City of Clayton, Ohio

City of Clayton, Ohio

2013 Budget

City of Clayton, Ohio

Principal Officials September 20, 2012

Elected

Mayor.......................................................................................................... Joyce Deitering

Vice-Mayor .......................................................................................................Tim Gorman

Council.............................................................................................................Robert Peters

Council....................................................................................................... Ray A. Slone, Jr.

Council..................................................................................................Kenneth C. Henning

Council..............................................................................................................Greg Merkle

Council..................................................................................................................Bev Smith

Appointed

City Manager ........................................................................................David W. Rowlands

Assistant City Manager..............................................................................Debbie L. Manns

Director of Finance .................................................................... Kevin A. Schweitzer, CPA

Clerk of Council ..............................................................................................Barbara Seim

Law Director .............................................................................................Robert E. Portune

Director of Economic Development ................................................................ Gwen Eberly

Director of Community Services ............................................................ Joseph Klosterman

Director of Public Safety ............................................................................ Richard C. Rose

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TABLE OF CONTENTS

Page Distinguished Budget Presentation Award .......................................................................... i City of Clayton Officials..................................................................................................... ii Table of Contents ...................................................................................................iii Tables and Figures ............................................................................................................. vi CITY OVERVIEW

Budget Message ...................................................................................................... 1-1 Goals and Action Plan ............................................................................................ 1-6 Financial Policies .................................................................................................... 1-9 Clayton, City in Brief............................................................................................ 1-14 Organizational Chart............................................................................................. 1-16 Statistics and Demographics ................................................................................. 1-17

BUDGET OVERVIEW Personnel Allocations ............................................................................................. 2-1 Action Plan and the 2013 Budget ........................................................................... 2-5 Overview of the 2013 Budget ................................................................................. 2-6 Major Revenues – Trends and Assumptions for 2013............................................ 2-9 Major Operating Funds – Purposes and Resources .............................................. 2-11 2013 All Funds Budget Summary ........................................................................ 2-13 Personnel Costs – Salary and Benefits.................................................................. 2-14 Operating and Capital Budget............................................................................... 2-16 2013 Fund Summaries .......................................................................................... 2-17 2013 Aggregate Revenue and Expenditure Projections........................................ 2-18

GENERAL FUND 2013 BUDGET General Fund Revenue Sources ....................................................................................... 3-1 General Fund Expenditures.............................................................................................. 3-3

City Manager’s Office ................................................................................... 3-5 Finance Department ....................................................................................... 3-6 Economic Development................................................................................. 3-7 General Fund Summary .......................................................................................... 3-9 General Fund Summary of Revenues .......................................................... 3-10 General Fund Summary of Expenditures..................................................... 3-12 Emergency Fund Summary................................................................................... 3-14

Summary of Revenues and Summary of Expenditures .................................. 3-15

SPECIAL REVENUE FUNDS 2013 BUDGETS Special Revenue Fund Descriptions and Expenditure Summary .................................... 4-1

Police Fund ............................................................................................................. 4-4 Fund Summary.................................................................................................. 4-6 Summary of Revenues ...................................................................................... 4-7 Summary of Expenditures................................................................................. 4-8

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TABLE OF CONTENTS

SPECIAL REVENUE FUNDS 2013 BUDGETS (continued) Drug Law Enforcement Fund Summary................................................................. 4-9 Law Enforcement Trust Fund Summary............................................................... 4-10 Summary of Revenues and Summary of Expenditures .................................. 4-11 Fire and EMS Fund............................................................................................... 4-12 Fire Fund Summary ........................................................................................ 4-14 Summary of Revenues .................................................................................... 4-15 Summary of Expenditures............................................................................... 4-16 EMS Fund Summary....................................................................................... 4-17 Summary of Revenues .................................................................................... 4-18 Summary of Expenditures............................................................................... 4-19 Service Fund ......................................................................................................... 4-20 Fund Summary................................................................................................ 4-22 Summary of Revenues .................................................................................... 4-23 Summary of Expenditures............................................................................... 4-24 State Highway Fund Summary ............................................................................. 4-25 Summary of Revenues and Summary of Expenditures .................................. 4-26 Permissive Motor Vehicle License Tax Fund Summary ...................................... 4-27 Summary of Revenues and Summary of Expenditures .................................. 4-28 Street Lights Fund Summary ................................................................................ 4-29 Summary of Revenues and Summary of Expenditures .................................. 4-30 Cemetery Fund Summary ..................................................................................... 4-31 Summary of Revenues and Summary of Expenditures .................................. 4-32 Special Revenue Capital Improvement Project Debt Service Detail.................... 4-33 Special Revenue Debt Amortization Schedule ..................................................... 4-34 Tax Increment Financing Fund Summary ............................................................ 4-36 Summary of Revenues and Summary of Expenditures .................................. 4-37 Tax Increment Financing Towne Center Fund Summary..................................... 4-38 Summary of Revenues and Summary of Expenditures .................................. 4-39 Joint Economic Development District (JEDD) Fund Summary........................... 4-40 Summary of Revenues and Summary of Expenditures .................................. 4-41 FEMA Fund Summary.......................................................................................... 4-42 Federal Stimulus ................................................................................................... 4-43 DEBT SERVICE FUND 2013 BUDGET

Debt Service Fund Description........................................................................................ 5-1 Capital Improvement Projects Debt Service Detail ................................................ 5-2 Amortization Schedules .................................................................................... 5-4 Bond Retirement Fund Summary ........................................................................... 5-6 Summary of Revenues and Summary of Expenditures .................................... 5-7

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TABLE OF CONTENTS

CAPITAL PROJECT FUNDS 2013 BUDGETS Capital Project Fund Descriptions and Expenditure Summary ....................................... 6-1 2010 Capital Improvement Project Details............................................................. 6-3 Amortization Schedules ........................................................................................ 6-14 Capital Improvement Project Fund Summary ...................................................... 6-17 Summary of Revenues .................................................................................... 6-18 Summary of Expenditures............................................................................... 6-19 Asset Replacement Fund Summary ...................................................................... 6-20 ENTERPRISE FUNDS 2013 BUDGETS Enterprise Fund Descriptions and Expenditure Summary............................................... 7-1 Water Fund.............................................................................................................. 7-2 Fund Summary.................................................................................................. 7-3 Summary of Revenues and Summary of Expenditures .................................... 7-4 Sewer Fund Summary............................................................................................. 7-5 Sewer Construction Fund Summary ....................................................................... 7-6 AGENCY FUND 2013 BUDGET Agency Fund Description and Expenditure Summary .................................................... 8-1 Impact Fee Fund Summary..................................................................................... 8-2 Summary of Revenues and Summary of Expenditures .................................... 8-3 Janice Paulus Fire Victim Trust Fund Summary .................................................... 8-4 JEDD Tax Fund Summary...................................................................................... 8-5 Fire Trust Fund Summary....................................................................................... 8-6 Agency Fund Summary .......................................................................................... 8-7 GLOSSARY.................................................................................................................... 9-1

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TABLES AND FIGURES

Table Figure Title Page 1.1 2012 Budgeted expenditures....................................................................... 1-3 1.2 2012 Budgeted revenues ............................................................................. 1-4 1.3 Organizational Chart................................................................................. 1-16 2.1 Full-time positions year 2011 ..................................................................... 2-3 2.2 Full-time positions 2007-2011.................................................................... 2-4 2.3 2012 Budgeted revenue sources.................................................................. 2-9 2.4 Major revenue sources .............................................................................. 2-10 3.1 General Fund revenue sources 2010........................................................... 3-1 3.1 General Fund sources of revenue trend by source ...................................... 3-2 3.2 Montgomery County property tax distribution........................................... 3-2 3.3 City of Clayton tax distribution .................................................................. 3-2 3.2 General fund expenditures by category ...................................................... 3-3 3.4 General fund expenditures .......................................................................... 3-3 3.5 General fund five year comparison of revenues and expenditures ............. 3-4 3.6 General fund budget versus actual comparison revenues And expenditures .................................................................................... 3-4 4.1 Special Revenue expenditures .................................................................... 4-1 4.1 Special Revenue expenditures .................................................................... 4-2 4.2 Special Revenue expenditure comparison .................................................. 4-3 5.1 Debt Service expenditures .......................................................................... 5-1 5.2 Debt Service payments ............................................................................... 5-1 6.1 Capital Projects expenditures ..................................................................... 6-1 6.1 Capital Projects expenditures ..................................................................... 6-2 6.2 Capital Projects expenditures by category.................................................. 6-2 6.3 Capital Projects revenue ............................................................................. 6-2 7.1 Enterprise fund expenditures ...................................................................... 7-1 7.1 Enterprise fund expenditures ...................................................................... 7-1 8.1 Agency fund expenditures .......................................................................... 8-1 8.1 Agency fund revenues and expenditures .................................................... 8-1

