Water’s RR&I fund. Operating reserve funds are established to account for variability and ensure the utility can meet its General Fund contribution. The rate study completed in FY21 anticipated budget assumptions to balance revenue requirements with a multi-year plan, replenish reserves, and stay within the parameters of the rate study.
Sewer Fund
The City’s Wastewater Utility is responsible for collecting, treating, and recycling wastewater and for treating commercially pumped sewage. As part of the City’s commitment to protecting the environment, treatment processes utilized at the Thomas P. Smith (TPS) Advanced Water Reclamation Facility result in effluent that meets and exceeds regulatory requirements. On average, the sewer system collects and treats more than 17.2 million gallons per day.
The Sewer Fund for FY23 is balanced at $86.3 million with the requested action to transfer the surplus of $2,692 to operating reserves per policy.
Stormwater
The Stormwater Utility serves approximately 77,000 residential customers and 6,000 non-residential customers through operational activities and the design and construction of drainage facilities infrastructure. This includes capital project oversight, maintenance of drainage infrastructure such as retention ponds and drainage outfalls, monitoring of lakes and groundwater, and raising public awareness of the environmental impacts of pollution, such as the Think About Personal Pollution (TAPP) program.
The Stormwater Fund for FY23 is balanced at $21.6 million with the requested action to transfer the surplus of $1.1 million to the capital Renewal, Replacement, & Improvement (RR&I). Revenue collections for stormwater fees exceeded the forecast by 4.2%. Expenditures were also 2.3% lower than forecasted.
Aviation
The Aviation Fund supports all six Aviation Department divisions and services that support the Airport and its operations. The Airport Fund is self-supporting and requires no support from the general government. Revenue sources for the Airport include airline charges, airport parking, rental car concessions, retail and dining concessions, and the rental of leased property. The key drivers are enplanements, deplanements, and aircraft operations. As part of the City's five-year strategic plan, Tallahassee International Airport is constructing the International Processing Facility. This is a critical project in the City’s Five-Year Strategic Plan to enhance and modernize infrastructure to enable capacity for continued growth and increase the Airport’s annual economic impact to $1 billion. The Aviation Fund is balanced at $17,937,073. Surplus revenue funds were transferred to Airport RR&I fund and Airline Revenue Sharing in accordance with the Airline Use and Lease Agreements implemented in FY23.
Solid Waste Fund
The Solid Waste Fund provides garbage, recyclable materials, bulk, and yard waste collection for all residential customers citywide, and garbage and recyclable materials collections for commercial customers. Currently, the City serves 78,715 service points - 51,572 residential, 25,308 commercial, and 1,835 commercial recycling.
As shown in the closeout summary below, the Solid Waste Fund at FY23 year-end is balanced at $34.4 million. The year-end surplus of $227,447 will be transferred to the Solid Waste Operating Reserve per Financing the Government Policy 224.
In July 2023, the City was notified that Leon County transfer station tipping fees would be increasing by $8.71 per ton in FY24 and another $3.75 per ton, along with fuel surcharge and CPI adjustments, in FY25. In September 2023, the City Commission approved a new schedule of solid waste fees for FY2024 in order to balance revenues with the expected cost of service. The City’s Solid Waste residential rates have increased by CPI for FY2024, while commercial rates have increased by 8.31%.
Golf
The Golf Fund supports Hilaman Golf Course, which offers a community-wide golf experience through daily rounds, driving range use, charity events, tournaments, and more. Hilaman also has a Pro Shop, restaurant, and outdoor deck area that provide a well-rounded experience. Course operations are led by a General Manager and three full-time staff members. In addition, Hilaman employs over two dozen part-time employees who help with various day-to-day operations.
Rounds played and membership fees remain the drivers of fund revenue, while the driving range usage also increased. Memberships rose slightly from the end of FY22, while the number of rounds played in FY23 continued to increase compared to the previous years. Driving range revenues continued to be a constant revenue source through FY23. Overall, the Golf Fund saw a 2% increase in revenue in the past year.
The Golf Fund is balanced at $1,540,863 million with a surplus of $151,045. Staff is recommending City Commission approval to transfer the $151,045 balance to RR&I for future capital projects.
Cemetery
At FY23 year-end, the Cemetery Fund is balanced at $459,193, with the use A sum of $278,678 was drawn from the Cemetery Perpetual Care Trust Fund to achieve this balance.