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City Overview

2013 Budget

September 20, 2012 Dear Honorable Mayor, City Council members: Many governmental entities are having severe budget problems because of their inability to adjust expenditures to their current revenue levels. We at the City of Clayton have been able to minimize this problem. Our sound fiscal management has allowed us to stay flexible and adapt to the changing economic environment. Our careful strategic planning in years past has ensured we do not need to rely on borrowing and questionable accounting techniques. Staff budgeted only for income we have by adjusting operations to fit accordingly. It is this practice that has enabled us to produce a balanced budget without the use of reserve funds. Due to sound fiscal management, we have been able to adjust to the constantly changing fiscal climate. Balancing this new fiscal year budget was accomplished through a continual examination of our expenditures over the last fiscal year and making the appropriate changes. During the past year the City did have some good news.

• The opening of Caterpillar Logistics’ new distribution facility which created 500 jobs achieved that level in September.

• New commercial activity along the State Route 49 corridor.

• Income tax collection increased 21.8% from 2011 through September of 2012. This is

mainly due Caterpillar increasing the workforce.

• Numerous new local businesses opened along Main Street. With the uncertain financial horizon the employees have created a working group entitled Team Innovation. The group is using the following tag lines “Dare to be Great, Dare to be Powerful Beyond Measure” and “Clayton – Where Innovation Happens.” This group of employees has been tasked to develop realistic plans for the items listed below.

• Discuss changing work hours to provide better access to our residents and businesses; • Use of technology - Facebook, Twitter, You Tube; • Discuss how to provide services in a more effective manner; • Identify opportunities to make improvements to our services and programs and overall

organizational effectiveness; • Identify areas where other departments can assist one another; • Asking and answering the question Clayton will be; and

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• Asking and answering the question what conditions are needed so great people can do great work?

It is in times like these that great ideas and great things happen. I look forward to working with each of you in continuing to move Clayton ahead. The proposed 2013 Budget includes reductions of revenues caused by the recessionary trends experienced in Ohio as well as the nation and related reduction in expenditures. Some of the more significant items of this nature include:

• Property taxes collected by the City will see a decrease in 2013. This is a result of property values continuing to remain low and more residents falling behind on their property tax liability. The General fund will see a $16,500 reduction in anticipated property tax revenue while the Police fund is expecting a 1.1% decrease. The Fire and EMS funds which service the Fire department will experience a 7.2% decrease in 2013 compared to 2012.

• The biggest reduction in revenues to be projected for the 2013 budget is related to monies

received from the State of Ohio. The State biennial budget reflected a 12.5%, 25% and 12.5% decrease in calendar years 2011, 2012 and 2013, respectively, in the Local Government Fund. The Local Government Fund is a special fund that receives inflows form the State’s sales tax, income tax and corporate franchise tax. Distributions were promised from this fund to municipalities in return for the support of a state tax system. Actual revenues received from the Local Government Fund in 2010 were $260,614. Projected for 2013 is $140.863 in receipts, a 45.9% decrease. As mentioned, another reduction is scheduled for 2013 as well is the termination of the Estate Tax (which had actual revenue of $727,287 in 2011).

• Income tax receipts demonstrate an increase of 5.9% from 2012 budgeted revenues. The

main reason for the increase is related to the first full year of income tax collections from the Caterpillar Logistics new distribution center that opened mid 2011. The number of employees currently is at 600. Even though this increase is projected, offsets for an income tax sharing agreement with Northmont City Schools and required bond payments for infrastructure improvements required to the roadways in the vicinity of the distribution center, the net effect will essentially be zero for the first 2-3 years.

• Personnel costs (salaries, retirement, insurance, etc.) are projected to decrease .2% from

2012. This reduction is due to no increases in wages being budgeted. Health insurance continues to increase at a yearly rate of 15%. This portion of personnel expenses could also be affected by requirements of Health Care Reform Bill 26 which could add to covered individuals and increased premiums. Another factor that will see a decrease is the Workers Compensation contribution which is budgeted at a 14.5% decrease compared to 2012.

• Debt Service expenditures demonstrate a minimal increase when compared to the 2012

budget, 2.2%. This increase is due to several leases maturing and being replaced with new equipment purchases in 2013. Only scheduled debt payments are reflected in the 2012 budget.

• In response to the reduction of revenues and increases of expenditures where noted, the

following actions have been taken to preserve current fund balances 1-2

o No wage increases – Discussions have been undertaken with the collective bargaining

units. All have agreed no increase in 2013. o Reduction of full-time personnel – As employees terminate their employment at the

City, the positions remained unfilled (2 currently) or replaced with part-time personnel (1 individual).

o Deferral of maintenance, non-essential purchases and improvements – The City has

departed from adopted Five-Year Capital Program that was approved in 2008. The main element of this program was a Government Center Master Plan that was created in January 2007 detailing a proposed expansion of the Government Administration Building, Fire Station and Service Garage. The total cost of the Master Plan was estimated at $6,246,722. The expansion has been put on hold. Other items included in the Five-Year Capital Program that have still been adhered to include planned road improvements, equipment and vehicle purchases, and infrastructure projects.

o Review of existing contracts – The City reviewed all contracts that were up for

renewal and those that allowed changes during the contract term. Types of contracts reviewed included property insurance, telephone & data service, facility maintenance, and uniform service. This has aided in the City in determining what contract services are truly needed and to ensure that the best price is obtained for those services.

FISCAL YEAR 2013 MUNICIPAL BUDGET The total 2013 budget for all funds, including interfund transfers, equals $10,193,896.

2013 Budget

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The budgeted revenues for all funds, including interfund transfers, is $9,136,072.

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2013 BUDGETED REVENUE

Fines and Forfeitures, $16,000

Investment Income, $17,060

Other, $9,250

Licenses and Permits, $19,000

Property and Other Local Taxes, $2,802,500

Municipal Income Taxes, $2,649,250

Charges for Services,

$1,188,725 Intergovernmental,

$1,224,287

Transfers-In, $1,210,000

General Fund The General fund is the largest fund with 2013 revenues and expenditures estimated at $3,125,088 and $3,202,060 respectively. Transfers to other funds are budgeted within the General fund. Capital Improvement Fund The ability to maintain and expand current facilities, equipment and services is vital to the quality of life in the City of Clayton. The expenditures planned for 2013 represent the annual street maintenance and planned replacement of a police vehicle, purchase of a new leaf vacuum, and lease payments for equipment previously purchased. The 2013 expenditures correspond with the Five Year Capital Improvement Budget. The main source of revenue for this fund is a portion of the 1.5% levied income tax, supplemented by grant monies when possible. Projects are prioritized by cost, purpose and effect on future plans of the City. The annual street maintenance, by meeting all the criteria, receives first priority. Police Fund The Police Fund 2013 expenditures represent an increase in personnel costs and dispatch services. This reflects the City’s commitment to provide the citizens with a positive, safe environment to live and work. Fire Fund No increase or decrease in personnel is planned for the department. Equipment is being properly maintained as to safeguard the public assets and reduce equipment replacement costs.