Staff continues to monitor the drawdown of the Perpetual Care Trust Fund (PCTF) by tracking maintenance costs, evaluating the current inventory of burial spaces, and engaging in a burial plot buyback program to provide additional spaces and help replenish the trust fund. Subject to estimates of future sales of grave spaces and maintenance expenditures, it is projected that the PCTF will be funded through FY29.
3.3 Revenues
The City has hundreds of different sources of revenue, but there are 27 specific types that account for over 80% of the organizations proceeds. The Revenue Analysis describes them, explains how they are budgeted, and reviews the current trends.
Click here to review the Revenue Analysis.
3.4 Long-range Financial Plans
This section directly connects the financial sections of the strategic plan and addresses other financial issues with a long-term outlook.
Click the objectives or initiatives below to monitor these plans progress.
- Target 1-A-6: Invest $25 million through 2024 in stormwater capacity enhancements to improve water quality and mitigate flooding in the urban service area.
- Target 3-D-1: Percent of general employee pension funded. 90%
- Target 3-D-2: Percent increase of annual grant awards. 5%
- Initiative 3-D-1: Maintain a fully funded deficiency fund in accordance with City policy.
- Initiative 3-D-2: Maintain best-in-class municipal “AA” Bond rating.
- Target 4-C-3: Invest $44.9 million in the enhancement and maintenance of the potable water system over the next five years.
The goal of this legislation was to ensure that Floridians make a “living wage.” The Massachusetts Institute of Technology’s Living Wage Calculator shows that, for the state of Florida, the “living wage” for a household with one adult and no children is $17.72 an hour in 2023, a significant increase from the past few years.
The City Commission approved a minimum living wage of $12 per hour in Fiscal Year 2018 for all full-time employees. The City Commission expanded the application in Fiscal Year 2019 to include OPS employees (those who work more than 30 hours a week on average and are eligible for health care coverage).
In 2020, over 60% of Florida voters approved a ballot initiative to gradually raise the minimum wage. In 2021, the wage was set at $10 per hour. This minimum wage will increase by $1 annually until 2026 when it reaches $15 per hour. Currently, as of September 2023, the statewide minimum wage is $12 an hour.
For the second year in a row, Tallahassee’s City Commission approved increasing the minimum living wage to $16 per hour for all permanent and OPS employees for the Fiscal Year 2024.
As state law, market conditions, and cost of living continue to change, the City will adapt its approach to maintain a high standard of living for its employees.
Healthcare benefits are essential to providing a competitive compensation package to attract and retain employees. Healthcare costs for employees are currently split by the employer and employee, with the City covering an average of 80% of the expenses for general employee plans. This 80/20 split is a change phased in from the 70/30 split in FY20. This adjustment has “protected” employees from rising healthcare costs, saving an average of $976, $499, and $54 annually for Family, Employee +1, and Employee Only health plans since FY21.
Employees also received an increase in Flexbucks in FY22 of 9% or $177 annually to $2,145. Flexbucks are a monetary allowance that can be used towards healthcare contributions or adjacent voluntary benefits such as dental, vision, and life insurance. Employees will continue to receive $2,145 of FlexBucks in FY24.
FY2023 BUDGET OVERVIEW 4.0
CAPITAL AND DEBT
4.1 Capital Improvement Plan
The FY24 - FY28 Capital Improvement Plan includes a total of 197 projects over the 5 year span adding up to $1,090,562,979. With the successful adoption of the FY24 operating and FY24 - FY28 Capital budgets in September 2023, the FY24 appropriated amount includes 153 projects totaling $253,088,742. Some highlights of the current Capital Improvement Plan include the Southside Transit Center, Senior Center and the Southside Triangle Water and Sewer Infrastructure. Click here to review the Capital Improvement Plan.
Capital Improvement Plan and Budget Process
Capital expenditures are related to the building, purchase, or maintenance of fixed assets that belong to the City of Tallahassee. Fixed assets have a useful life of more than one year and, to be included in the five-year capital budget, generally have a value of $50,000 or more. Other, smaller capital items are included in the department's operating budget as a capital outlay.
The City uses capital budgeting to ensure the proper maintenance and investment in its infrastructure. In selecting projects to fund, departments evaluate the impact of the project in achieving strategic objectives in the identified priorities: economic development, impact on poverty, organizational effectiveness, public infrastructure, public safety, and public trust. The development of the capital improvement plan (CIP) is continuous as departmental project managers evaluate the timeline of each project and maximize the use of available funding throughout each year. Each year the five-year capital plan is updated and adopted by the Commission along with the operating budget.
Department staff, Resource Management, and the Treasurer-Clerk’s office collaborate on funding for capital needs using a combination of cash and debt as appropriate within policy and credit rating standards.
In a typical year, Resource Management presents an initial capital budget with the proposed operating budget to the Commission to receive input from the community and feedback from the Commission.
Impact of Capital Investments on Operating Budget
Operating budgets supply the funding for capital expenditures. Multi-year capital financing plans are implemented to spread the cost of these projects over their useful life, financing them with annual transfers for debt service on capital or utility bonds as well as transfers to Repair, Replace and Improve (RR&I) funds. To see department budgeted RR&I transfers, click here. This allows operating funds to adjust for the cost of capital financing incrementally from year to year, matching the flow of revenues to capital expenses.
4.2 Funding Sources
for the Capital Budget
The City’s debt policy identifies debt-financing goals the City seeks to achieve. It provides targets rather than requirements and applies to all debt issued by the City of Tallahassee. The policy also addresses debt structure, debt issuance, debt refunding, debt targets, and other topics.
Bond Proceeds are funds received through bond revenue to pay for water, wastewater, electric, gas, and general government capital infrastructure projects. Bond proceeds in this year’s capital improvement plan include:
- Airport debt
- Bank loans
- 2018 Bonds
- 2018 Consolidated Utility Services Bonds (CUSB)
- Future Consolidated Utility Services Bonds (CUSB)
- Future bonds for public infrastructure.
General Government is funding received from the general fund, sales tax, gas tax, and intergovernmental funding with Leon County. These sources fund general government capital improvements including public infrastructure, public safety, technology advancements, and traffic infrastructure. General Government funding sources used in this year’s capital improvement plan include:
- Gas Tax
- 2020 Sales Tax
- Interlocal Allocations
- Transfers from the General Fund (GGCPA)
- Prior year’s balances for in the Government Capital Improvement Fund
Special Fundsderive from various sources including internal service capital funds, charges for services dedicated for capital improvements, proceeds from sales, accounts receivable funds, and reserves. Special funds used in this year’s capital improvement plan include:
- 800 MHz Fund
- Aviation facility charges and investment funds
- Electric Accounts Receivable
- Energy Conservation Fund
- Fire Construction Fund
- Fleet Reserve Fund
- Water and Sewer System Charges
- Solid Waste Reserve
- Traffic Project A/R Fund
- Utility Services Construction Fund
- Water A/R Project Fund
- Interlocal Allocations.
Renewal, Replacement, & Improvement (RR&I) funding is cash received from each department’s operating budget that is dedicated for capital improvements. Undesignated balances are accumulated through balances in closed projects, unprogrammed RR&I funding and interest earnings. Those RR&I funding sources used in this year’s budget include RR&I funding from originating from a variety of operating funds:
- Airport
- Electric
- Internal Service Funds
- Gas
- Sewer
- Stormwater
- Water utilities
State Funds include grant funding from State organizations that provide additional support to community initiatives. The following funding sources are dedicated to projects in this year’s capital improvement plan:
- Community Development Block Grant
- Florida Department of Transportation grants
Federal Funds include grant funding from Federal organizations that provide additional support to community initiatives.
- Federal Aviation Administration
- American Rescue Plan Revenue Loss
- Federal Transit Administration
- Hazard Mitigation Grant Program
4.3 Debt Goals and Targets
While the City does not have formal or legal debt limits, it does have goals and targets to ensure that it maintains a AA rating from credit reviewers.
- Maintain sufficiently high bond ratings to assure access to affordable credit and low-borrowing costs
- Ensure intergenerational equity by amortizing debt within the expected useful life of a project or asset
- Coordinate the City’s capital improvement program with its debt management policy to develop a coherent, long-term financing plan for the City’s capital funding needs
- Maintain flexibility for the future financial needs of the City
The City will monitor and report debt ratios annually and at the time of each debt issuance, and strive to structure debt to meet the following targets:
Targets for liquidity, operating margins and debt burden
General Fund
Liquidity: Spendable General Fund Balance of 15% of General Fund expenditures.