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GOALS AND ACTION PLAN The following items are the goals established by City Council. These goals provide a plan for the City to continue the consistent, reliable service to the citizens, providing a safe and secure community as well as aiding in a solid economic development plan for the present and future. Goal #1. Economic Development – Enhance the business and tax base by retaining and

growing existing businesses, recruiting new businesses to industrial areas, and revitalizing existing commercial/retail areas.

Action 1: The Towne Center

• Develop a more extensive financial impact analysis so Council can communicate the City’s investment and Tax Increment Financing commitment to the project.

Action 2: The Commerce Park

• Utilize City’s Economic Development Department in presenting marketing and “packaging” options to potential customers for the 143 acre commerce park. NOTE: This action has been completed due to sale of all 143 acres of the commerce park.

Action 3: Main Street Improvements

• Ensure consistent code enforcement and zoning in the area, and ensure that the Main Street district plan is reasonably comprehensive, including a consistent sign ordinance.

• Develop specific design guidelines for Main Street redevelopment. • Conduct business retention and expansion visits with selected/vulnerable Main

Street businesses. Goal #2. Infrastructure – Establish a long-range plan for infrastructure maintenance and

improvement. Action 1: Water Service

• Continue the role of developers in paying for water extensions to new developments.

Action 2: Road Maintenance

• Articulate design specifications (regarding types and materials) for sidewalks, curbs, gutters, and driveways.

• Improve sidewalk, curb, gutter, and driveway inspections to ensure appropriate material content and quality of the finished product.

Action 3: Thoroughfare Planning

• Add detail to the County’s thoroughfare plan for Clayton, addressing existing and new development areas, and include annual cost estimates for priority thoroughfare improvements.

• Make a recommendation to Council regarding impact fee options that require developers to make roadway improvements.

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GOALS AND ACTION PLAN

Goal #3. Residential Development – Manage and control new residential development.

Action 1: Land Use Plan

• Develop a detailed land use plan for the undeveloped properties east of Hoke Road.

Action 2: Infill Development

• Make a recommendation to Council about how the City can encourage infill development for designated residential areas to avoid leap frog development.

Action 3: Zoning

• Review zoning codes for new developments to ensure that subdivision regulations are well addressed, including requiring underground utilities where feasible.

Goal #4. Existing Neighborhood Improvement – Maintain and revitalize neighborhoods. Action 1: Lending and Financial Institution Relationships

• Recommend possible charter changes that would allow the City to drive banks to move faster to dispose of foreclosed properties and to require maintenance to be done at resale.

Action 2: Inspections

• Involve City personnel in regional initiatives that address uniform rental inspections.

• Continue to improve Code Enforcement activities throughout the City. Goal #5. Municipal Facilities – Plan for municipal facility expansion as needed. Action 1: Administration and Service

• Provide a plan to Council for financing the expansion of municipal facilities at the current location.

Action 2: Parks • Review the overall effectiveness of the existing parks plan and assess park facility

needs too. Goal #6. Organizational Effectiveness – Continuously improve communications to Clayton

citizens. Action 1: Audio/Video

• Ensure that the government access channel is used optimally. • Assess the cost/benefits of auto dialing messages to citizens.

Action 2: Computer Based • Assess the viability of communicating with citizens via email, which will require

the development of a database of citizen emails. • Continue to make the website more user-friendly.

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GOALS AND ACTION PLAN

Goal #7. Regional Cooperation – Continue to identify opportunities for regional cooperation. Action 1: Neighboring Communities

• Continue to establish good rapport with neighboring communities. • Continue to identify and present opportunities to share/cooperate in service

delivery with neighboring communities. Action 2: Joint Cooperation

• Begin to lay the groundwork for developing a shared vision across multiple jurisdictions for Hoke Road as a meaningful cooperation venture.

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FISCAL POLICIES The following policies, which are approved by Council, are those which the City adheres to when performing functions and services. FINANCIAL RESERVE POLICY To maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the City’s creditworthiness as well as its financial position from unforeseeable emergencies, the City will strive to maintain the following minimum balances: General Fund Undesignated Fund Balance – The City shall strive to maintain the General Fund undesignated fund balance at 15 percent of current year budget expenditures and a 5 percent contingency reserve.. After completion of the annual audit, if the undesignated fund balance exceeds 20 percent, the excess must be specifically designated for subsequent year expenditures or transferred to the Capital Projects Fund. Enterprise Funds – In other Enterprise Operating Funds, the City shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. Specifically, in the Water Enterprise Funds, an operating reserve will be established and maintained at approximately 10 percent of the current year’s budget appropriation for operation and maintenance and in the Wastewater Enterprise Fund, an operating reserve will be established and maintained at approximately 5 percent of the current year’s budget appropriation for maintenance and operations. Debt Service Fund – The City shall maintain sufficient reserves in its Debt Service Funds which shall equal or exceed the reserve fund balance required by bond covenants. CAPITAL IMPROVEMENT BUDGET POLICY

• The City will develop a five-year plan for capital improvements (CIP), which shall include the fees associated with design, development, implementation, and operating and maintenance cost.

• The City will make all capital improvements in accordance with an adopted and funded

five year capital improvement plan.

• The City will identify the estimated costs, potential funding sources and projected schedule for each capital project before it is submitted to the City Council for approval.

• The City will coordinate development of the CIP Budget with the development of the

Operating Budget. All costs for professional services needed to implement the CIP will be included in the Operating Budget for the year the CIP is to be implemented.

• Cost tracking for components of the Capital Improvement Program will be implemented

and updated quarterly to ensure project completion within budget and established timelines.

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FISCAL POLICIES INVESTMENT POLICY The City of Clayton invests its temporary pooled idle cash in accordance with its investment policy which was revised in 2007. Investment and cash management will be the responsibility of the Finance Director. The City’s primary investment objective is to achieve a reasonable rate of return while minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered in priority order in determining individual investment placements: 1. Safety – Safety of principal is the foremost objective of the investment program. Investments shall be undertaken in such a manner that seeks to ensure the preservation of capital in the overall portfolio. The objective will be to mitigate credit risk and interest rate risk. 2. Liquidity – The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. This is accomplished by structuring the portfolio so that securities mature concurrent with cash needs to meet anticipated demands. Furthermore, since all possible cash demands cannot be anticipated, the portfolio should consist largely of securities with active secondary or resale markets. 3. Yield – The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. It is the policy of The City of Clayton, Ohio to deposit and invest public funds in a manner which will provide a market return with the preservation and maximum security of invested funds while meeting the daily cash flow needs of the City. The City of Clayton will consolidate cash balances from all funds to maximize investments. Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles. ACCOUNTING, AUDITING AND FINANCIAL REPORTING

• The City’s accounting and financial reporting systems will be maintained in conformity with generally accepted accounting standards as promulgated by the Government Accounting Standards Board and the Financial Accounting Standards Board.

• Full disclosure will be provided in the financial statements and bond representations.

• The City will maintain a good credit rating in the financial community.

• The annual audit will include a report on internal control, including auditor

recommendations and management responses.

• The City will endeavor to submit its CAFR to the Governmental Finance Officer’s Association awards program to insure that its financial reporting meets the highest standards of government accounting.

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FISCAL POLICIES SERVICE LEVEL POLICY Service levels will be provided with the constraints of available resources. Services will be provided only at the most efficient and effective level to meet the needs of local citizens and businesses as determined by the City Council. City financial planning will provide for adequate maintenance and replacement of capital items. BALANCED BUDGET Ohio Revised Code governs the estimation of revenues, adoption of tax levies and appropriation of expenditures. These sections of law aid in the preparation of the 2013 budget. As a result, the 2013 budgeted expenditures do not exceed the estimated revenues and unencumbered fund balances. DEBT POLICY The purpose of this Debt Policy is to ensure that the City’s bonded indebtedness is incurred and administered in a prudent financial manner. A decision to incur bonded indebtedness, also incurs the ongoing annual responsibility for the payment of debt service, annual State and Federal reporting requirements and the obligation to address any problems which may arise for as long as the bonds are still in existence. Short-Term Debt Policy

• Short term debt will be issued for terms of 10 years or less. Enterprise funds should support needed capital improvements on a pay-as-you-go basis to the greatest extent possible. All short-term borrowing will be subject to City Council approval by ordinance or resolution.