Debt Service as a % of Expenditures/Coverage Ratio: Net Debt Service to be less than 10% of General Fund Expenditures
Debt Burden: Debt as a % of Full Market Value in less than 2%
Consolidated Utility System
Liquidity: 150 days cash on hand
Debt Service as a % of Expenditures/Coverage Ratio: Debt Service Coverage of 1.50x or higher
Debt Burden: Debt as a % of Capital Assets less than 50%
Energy System
Liquidity: 210 days cash on hand
Debt Service as a % of Expenditures/Coverage Ratio: Debt Service Coverage of 2.0x or higher
Debt Burden: Debt as a % of Capital Assets less than 60%
Targets for the structure of the City’s debt portfolio at the time of issuance
General Fund
Average Life (Range): 10 - 15 years
Viable Rate (VR): 20%*
Rolling Medium Term Notes (RMTN): 20%*
Combined (VR/RMTN): 30%*
Consolidated Utility System
Average Life (Range): 15 - 20 years
Viable Rate (VR): 25%
Rolling Medium Term Notes (RMTN): 30%cccc Combined (VR/RMTN): 40%
Energy System
Average Life (Range): 15 - 20 years
Viable Rate (VR): 25%
Rolling Medium Term Notes (RMTN): 30%
Combined (VR/RMTN): 40%
*The City shall not exceed the greater of these percentages or $50 million individually for Viable Rate and Rolling Medium Term notes and $90 million combined for Viable Rate and Medium Term Notes at the time of issuance.
Renewal, Replacement, & Improvement (RR&I) funding is cash received from each department’s operating budget that is dedicated for capital improvements. Undesignated balances are accumulated through balances in closed projects, unprogrammed RR&I funding and interest earnings. Those RR&I funding sources used in this year’s budget include RR&I funding originating from a variety of operating funds:
- Airport
- Electric
- Internal Service Funds
- Gas
- Sewer
- Stormwater
- Water utilities
- Golf
4.4 Bond Ratings Report Card, Maturity Schedules, and Debt Service
Debt service is funding used to pay interest on outstanding bonds and pay the principal on maturing bonds. The impact of debt on the current budget can be seen through the City’s debt service.
Click here to review debt service by fund in OpenGov.
The City of Tallahassee proudly maintains its AA bond rating from credit agencies. Review the report card below and hover the cursor over the “Hover Here…” section to learn more about each issuance and see maturity schedules.
FY2023 BUDGET OVERVIEW 5.0
DEPARTMENTAL INFORMATION
5.1 Position Summary
The City is committed to investing in its greatest asset: its employees. City employees are relentlessly focused on achieving our mission to be the national leader in delivering public services and implementing efforts for key elements of the five-year strategic plan.
The FY24 budget includes a workforce of 2,980.75 full-time equivalent (FTE) employees. This is an increase of 26.25 FTEs from FY23. In the Police Department, 22.00 new FTEs have been added as new police officers for the FY24 budget. 2.00 of these FTEs will be stationed at the airport. 3.00 FTEs are being added in the Aviation Department, which includes two OPS positions being converted to FTEs and the creation of 1.00 new FTE. 1.00 new FTE is being created in the Office of Inspector General for an investigator position. A 0.75 FTE position was adjusted to 1.00 FTE in Ethics, approved February 2023.
5.3 Performance Dashboard
Click here to review the City’s performance dashboard. This page demonstrates progress towards the strategic plan’s objectives.
FY2023 BUDGET OVERVIEW 6.0
APPENDIX
GFOA Budget Award
The City of Tallahassee was awarded the Distinguished Budget Presentation Award by the Government Finance Officers Association of the United States and Canada (GFOA) for the fiscal year 2023 budget, which is the 37th year the City of Tallahassee has received this award.
This award represents a significant achievement by the City. It reflects the commitment of the governing body, management, and staff to meeting the highest principles of governmental budgeting.
The City had to satisfy nationally recognized guidelines for effective budget presentation to receive the budget award. These guidelines assess how well an entity's budget serves as:
- a policy document
- a financial plan
- an operations guide
- a communications device
The budget presentation must be rated "proficient" in all four categories and the fourteen mandatory criteria within those categories to receive the award.
Special Thanks
Office of Economic Vitality
Office of Communications
6.1 Definitions
ACCRUAL BASIS - A basis of accounting in which transactions are recognized when they are incurred, as opposed to when cash is received or spent.
AD VALOREM TAXES - Taxes levied on both real and personal property according to the property's valuation and the tax rate.
ADVERTISING - Costs for legal advertisements, posters, publication of public notices, resolutions, ordinances, and bid invitations.
APPROPRIATION - A legal authorization to incur obligations and make specific expenditures.
AVAILABLE (UNDESIGNATED) FUND BALANCE - This refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year.
BAD DEBT - The estimated amount of accounts owed to the City (receivables) that will not be collected during the year. Bad Debt includes utility accounts, accident damage repair accounts, and other miscellaneous account receivables deemed uncollectible.
BALANCED BUDGET- The revenues must equal the expenditures. Florida Statute 166 reads, “The amount available from taxation and other sources, including balances brought forward from prior fiscal years, must equal the total appropriations for expenditures and reserves."