• Each request for short term financing will be evaluated based on the extent to which the

improvement extends the useful life of the facility/equipment by greater than five years, the occurrence of an ongoing maintenance commitment to preserve the value of the capital asset, the extent of the propose improvements provide a long term solution to a problem, the amount of debt service reserves required to be established, the amount of fund balances to be maintained, and the extent that financing spreads the cost between present and future users.

Long-Term Debt Policy

• The City will confine long-term borrowing to capital improvements that cannot be financed from current revenues.

• Whenever possible, the City will use special assessment, revenue, or other self-

supporting bonds instead of general obligation bonds.

• The City will have in place a Financing Team including bond counsel, underwriter, and financial advisor to assist the City throughout the year in developing and implementing its long range financial planning.

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FISCAL POLICIES DEBT INSTRUMENTS The City of Clayton’s outstanding debt consists of the following forms of debt instruments. General Obligation Bonds These are bonds secured by the City’s full faith, credit and taxing power. These types of bonds may require a vote by the City’s electorate. The term of the bonds issued are not-to-exceed the useful life of the capital project that is being financed. The bonds are to be sold at Competitive Sale; however, the City reserves the option of pursuing a Negotiated Sale if the proposed financing or the Capital Project is unusual or complex. The overall objective is to obtain the lowest possible interest cost. The City is to remain cognizant of fluctuations in interest rates for the purpose of identifying Refunding opportunities. Enterprise Loans The 2004 Water Line Loan was a project through the City of Dayton that was completed in May, 2004. The loan was issued with a zero percent interest rate and payable from user charges from the Water Department Fund. The City of Dayton calculates a per acre fee based on water availability and bills the City of Clayton on an annual basis, therefore a final payment schedule is not available. The initial term of the agreement is 20 years. At the end of 20 years, any amount outstanding is payable immediately, or the agreement may be renewed for an additional 20 years. The City has an OWDA Loan that had the final transaction occur on September 1, 2009. Therefore, the loan amortization is currently in the process of being finalized. The loan was issued for the construction of sewer system expansion phase I and sewer lines. CURRENT OBLIGATIONS At January 1, 2012, the City of Clayton long-term obligations consisted of: General Obligation Bonds $ 5,338,270 Loans $ 7,629,554 Total $12,967,824 Moody’s Investors Service, a national bond rating service company, has the City of Clayton’s bond issue currently rated at “Aa2” (high quality with very low credit risk).

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FISCAL POLICIES

LIMITATIONS ON DEBT SERVICE Ohio Revised Code §133.05 states the net principal amount of unvoted general obligation debt cannot exceed five and one-half percent (5.5%) of the total value of all property assessed for taxation. The Revised Code also provides that the net principal amount of both voted and unvoted general obligation debt of the City may not exceed ten and on-half percent (10.5%) of the total value of all property assessed for taxation. Self-supporting debt such as special assessment debt, OWDA loans, Ohio Public Works Commission (OPWC) loans and general obligation bonds to be retired with Enterprise Fund revenues are exempt from this limitation. At January 1, 2011, the City’s compliance with the 10.5% and the 5.5% limitations were as follows: Total Assessed Valuation $271,210,290 1) 10.5% Limit $28,477,080 Total Net Amount of City Debt Subject to limitations (5,185,000) Amount Available within the 10.5% limit $23,292,080 2) 5.5% Limit $14,916,566 Total Net Amount of City Debt Subject to limitations (5,185,000) Amount Available within the 5.5% limit $ 9,731,566

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Transportation CITY OF CLAYTON

The City of Clayton encompasses 18.4 square miles with a estimated population of 13,209, created through the merger of Randolph Township and the Village of Clayton in 1998. The City operates under a Council-Manager form of government. The City Council consists of seven members elected from the community to serve staggered four year terms. Three are elected at-large, three from wards and the Mayor is elected at-large. The Council establishes municipal policy, adopts an annual budget, formulates a capital improvement program and approves zoning and subdivision actions, among other duties. The City Manager is responsible for the day-to-day municipal operations and is appointed by Council. Location Strategically positioned half way between Indianapolis, Indiana and Columbus, Ohio adjacent to I-70, one of the most widely traveled interstates in the country. The ‘Crossroads of America’, I-70 and I-75 is less than 6 miles from the City. The community is also served by State Routes 40, 48, and 49. These transportation arteries allow for easy access to one of the nation’s largest overnight highway markets. Within close proximity to Clayton are three international airports: Dayton, Columbus, and Cincinnati. Dayton International Airport is less than 6 miles from Clayton and is an extremely convenient location for the business traveler. Clayton’s location within the nation’s 90-minute air travel market provides access to over two-thirds of the nation’s population and businesses. Recreation The Clayton Metropolitan Area is home to many recreational opportunities. Clayton has three community parks and one of the top metro park systems in the country runs along its borders. The world’s largest outdoor laser light show and water fountain is located within fifteen miles. The Dayton Dragons, Cincinnati Reds Class A affiliate, is located only minutes away in downtown Dayton. Fishing is available along the Stillwater River and the many lakes and ponds within the region. The United States Air Force Museum, the oldest and largest military and aviation museum in the country, features a fascinating collection of both modern and old-fashioned flight apparatus. Performing Arts are available with first class world touring groups and popular community organizations such as Philharmonic Orchestra, Opera, and Ballet ensembles. Four indoor and one outdoor concert venues are also only minutes away from Clayton.

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CITY OF CLAYTON Education The Northmont City School District has been recognized by the State of Ohio as a School of Excellence for the past ten consecutive years, with the last three years being With Distinction. The Miami Valley Career Technology Center (MVCTC), located adjacent to the Clayton Commerce Park, offers numerous opportunities for both high school and adult education and training. The MVCTC works closely with communities and businesses to stay abreast of current needs and is able to develop highly trained dependable employees ready to work for you. The area offers a wide variety of postsecondary educational opportunities. The University of Dayton, Wright State University and Sinclair College are all an easy commute for anyone in Clayton. Health Care Residents in the City of Clayton have access to state-of-the-art medical care at a wide range of hospitals, medical centers and treatment centers. Whether performing the latest procedures, investing in the newest technologies or reaching out to the community with programs and services, area hospitals and medical centers are continually making advancements in the treatment of patients, improving the total health of the community. The top hospitals in the area Miami Valley Hospital (772 beds), Good Samaritan (577 beds) and Kettering Memorial (522 beds) are close in proximity to the City.

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CITY OF CLAYTON ORGANIZATIONAL CHART

Mayor Council

Law Director City Manager

Personnel Administrative Staff

Director of Community Services

Economic Development

DirectorFinance Director

Fire Dept Police Dept Service Dept

Assistant Fire Chief Lieutenant Street Superintendent

Shift Captain Sergeant Maintenance Worker III

Fire Fighter/ Paramedic Patrol Officer Maintenance Worker II

Part Time Part Time Maintenance Worker I

Part Time/Seasonal

Code Enforcement

Assistant to Finance Director

Director of Public Safety

SERVICE DEPARTMENT MISSIONThe Service Department will strive to provide the highest quality

service possible to the City of Clayton. We will strive to provide the highest quality service for all seasonal activities and general

maintenance of both facilities and equipment.

ADMINISTRATIVE OFFICES MISSIONThe administration offices of the City of Clayton will have high standards of excellence in

delivering City services. Tending to public health, safety, morals, comfort, general welfare, and supporting and guiding future City developments. Undertaking this mission to promote economic prosperity and enhanced quality of life to make a difference in our

community for future generations.

Assistant City Manager

Citizens of Clayton

Clerk of Council

Assistant to City Manager

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CITY OF CLAYTON, OHIO MISCELLANEOUS STATISTICS

January 1, 2012 Date of incorporation January 1, 1998 Form of government Council - Manager Area 18.4 square miles Miles of Streets 212 Police protection: Number of stations 1 Number of police officers (full time equivalent) 15.5 Fire protection: Number of stations 3 Number of firefighters (full time equivalent) 20 Zoning permits issued (2011 most current year): Single family residence 1 Multi-family residence 0 Office/business structure 0 Accessory 36 Additions 15 Signs 34 Occupancy 5 Recreation: Community Buildings 2 Number of parks 4 Acres of park area 45.6 Education: Number of school buildings 3 Number of enrolled students 3,194 Source: City of Clayton Finance, City Manager and Zoning Departments, Ohio Department of Education

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CITY OF CLAYTON, OHIO DEMOGRAPHIC STATISTICS

December 31, 2010 Housing and Income City of Clayton Montgomery County State of Ohio Total housing units

5,423

254,501

5,133,528

Total Occupied housing units

5,118

223,673

4,538,555

Owner occupied units

4,240 137,780 3,039,713

Median value/owner occupied

$146,700

$114,000

$129,600

Population 25 years and older

9,106

360,758

9,034,110

Population high school graduate or higher (percent)

96.4%

89.1%

90.7%

Population Bachelor’s degree or higher (percent)

37.1%

24.3%

26.6%

Median family income

$67,033 $54,245 $58,565

Per capita income

$29,728 $24,218 $24,750

Source: 2010 U.S. Census 2010 Census of Employed Residents

Employment

City of Clayton %

Montgomery County %

State of Ohio%

Management and professional 43.9 34.6 34.2 Service 14.7 20.2 18.0 Sales and office 26.1 25.3 24.4 Natural resources, construction, and maintenance 5.4 6.2 7.8 Production, transportation and material moving 9.9 13.7 15.6 Source: 2010 U.S. Census

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CITY OF CLAYTON, OHIO DEMOGRAPHIC STATISTICS

December 31, 2010

Business Data

City of Clayton Montgomery County State of Ohio Business Sector Businesses Employees Businesses Employees Businesses Employees

Manufacturing

0 0 811 34,993 16,237 760,267

Wholesale

7 38 592 8,419 15,332 243,652

Retail

31 465 1,778 27,154 40,075 591,237

Information

1 0-19 243 11,024 4,199 97,360

Real estate, rental and leasing

11

34 576 3,882

10,973 67,048

Professional, scientific and technical services

20

59 1,223 15,154

25,083 228,670

Administrative, support and waste management

19

134 661 20,232

14,208 366,034

Educational services

1

0-19 101 1,330

1,874 16,258

Health care and social assistance

24

208 1,505 47,348

27,965 741,194

Arts, entertainment and recreation

5

75 153 2,819

4,077 65,326

Accommodation and food services

10

189 1,112 22,069

23,959 436,598

Other services 14 100-249 954 6,992 20,349 135,272 Sources: 2007 U.S. Economic Census

Unemployment Percentage Rates Age Range City of Clayton Montgomery County State of Ohio

16 – 19 years 10.2% 30.8% 30.4%20 – 24 years 11.2% 12.7% 16.2%25 – 44 years 7.4% 11.0% 9.8%45 – 54 years 3.3% 10.7% 8.0%55 – 64 years 3.3% 5.7% 7.2%65 – 74 years 1.9% 6.2% 5.9%74 years and over 0% 3.8% 4.2%Sources: 2000 U.S. Census

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Budget Overview

2013 Budget

CITY OF CLAYTON, OHIO PERSONNEL ALLOCATIONS

(Full Time Equivalents) 2009 - 2013

DEPARTMENT 2009 2010 2011 2012 2013 CITY COUNCIL City Council 7 7 7 7 7 City Clerk .5 .5 .5 .5 .5 Law Director .5 .5 .5 .5 .5 Total City Council 8 8 8 8 8 CITY MANAGER’S OFFICE City Manager 1 1 1 1 1 Assistant City Manager 1 1 1 1 1 Assistant to the City Manager 1 1 - - - Office Assistant II 1 1 1 1 1 Total City Manager’s Office 4 4 3 3 3 FINANCE Finance Director 1 1 1 1 1 Assistant to the Finance Director 1 1 1 1 1 Total Finance 2 2 2 2 2 ZONING Community Services Director 1 1 .5 .5 .5 Code Enforcement Officer 1 1 1 1 1 Total Zoning 2 2 1.5 1.5 1.5 ECONOMIC DEVELOPMENT Economic Development Director .5 .5 .5 1 1 Total Economic Development .5 .5 .5 1 1 SERVICE DEPARTMENT Service Director .5 .5 - - - Street Superintendent 1 1 1 1 1 Maintenance Worker III 3 3 2 2 2 Maintenance Worker II 4 4 5 5 5 Part-time Maintenance Worker 2 2 1.5 1.5 1.5 Part-time Janice Ward Maintenance .5 .5 .5 .5 .5 Total for Service 11 11 10 10 10

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CITY OF CLAYTON, OHIO PERSONNEL ALLOCATIONS

(Full Time Equivalents) 2009 - 2013

DEPARTMENT 2009 2010 2011 2012 2013 PUBLIC SAFETY DEPARTMENT Police Division Public Safety Director .5 .5 .5 .5 .5 Lieutenant 1 1 1 1 1 Sergeant 3 3 3 3 3 Detective 1 1 1 1 1 Patrol Officers 11 11 11 8 8 Part-time Detectives .5 .5 .5 - - Part-time Officers 3.5 3 2.5 2.5 2.5 Office Assistant 1 1 1 1 1 Total for Police 21.5 21 20.5 17 17 Fire/EMS Division Public Safety Director .5 .5 .5 .5 .5 Assistant Chief 1 1 1 1 1 Captains 3 3 3 3 3 Paramedic/EMT 3 3 3 3 3 Part-time Personnel 11.5 16 11 13.5 13 Total for Fire 19 23.5 18.5 21 20.5 Total for Public Safety Department 40.5 44.5 39 38 37.5 Total Full-time Equivalent 68 73.5 65 63.5 63 Notes:

• For Year 2009, the position of Economic Development and Service Director is held by one person. • In 2011, the position of Zoning Development and Service Director is held by one person. • The Public Safety Director oversees both the Police and Fire/EMS Divisions. • Part-time personnel counted as .5 employees. • Service Director position unoccupied

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CITY OF CLAYTONFULL-TIME

EQUIVALENT POSITIONS YEAR 2013

Finance, 3.2%

Zoning, 2.4%

Police, 27.0%

Fire/EMS, 32.5%

City Council, 12.7%

City Manager, 4.8%

Economic Development, 1.6%

Service, 15.9%

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CITY OF CLAYTONFULL-TIME EQUIVALENT

POSITIONS2009-2013

0.0

5.0

10.0

15.0

20.0

25.0

City Council City Manager Finance Zoning EconomicDevelopment

Service Police Fire/EMS

20092010201120122013

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THE ACTION PLAN AND THE 2013 BUDGET

BUDGETARY METHOD The City of Clayton cannot provide all the services it would like to offer to our residents as well as acquiring all equipment that is needed to provide the current services. This is due to the limited financial resources of the City. The cost of operating programs (e.g., police, fire, street, parks and cemeteries) along with the cost of capital improvements (e.g., park improvements, street repair, equipment replacement) must be prioritized to provide the best possible service while being financially responsible with public monies.

BUDGETARY TRENDS City revenues, excluding debt proceeds, are projected to decrease 5.8% from 2012. The majority of the decline is the reduction of intergovernmental revenues. The income tax is projected to increase 5.9% from 2012. This projection is based upon the current trend of collections and a full year of collections from the new Caterpillar Logistics Distribution Center. Of the total expenditures, public safety remains the largest segment. The Police and Fire/EMS departments have 19.6% and 15.0% allocated, respectively.