BOND - Evidence of the local government's obligation to repay a specified principal amount on a future maturity date, plus interest. Bonds are issued to obtain money for capital projects. Revenue bonds pledge a particular source of revenue usually generated by the new asset as the means of repayment.
BOND REFERENDUM - The process by which voters approve or disapprove a proposed general obligation bond issue.
BOND REFINANCING - The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.
BOND RESOLUTION - The document by which the local government authorizes the sale of bonds.
BUDGET - The formal allocation of resources (dollars) to various programs with the intent of performing a service.
BUDGETARY BASIS - The basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
BUDGET CALENDAR - The schedule of key dates the City follows in preparing and adopting the budget.
CAPITAL ASSETS - Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.
CAPITAL BUDGET - The appropriation of bonds or operating revenue for improvements to facilities and other infrastructure.
CAPITAL IMPROVEMENTS (Capital Projects) - Expenditures related to the acquisition, expansion, or rehabilitation of an element of the government's physical plant, sometimes referred to as infrastructure.
CAPITAL IMPROVEMENTS PLAN (CIP) - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long-term needs.
CAPITAL OUTLAY - Fixed assets that have a value of $750 or more and have a useful economic life of more than one year or assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset.
CAPITALIZED OVERHEAD - Charges assessed to capital projects for administrative and labor-related services.
CAPITALIZED WAGES – Direct salaries or wages of city employees, which are paid from funds appropriated in the capital budget.
CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased.
CITY CONTINGENCY - Amount budgeted to meet unexpected operating expenditures during the current year.
COST OF GOODS SOLD (COGS) FUEL STORES - Fuel purchased by the city garage and then resold by the City for use in the city fleet.
COST OF GOODS SOLD (COGS) MATERIALS STORES - The cost of materials and supplies that the City resells. This includes articles for resale by the city garage parts division, the city warehouse, and golf courses.
COST OF GOODS SOLD (COGS) NATURAL GAS – In the Cost of Goods Sold account, the City records the cost of natural gas purchased by the City electric department to generate electricity and natural gas sold by the gas utility department to gas customers.
COLLECTIVE BARGAINING AGREEMENT - A legal contract between the City and representatives of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, working conditions, salary, fringe benefits, and matters affecting the health and safety of employees).
CONSUMER PRICE INDEX (CPI) - A statistical description of price levels provided by the U.S. Department of Labor. The index measures the increase in the cost of living (i.e., economic inflation).
CONTRACTUAL SERVICES - Services rendered to the City by private firms, individuals, or other governmental agencies. Examples include maintenance agreements and professional consulting services.
CURRENT SERVICE LEVEL (CSL) - A level of service which is the same as the current year.
DEBT SERVICE - The amount of money needed to 1) pay interest on outstanding bonds, 2) pay the principal on maturing bonds, and 3) make contributions to a sinking fund for term bonds. Debt service is calculated on a fiscal year basis.
DEDICATED TAX - A tax levied to support a specific government program or purpose.
DEFICIT - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.
DEPARTMENT – An organizational unit of government that is functionally unique in its delivery of services.
DEPRECIATION - Expiration in the service life of capital assets attributable to wear and tear, deterioration, the action of the physical elements, inadequacy, or obsolescence.
EMPLOYEE BENEFITS - Costs incurred by the City for pension, health insurance, and other employee benefits.
ENCUMBRANCE - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND - A fund established for services that are predominantly self-supported by user fees and charges.
EQUIPMENT SUPPLIES - The cost of materials and supplies used in the operation of machinery and equipment.
EXPENDITURE - The payment of cash or the transfer of property or services to acquire goods or services or settle a loss.
EXPENSE - Charges incurred (whether paid immediately or to be paid at a later date) for operations, maintenance, interest, or other charges.
FISCAL YEAR - Twelve months designated as an organization's operating year for accounting and budgeting purposes. The fiscal year for the City of Tallahassee is from October 1 through September 30.
FULL-TIME EQUIVALENT (FTE) - A method of measuring the number of authorized employees based on a full-time equivalent of 2,080 hours per year.
FUND - A fiscal/accounting entity established to accomplish specific objectives and activities. Examples include the debt service fund, capital projects funds, and special assessment funds.
FUND BALANCE - The excess of a fund's assets over its liabilities, reserves, and carryover.
GENERAL GOVERNMENT CAPITAL IMPROVEMENT FUND (GG/CIF) – Undesignated capital funding that serves as a contingency for all capital funding sources in the general government.