FUND BALANCES The City of Clayton budgets on a cash basis. The fund balances are results of cash receipts and cash disbursements. A Comprehensive Annual Financial Report (CAFR) is prepared each year on a Generally Accepted Accounting Principles (GAAP) basis.

FUNDS AND FUND STRUCTURES The City uses funds to maintain its financial records during the year. Fund accounting is designed to demonstrate legal compliance and to aid management by segregating transactions related to certain City functions or activities. A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts. There are three categories of funds utilized by the City: governmental, proprietary, and fiduciary.

1. Governmental funds are those through which most governmental functions of the City typically are financed. Governmental fund reporting focuses on the sources, uses, and balances of current financial resources. Expendable assets are assigned to the various governmental funds according to the purpose for which they may or must be used. Current liabilities are assigned to the fund from which they will be paid. The difference between governmental fund assets and liabilities is reported as fund balance;

2. Proprietary funds focus on the determination of operating income, changes in net assets, financial position,

and cash flows; 3. Fiduciary fund reporting focuses on net assets and changes in net assets. The fiduciary fund category is

split into private-purpose trust funds and agency funds. The trust fund should be used to report resources held and administered by the City when it is acting in a fiduciary capacity for individuals, private organizations, or other governments. These funds are distinguished by the existence of a trust agreement that affects the degree of management involvement and the length of time that the resources are held. Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of results of operations.

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OVERVIEW OF THE CITY OF CLAYTON 2013 BUDGET

INTRODUCTION The City of Clayton’s annual operating budget is presented as the City of Clayton Budget for Municipal Services for the period beginning January 1, 2013 and ending December 31, 2013. The document contains specific department information and the capital improvement items are described in detail. The appropriations for the many operating activities and capital budgets are based upon estimates of municipal needs for the fiscal year. In order to establish reasonable flexibility in the administration of the budget, the following policies have been adopted. These policies are intended to provide the authority necessary for the City officials to administer the budget during the course of the fiscal year in light of varying conditions which may occur. The City Council has authorized the City Manager to allow each department to retain 25% of their budget savings in order to finance one time items such as training or capital items in the next budget cycle. The remaining 75% of the savings will be placed into the capital improvement fund for future use. BUDGET PROCESS The budget process begins with meetings of key budget team members to informally discuss underlying fiscal policies, goals and objectives of the Council, personal service proposals, material changes in anticipated revenue/income and expenditures/expenses. The process continues with the distribution of a budget request package to all department heads. This package includes general instructions for completing the budget template documents which when completed include proposed expenditures, capital outlays, departmental descriptions, activity accomplishments and future goals, and other budget data. Departmental requests are consolidated and the budget team composed of the City Manager, Assistant City Manager and Finance Director discusses each departmental request with the applicable department head. Adjustments are made as appropriate and required to meet the City Council’s goals and objectives. The next step in the budget process involves preparation of the budget document. The Finance Department prepares the final proposed revenue and expenditure pages for each department covering all funds and other supplemental material. The manager prepares the budget message and narrative. The proposed budget is submitted to the Council by October. Council workshops are held before adoption of the budget. The budget is scheduled for adoption in late November or early December. The City of Clayton uses the cash basis for budgeting in governmental funds. All operating and capital expenses and income are identified in the budgeting process because of the need for appropriation authority. All annual appropriations lapse at year-end. All funds of the City are approved in the budget.

In addition to the 2013 proposed budget, the Five Year Capital Program contains the long-term financial plan and subsequent effect on budgets for capital asset purchases. This separate document is currently in the last year of the five year period of 2008 – 2012.

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BUDGET SCHEDULE The following describe the process in developing the 2013 proposed budget.

EVENT DATES FUNCTION Budget packets distributed to Department Heads

July 6 Provides information, including Council Goals, for Department Heads to utilize for budget preparation

Budgets request submitted to City Manager

July 20 City Manager to comment and recommend changes

Finance Director compiles Budget

July 23 through August 8

Finance Director reviews requests and prepares proper format of budget

Department Director meeting with City Manager and Finance Director

August 8 Discussion of changes to budget that have been made or need to be made

Final Draft Budget to Department Heads

August 27 Provide detailed budgeted amounts for each department

Draft Budget submitted to City Council

September 7 Allows elected officials to review the budget in detail

Certification of Tax Levies to County

September 20 Resolution to authorize the necessary tax levies

Budget Workshop September 13 Allows for discussion, rationale and changes to budget

Adoption of Budget September 20 Allows for public discussion and approval of 2013 Budget

Submission of Appropriation Resolution to County

By December 31 Notification to the County to assure appropriations do not exceed estimated resources

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AMENDMENTS TO THE BUDGET Ohio Revised Code (ORC) §5705.36(A)(2) allows all subdivisions to request increased amended certificates of estimated resources and reduced amended certificates upon determination by the fiscal officer that revenue to be collected will be greater or less than the amount in the official certificate of estimated resources. ORC §5705.36(A)(3) requires obtaining an increased amended certificate from the budget commission if the legislative authority intends to appropriate and expend excess revenue. ORC §5705.36(A)(4) requires obtaining a reduced amended certificate if the amount of the deficiency will reduce available resources below the current level of appropriation. Ohio Rev. Code §5705.40 states any appropriation measure may be amended or supplemented if the entity complies with the same laws used in making the original appropriation. However, no appropriation may be reduced below an amount sufficient to cover all unliquidated and outstanding contracts or obligations against them. Amendments to the Original Appropriations are not reflected in the prior year budgets in order to illustrate comparisons between Original Appropriations for all years presented. BUDGET BASIS The City of Clayton prepares the budget on a cash basis. While reporting financial position and results of operations on the basis of GAAP, the budgetary basis, as provided by law, is based upon accounting for certain transactions on a basis of cash receipts, disbursements and encumbrances. The major differences between the budget basis and the GAAP basis are that:

1. Revenues are recorded when received in cash (budget basis) as opposed to when susceptible to accrual (GAAP basis);

2. Expenditures are recorded when paid in cash (budget basis) as opposed to when the liability is incurred

(GAAP basis);

3. Encumbrances are treated as expenditures (budget basis) rather than as a reservation of fund balance (GAAP basis);

4. Cash is held by an agency fund on behalf of the City on a budget basis and allocated and reported on the

balance sheet (GAAP basis) in the appropriate City funds.

PROPOSED FY 2013 CAPITAL IMPROVEMENT BUDGET The Capital Improvement Budget compliments the operating budget by providing funding for major capital projects, equipment acquisition and debt service. The fiscal year 2013 Capital Improvement Program (CIP) plan includes $950,000 for new equipment and projects and $264,807 in debt service totaling $1,214,807 in funding.

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MAJOR REVENUES – TRENDS AND ASSUMPTIONS FOR 2013 The three major sources of revenue for the City are local income tax, property tax and intergovernmental receipts. Local income tax is projected at a 5.9% increase from 2012. This is based upon a full year of collections from the new Caterpillar Logistics Distribution Center. A full credit for wages taxed in other jurisdictions is given to residents. Real Estate taxes have seen a decline over the past years. The area has seen an increase in foreclosures, resulting in the delinquent real estate taxes increasing. Also, Montgomery County conducted a reappraisal of real property during 2011. The City experienced a 9.73% decrease in property value. Consequently, property and other local taxes are projected to decrease to reflect this reduction. Intergovernmental revenues will decrease by 28.2% in 2013. The principal intergovernmental revenues originate from the State level. These types of receipts are local government funds, inheritance tax and gasoline tax. Local government revenue sharing is being reduced by 50% in total since 2011. Charges for Services will see a decrease of 5% due to the City performing the collection of solid waste internally and reducing the amount of uncollectibles.

2013 BUDGETED REVENUE SOURCES

Fines and Forfeitures0.18%

Investment Income0.19%

Other0.10%

Licenses and Permits0.21%

Charges for Services13.01%

Intergovernmental13.40%

Property and Other Local Taxes

30.68%

Municipal Income Taxes

29.00%

Transfers-In13.24%

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0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

Propert

y and O

ther Loc

al Tax

es

Mun

icipa

l Inco

me Tax

es

Intergo

vernmen

tal

Charges

for Serv

ices

Licenses

and P

ermits

Fines a

nd Forf

eiture

s

Investm

ent In

come

Other

Debt P

roceeds

Advances

-In

Transfe

rs-In

MAJOR REVENUE SOURCES

2010201120122013

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MAJOR OPERATING FUNDS – PURPOSE AND RESOURCES

GENERAL FUND

The General Fund accounts for all financial resources except those required to be accounted for in another fund. The General fund balance is available to the City for any purpose provided it is expended or transferred according to the general laws of Ohio and the Charter of the City. The City of Clayton utilizes the General Fund to account for the following operations:

• City Council • City Manager • Finance • Zoning • Economic Development

The General Fund’s main sources of revenue are: Income Tax Income Tax represents 53% of General Fund receipts. The City’s local income tax of 1.5% is levied on wages, salaries, other compensation and net business profits earned by individuals and business located in the City of Clayton. The General Fund receives 66% of total income tax receipts. Real Estate and other Property Taxes Approximately $500,000 will be received in General Fund property tax revenues in 2013. The monies are generated from a 1.6 mill property tax levied against property owners. Charges for Services The City will receive $743,775 in General Fund charges for services revenues. This type of revenue, consisting of mainly solid waste collection fees, will provide 23.8% of total General Fund revenues. SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of special revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for specified purposes. The City’s largest Special Revenue Funds are the Police Fund, Fire Fund, EMS Fund and Service Fund. Police Fund The Police Fund is used to account for revenue received from a property tax levies, fines and forfeitures, and interest that are expended for the cost of operating the police department. The total millage from a 1981, 1998 and 2008 property tax levies designated for the police department is 7.68 for 2013.

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MAJOR OPERATING FUNDS – PURPOSE AND RESOURCES Fire Fund The Fire Fund is used to account for revenue received from a property tax levy that is expended for the cost of operating the fire department. In 2008, a levy specific to Fire was renewed and increased by the voters at the rate of 3.5 mills. EMS Fund The EMS Fund is used to account for revenue received from a property tax levy and medic run billings that is expended for the cost of operating the EMS department. EMS billing remittances account for 63.1% of total EMS Fund revenues. These revenues are dependent on the number and nature of EMS ambulance runs. Service Fund The Service Fund reports the revenues received for use in maintaining and repairing City streets and parks. State Gas Taxes represent 55.2% and Motor Vehicle License receipts account for 10.4% of total Service Fund revenues.

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All Funds Budget Summary

(A) (B) (A) (B) (B) (A) (B) (B) (B) (B) (B)

Fund Fund Name12 Beginning

Balance 12 Revenue 12 Admendments 12 Resources 12 Expenses 12 Admendments

Estimated 2012 Ending

Balance 13 Revenue 13 Resources 13 Expenses

Estimated 2013 EndingBalance

101 General $3,213,336.38 $3,432,828.00 $2,991.78 $6,649,156.16 $3,214,140.00 $17,990.78 $3,417,025.38 $3,125,088.00 $6,542,113.38 $3,202,060.00 $3,340,053.38150 CIP 633,570.17 888,750.00 679,521.65 $2,201,841.82 1,007,307.10 693,671.65 $500,863.07 858,500.00 1,359,363.07 1,277,307.10 82,055.97 175 Emergency 205,116.75 - - $205,116.75 - - $205,116.75 - 205,116.75 - 205,116.75 201 Police 71,765.19 1,929,250.00 - $2,001,015.19 1,945,215.00 - $55,800.19 1,947,224.00 2,003,024.19 2,000,160.00 2,864.19 225 COPS - - - - - - - - - 226 Drug Law Enforcement 10,784.39 - - $10,784.39 - - $10,784.39 - 10,784.39 - 10,784.39 227 Law Enforcement Trust 13,487.80 1,000.00 - $14,487.80 - - $14,487.80 1,000.00 15,487.80 - 15,487.80 301 Fire 362,569.76 931,050.00 - $1,293,619.76 883,451.00 - $410,168.76 882,050.00 1,292,218.76 883,543.50 408,675.26 325 EMS 170,017.87 593,250.00 - $763,267.87 647,063.00 - $116,204.87 555,000.00 671,204.87 645,045.50 26,159.37 330 Expendable Trust 18,666.00 - $18,666.00 - - $18,666.00 - 18,666.00 - 18,666.00 350 Janice Paulus Fire Victim Trust 10,995.67 250.00 $11,245.67 800.00 - $10,445.67 250.00 10,695.67 800.00 9,895.67 401 Service 39,557.70 877,025.00 9,000.00 $925,582.70 838,949.00 9,000.00 $77,633.70 770,450.00 848,083.70 845,060.00 3,023.70 402 State Highway 244,727.53 42,550.00 - $287,277.53 74,000.00 - $213,277.53 40,550.00 253,827.53 77,850.00 175,977.53 403 PMVLT 97,623.08 110,500.00 - $208,123.08 141,618.00 - $66,505.08 100,500.00 167,005.08 122,644.00 44,361.08 501 Street Lights 27,089.42 45,500.00 - $72,589.42 45,500.00 - $27,089.42 37,500.00 64,589.42 45,500.00 19,089.42 601 Cemetery 23,163.44 1,450.00 - $24,613.44 3,150.00 - $21,463.44 2,000.00 23,463.44 3,150.00 20,313.44 701 SR 48 Improvements - - - - - - - - - 702 TIF 320,482.13 115,000.00 - $435,482.13 151,025.00 4,000.00 $280,457.13 115,000.00 395,457.13 283,025.00 112,432.13 703 JEDD 102,718.43 30,000.00 - $132,718.43 18,500.00 - $114,218.43 30,000.00 144,218.43 18,500.00 125,718.43 704 Hoke Road Phase II - - - - - - - - - 705 FEMA Fund - - - - - - - - - 706 Federal Stimulus Fund - - - - - - - - - 901 Water Enterprise 89,238.25 55,000.00 - $144,238.25 88,697.00 - $55,541.25 65,000.00 120,541.25 103,390.00 17,151.25 902 Water Construction - - - - - - - - 903 Sewer 3,109.00 - $3,109.00 - - $3,109.00 - 3,109.00 - 3,109.00 904 Sewer Construction 56,187.74 - $56,187.74 - - $56,187.74 - 56,187.74 - 56,187.74 933 Debt Service - 336,000.00 - $336,000.00 332,361.00 - $3,639.00 335,000.00 338,639.00 334,098.86 4,540.14 950 Impact Fees 208,052.98 23,847.00 - $231,899.98 21,409.50 84,000.00 $126,490.48 15,000.00 141,490.48 21,409.00 120,081.48 951 TIF Towne Center 198,503.39 90,000.00 10,000.00 $298,503.39 89,381.82 10,000.00 $199,121.57 125,000.00 324,121.57 199,381.82 124,739.75 952 Development Fees - - - - - - - 953 JEDD Tax Fund - 105,010.00 - $105,010.00 105,000.00 - $10.00 105,010.00 105,020.00 105,020.00 - 954 Agency - 25,950.00 - $25,950.00 25,950.00 - 25,950.00 25,950.00 25,950.00 - 977 Asset Replacement 100,000.00 - $100,000.00 - - $100,000.00 - 100,000.00 - 100,000.00

$6,220,763.07 $9,634,210.00 $701,513.43 $16,556,486.50 $9,633,517.42 $818,662.43 $6,104,306.65 $9,136,072.00 $15,240,378.65 $10,193,894.78 $5,046,483.87

(A) - Actual(B) - Estimated

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City of ClaytonPersonnel Costs - Salary and Benefits