GENERAL GOVERNMENT CAPITAL PROJECT ACCOUNT (GG/CPA) – Funding from the general fund operating budget to support governmental capital projects.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) - Uniform minimum standards for financial accounting and recording encompassing the conventions, rules, and procedures that define accepted accounting principles.
GENERAL FUND - The fund used to finance all non-enterprise operations of local government.
GOAL - A statement of broad direction, purpose, or intent based on the community's needs. A goal is general and timeless. Glossary of Key Terms
GRANT - A contribution by a government or other organization to support a particular function. Grants may be classified as operational or capital, depending upon the intended usage of the grant proceeds.
INCREASED SERVICE LEVEL (ISL) - A change in service delivery that exceeds the current level of service.
INDIRECT COST - A cost necessary for the organization's functioning as a whole that cannot be directly assigned to one service.
INFRASTRUCTURE - The physical assets of a government (e.g., streets, waterworks, sewer lines, public buildings, and parks).
IN LIEU OF TAXES - Income received by local governments to compensate for the loss of revenue from a tax-exempt property.
INSURANCE - Costs associated with workers’ compensation claims, including administration and medical costs, dishonesty bonds, and property and casualty insurance premiums.
INTER-FUND TRANSFER - Legally authorized transfers from a fund receiving revenue to a fund through which resources are to be expended.
INTEREST EXPENSE - Cost of utilizing borrowed funds (long-term debt).
INTERGOVERNMENTAL REVENUE OR SHARED REVENUE - Tax/fee money collected by one level of government and distributed to another level of government.
INTERNAL SERVICE FUNDS - Funds established to distribute costs to user departments for administrative services provided by another unit of government, such as data processing or insurance funded from a central pool.
INTRA-FUND TRANSFER - Legally authorized transfers within a fund.
LEVY - To impose taxes for the support of government activities.
LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance.
MILLAGE RATE - The rate in mills (1 mill = 1/1000 of a dollar or .001) at which property is taxed.
MISSION STATEMENT - A formal summary of the aims and values of a company or organization.
OBJECTIVE - A specific/quantifiable statement of what the City, a department, or a unit expects to accomplish in a fiscal year.
OFFICE EQUIPMENT - Furniture, fixtures, and equipment with an initial cost of $750 or more.
OPERATING REVENUE - Funds received by the City as income to pay for ongoing operations, including taxes, fees, interest earnings, and grant revenues.
OPERATING EXPENSES - The cost of personnel, materials, and equipment required for a department to function.
ORDINANCE - Legislation enacted by the City Commission, which has the full force and effect of law within the municipal boundaries.
ORGANIZATIONAL CHART - A graphic representation of the structure of an organization, showing the relationships of the positions or jobs within it.
OTHER SALARY ADJUSTMENTS - Items of employee compensation that are not directly related to the regular or overtime hours worked.
OVERTIME - Compensation to eligible employees for hours worked beyond 40 hours within a specific workweek.
PAY-AS-YOU-GO BASIS - A term used to describe a financial policy by which capital projects (infrastructure) are financed from current revenues rather than through borrowing.
PENSION CURRENT – The City’s contribution to an employee pension plan for participating employees.
PENSION MATCHED ANNUITY PENSION PLAN (MAPP) - City contribution to the employee-matched annuity pension plan for participating employees.
PER CAPITA COST - Cost per unit of the population to provide a particular service in the community.
PERFORMANCE INDICATORS - Specific quantitative and qualitative measures of work planned by specific departments or programs.
PERFORMANCE MEASURE - Data collected to determine how effectively or efficiently a program achieves its objectives (performance indicators).
PRIOR-YEAR ENCUMBRANCES - Unpaid, legally binding obligations from previous fiscal years in the form of purchase orders, contracts, or salary commitments, which are chargeable to a prior appropriation and for which a part of that appropriation is reserved.
PRO-FORMA - The financial assumptions or projections for the 14 operating funds.
PROGRAM - A collection of activities directed at accomplishing similar objectives.
PROGRAM PERFORMANCE BUDGET - A method of budgeting whereby the services provided to the residents are broken down into identifiable service or performance units, and funding is appropriated for a given level of service.
PROPERTY TAX - An ad valorem tax based on the fair market value of real property (land and buildings) and personal property (business equipment). The county property appraiser determines fair market or "just" value as of January 1 of each year under F.S. Chapter 193.
REDUCED SERVICE LEVEL (RSL) – The reduction of the services provided by a unit of government.
REPAIRS, REPLACEMENTS & IMPROVEMENTS (RR&I) - The portion of the cost of fixed assets (excluding land) charged as an expense during a particular period due to expiration in service life, attributable to wear and tear through use and lapse of time, obsolescence, inadequacy, or other physical or functional cause.
RESERVE - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.
RESERVE TRANSFER - Those payments are necessary to meet the current requirements for reserve funds adequately.
RESOLUTION - A special or temporary order of a legislative body that requires less legal formality than an ordinance or statute.
REVENUE - Money that flows into the local government. Revenue is recurring if it is received each fiscal year (e.g., sales taxes and property taxes) and nonrecurring if it is received irregularly (e.g., federal and state grants). The four main types of local revenue are taxes, user fees, licenses and permits, and intergovernmental revenue.
ROLLED-BACK MILLAGE RATE - A tax rate at which, applied to the current year’s tax base, will bring in the same amount of taxes as levied the prior year. Newly construction or other real property added to the preceding year‘s tax roll excluded.
SALARIES AND WAGES - Regular weekly and monthly compensation for work performed as defined by the personnel pay scale for position classifications.
SERVICE LEVEL - Services or products that comprise a given program's actual or expected output.
SOCIAL SECURITY - City contribution to employee Social Security for participating employees.
SPECIAL ASSESSMENT - A tax on property owners who receive a benefit not received by all other taxpayers.
SPECIAL REVENUE FUND - Special revenue funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects.
SUPPLEMENTAL APPROPRIATION - An additional appropriation made by the governing body after the budget year has started.
TAX BASE - The total taxable value of property within the local government's legal boundaries.
TAX ROLL - The master list of the assessed value of all taxable property within the government's jurisdiction. The list is certified to all local taxing authorities by the property appraiser by July 1 of each year.
TAXABLE VALUE - The assessed value of real property after exemptions are deducted.
TAXES - Compulsory charges levied by a government to finance services for the common benefit of the people.
TEMPORARY WAGES - Seasonal or temporary employees' compensation computed on hourly or monthly rates.
TERM BONDS - Bonds that comprise all or part of a particular bond issue that come due in a single maturity.
TRAVEL AND TRAINING - The cost of attending meetings, conferences, short conferences, etc.
TRUST FUND - A fund established to collect and distribute monies for a specific function or operation.
UNCLASSIFIED EQUIPMENT - New equipment not otherwise classified, including air conditioners, traffic signals, field stripers, water fountains, etc. This includes all tangible personal property to be purchased, with a value of $1,000 or more. As with all capital equipment, this equipment is subject to inventory control.
UNCLASSIFIED PROFESSIONAL FEES - The cost of personnel service under-expressed or implied contracts to individuals, companies, or corporations engaged as contractors to perform a specific professional or expert service for the City.
UNCLASSIFIED SUPPLIES - Consumable materials and supplies used in conjunction with projects or operations not explicitly classified.
6.2 Commonly Used Abbreviations
AHAP Affordable Housing Assistance Program
CAD Computer Aided Dispatch
CDA Consolidated Dispatch Agency
CDBG Community Development Block Grant
CHSP Community Human Service Partnership
CIP Capital Improvement Plan
CIS Customer Information System
COCA Council on Culture and Arts
COPS Community-Oriented Policing Services
CPI Consumer Price Index
CRA Community Redevelopment Agency
CUSB Consolidated Utility System Bond
DEP Department of Environmental Protection
DIA Downtown Improvement Authority
DRI Development of Regional Impact
EAP Employee Assistance Program
EEO Equal Employment Opportunity
EOC Emergency Operations Center
ERU Equivalent Residential Unit
EWD Equity and Workforce Development
FAA Federal Aviation Authority
FAMU Florida Agricultural and Mechanical University
FDEP Florida Department of Environmental Protection
FDOT Florida Department of Transportation
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FHWA Federal Highway Administration
FSU Florida State University
FTA Federal Transportation Administration
FTE Full-time Equivalent
GASB Governmental Accounting Standards Board
GF General Fund
GG/CIF General Government/Capital Improvement Fund
GG/CPA General Government/Capital Projects Account
GIS Geographic Information Systems
HOME Home Investment Partnership Program
HUD Housing and Urban Development
IAFF International Association of Firefighters
IRP Integrated Resource Planning
ISO Insurance Service Office
ISS Information Systems Services
JARC Juvenile Assessment Receiving Center
KWH Kilowatt Hour
LLEB Local Law Enforcement Block Grant
MAPP Matched Annuity Pension Plan
MGD Million Gallons Daily
MSA Metropolitan Statistical Area
MW Megawatt
MWBE Minority and Women Business Enterprise
NPDES National Pollution Discharge Elimination System
OEV Office of Economic Vitality
PASS Pedestrian and Street Safety
PBA Police Benevolent Association
PETS Permit Enforcement Tracking System
PLACE Planning, Land Management & Community Enhancement
PSC Public Service Commission
PUD Planned Unit Development
RFP Request for Proposal
RR&I Repairs, Replacements, and Improvements
SCADA System Control and Data Acquisition
SHIP State Housing Initiative Plan
SPRP Stormwater Pollution Reduction Program
TCC Tallahassee Community College
6.4 Online Budget Feedback
Thank you for reading the City of Tallahassee’s budget. To foster its continuous improvement, please complete a short survey to provide some feedback. Click here to complete the survey.
6.5 Form of Government
The City of Tallahassee uses the council-manager form of government with a “leadership mayor”.
The mayor's role includes presiding at city commission meetings, serving as the ceremonial head of the government, serving as the official head of the City for civil processes, and executing legal documents. The mayor is also considered the political leader of the government and is involved in dialogues and negotiations with county, state, and federal officials. Tallahassee's mayor is not considered a "strong mayor" because the position has no veto power and represents only one vote on the city commission.
The mayor and city commission serve as the governing body of the City. They set broad policies and goals and establish the City’s Strategic. They also establish goals, approve the annual budget and approve tax rates. The mayor and city commissioners each serve four-year terms. The terms of office are staggered, with elections held in even-numbered years (two seats during Presidential election cycles, and two others - plus the mayor - in mid-term election cycles).
Regular city commission meetings are typically held twice a month to conduct city business and provide citizens with an opportunity to participate in the government process. In addition, the commission meets for workshops on specific issues. The city commission also appoints four officers to administer the duties of the city.
Four officers, appointed by the city commission, handle the administration of the City: city manager, treasurer-clerk, city attorney, and inspector general. The city manager oversees most City departments and administers the daily operation of the City. The treasurer-clerk administers records, taxation, and the City treasury. The city attorney serves as the City's legal advisor, prepares contracts, and represents the City in legal issues. The auditor reviews the policies, procedures, and accounting of City operations.
- City Manager Reese Goad
- Inspector General Dennis R. Sutton
- Treasurer-Clerk James Cooke, IV
- Interim City Attorney Amy Toman
The independent Ethics Board was created in accordance with voters' approval of a City Charter amendment during the November, 2014 general election. Approval of the referendum created a 7-member Board comprised of 5 seats designated for appointment by local entities including the City Commission, Public Defender, State Attorney for the Second Judicial Circuit, President of Florida State University, and President of Florida A & M University. The referendum required these initial 5 Board members to select two additional members to bring the Board to a full complement of 7 members.
The independent Ethics Board and Ethics Officer provide ethical oversight of the City’s elected and appointed officials. Click here to visit their website.
6.6 Supplemental Demographic and Economic Information
This section offers additional information and visualizations related to the City’s community. It also describes economic trends that impact the City’s budget. For more information on these trends, please visit the Tallahassee-Leon County Office of Economic Vitality’s website.
The Tallahassee Metropolitan Statistical Area (MSA) is used frequently, which includes all of Gadsden, Jefferson, Leon and Wakulla counties. The City serves as an urban hub to these areas and many in outside communities work and shop within the City’s limits.
The example graph below shows the growth of median sales price of homes in Tallahassee, Leon County, and the State of Florida.
Educational Attainment
Tallahassee citizens are some of the most educated in the State of Florida. In 2018, 48% of its citizens had a bachelor’s degree or higher compared to 29% for the State as a whole.
Explore the most recent data and interactive views.
Population by Age
The City boasts a large student population with 20 to 24 year-old residents representing the largest 4-year age group. With the areas around the universities resembling college towns, the student populations impact the City’s statistics from poverty to homeownership.
Explore the most recent data and interactive views.
Electric Service Points
The City’s electric utility serves more customers each year, which represents both growing revenues and costs for the Electric Fund. Regular spikes in the early fall are likely due to students moving in and out of properties in those months.
Explore the most recent data and interactive views.
Tallahassee Airport Passengers
The Tallahassee International Airport continues to serve as a catalyst for economic development in the region. Passenger traffic has recovered to reach pre-pandemic numbers and the airport continues to see a consistent amount of cargo enplaned and deplaned.
Explore the most recent data and interactive views.
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