Fund Description 2009 Actual 2010 Actual 2011 Actual 2012 Budgeted 2013 Budgeted101 Salaries - Elected Officials $36,000.00 $36,000.00 $35,671.00 $36,000.00 $36,000.00101 Salaries - Supervisors 258,532.00 311,575.00 315,538.00 329,052.00 320,688.00 101 Salaries - Staff 192,944.00 179,445.00 171,583.00 148,346.00 148,575.00 101 Salaries - Part Time 1,887.00 2,043.00 2,009.00 8,100.00 8,100.00 101 Overtime 101.00 - 324.00 2,000.00 2,000.00 101 Medicare 6,972.00 7,338.00 7,604.00 7,424.00 7,473.00 101 Social Security - - - - - 101 OPERS 73,737.00 78,105.00 72,466.00 71,684.00 72,151.00 101 Health Insurance 138,294.00 164,926.00 162,310.00 232,447.00 186,003.00 101 Dental Insurance 8,530.00 9,285.00 9,320.00 11,796.00 8,989.00 101 Life Insurance 3,134.00 2,830.00 3,020.00 3,321.00 3,321.00 101 Car Allowance 12,933.00 13,082.00 13,177.00 13,500.00 13,944.00 101 Flexbank 14,513.00 12,625.00 10,440.00 9,000.00 9,000.00 101 Workers Compensation 13,446.00 23,587.00 14,360.00 13,800.00 11,883.00 101 Workers Compensation Medical Only 8,150.00 7,582.00 - - 8,000.00 101 Unemployment - - - 1,500.00 -

- - - - - 101 Total $769,173.00 $848,423.00 $817,822.00 $887,970.00 $836,127.00

175 Salaries - Supervisors $0.00 $0.00 $0.00 $0.00 $0.00

101 Total $0.00 $0.00 $0.00 $0.00 $0.00

201 Salaries - Supervisors 312,585.00 352,427.00 375,543.00 375,823.00 382,520.00 201 Salaries - Staff 533,030.00 526,035.00 554,720.00 603,307.00 607,000.00 201 Salaries - Part Time 55,919.00 61,599.00 60,555.00 74,189.00 73,108.00 201 Overtime 23,885.00 23,950.00 27,243.00 66,837.00 65,863.00 201 Medicare 13,249.00 13,771.00 14,610.00 16,236.00 16,354.00 201 PERS 96,625.00 106,107.00 96,117.00 87,805.00 87,755.00 201 OH Police & Fire 84,340.00 73,704.00 84,580.00 116,644.00 118,340.00 201 Uniform Allowance 13,144.00 11,778.00 14,661.00 11,200.00 11,200.00 201 Health Insurance 153,465.00 168,772.00 187,275.00 234,927.00 282,073.00 201 Dental Insurance 9,014.00 8,306.00 9,804.00 12,995.00 13,561.00 201 Life Insurance 3,135.00 3,135.00 3,383.00 3,813.00 3,813.00 201 Car Allowance - - - - - 201 Flexbank 4,445.00 2,454.00 4,848.00 5,000.00 5,000.00 201 Workers Compensation 31,864.00 46,705.00 29,266.00 27,000.00 23,634.00 201 Unemployment - - - - -

201 Total $1,334,700.00 $1,398,743.00 $1,462,605.00 $1,635,776.00 $1,690,221.00

301 Salaries - Supervisors $ 73,164.00 $ 145,961.00 $ 150,362.00 $ 150,673.00 $ 153,039.00 301 Salaries - Staff 264,559.00 179,603.00 182,109.00 194,895.00 192,014.50 301 Salaries - Part Time 248,529.00 174,744.00 181,171.00 194,152.00 191,433.50 301 Overtime 27,502.00 23,490.00 19,008.00 31,827.00 31,363.50 301 Medicare 6,379.00 7,252.00 7,409.00 7,195.00 7,124.50 301 Social Security 9,254.00 8,698.00 9,045.00 12,037.50 11,869.00 301 PERS 11,932.00 12,761.00 10,578.00 10,840.00 10,920.00 301 OH Police & Fire 51,782.00 57,874.00 73,142.00 63,203.00 62,614.50 301 Uniforms - - 3,784.00 7,000.00 7,000.00 301 Personal Protection Equipment - - - - - 301 Health Insurance 34,782.00 49,516.00 37,779.00 50,478.50 55,410.50 301 Dental Insurance 3,188.00 3,286.00 1,695.00 3,253.50 3,236.00 301 Life Insurance 884.00 1,080.00 883.00 953.50 953.50 301 Car Allowance 2,400.00 2,400.00 - - - 301 Workers Compensation 11,728.00 18,285.00 20,596.00 11,000.00 10,622.00 301 Unemployment - - - - -

301 Total $746,083.00 $684,950.00 $697,561.00 $737,508.00 $737,600.50

2-14

Fund Description 2009 Budgeted 2010 Actual 2011 Budgeted 2012 Budgeted 2012 Budgeted325 Salaries - Supervisors $ 70,919.00 $ - $ - $ - $ - 325 Salaries - Staff 72,794.00 169,123.00 137,436.00 194,895.00 192,014.50 325 Salaries - Part Time 74,560.00 171,912.00 192,536.00 194,152.00 191,433.50 325 Overtime 20,053.00 19,721.00 16,011.00 31,827.00 31,363.50 325 Medicare 5,310.00 4,885.00 4,719.00 7,195.00 7,124.50 325 Social Security 6,310.00 8,841.00 9,732.00 12,037.50 11,869.00 325 PERS 11,195.00 10,676.00 10,871.00 - - 325 OH Police & Fire 59,169.00 41,481.00 25,661.00 63,203.00 62,614.50 325 Uniforms 5,474.00 5,271.00 486.00 3,500.00 3,500.00 325 Personal Protective Equipment 9,820.00 10,680.00 - - - 325 Health Insurance 39,117.00 33,944.00 57,344.00 50,478.50 55,410.50 325 Dental Insurance 1,529.00 1,678.00 3,040.00 3,253.50 3,236.00 325 Life Insurance 883.00 687.00 840.00 953.50 953.50 325 Flexbank - - - - - 325 Workers Compensation 3,025.00 2,988.00 3,491.00 3,250.00 3,250.00 325 Unemployment 3,988.00 24,393.00 7,170.00 10,000.00 9,958.00

325 Total $384,146.00 $506,280.00 $469,337.00 $574,745.00 $572,727.50401 Salaries - Supervisors $ 153,615.00 $ 104,523.00 $ 87,904.00 $ 81,020.00 $ 81,927.00 401 Salaries - Staff 289,695.00 290,473.00 301,763.00 312,857.00 308,435.00 401 Salaries - Part Time 29,785.00 - - - - 401 Overtime 9,453.00 18,085.00 7,808.00 26,528.00 26,141.00 401 Medicare 5,954.00 5,536.00 5,631.00 6,096.00 6,039.00 401 PERS 72,508.00 68,240.00 55,385.00 58,857.00 58,310.00 401 Uniform 5,581.00 4,484.00 4,050.00 5,500.00 5,500.00 401 Health Insurance 130,081.00 104,890.00 106,352.00 166,710.00 184,757.00 401 Dental Insurance 6,586.00 5,863.00 6,119.00 7,657.00 7,616.00 401 Life Insurance 1,938.00 1,653.00 1,726.00 2,214.00 2,214.00 401 Car Allowance - - - - - 401 Flexbank 4,748.00 6,168.00 5,663.00 6,150.00 6,150.00 401 Workers Compensation 16,494.00 24,780.00 14,523.00 15,000.00 10,528.00 401 Unemployment 4,805.00 10,224.00 757.00 7,917.00 5,000.00

401 Total $731,243.00 $644,919.00 $597,681.00 $696,506.00 $702,617.00

403 Salaries - Part Time - 43,899.00 37,914.00 69,396.00 52,961.00 403 Medicare - 628.00 534.00 1,007.00 768.00 403 PERS - 6,241.00 5,509.00 9,715.00 7,415.00

403 Total $0.00 $50,768.00 $43,957.00 $80,118.00 $61,144.00901 Salaries - Supervisors 15,910.00 15,106.00 14,877.00 16,714.00 17,217.00 901 Overtime 1,207.00 7,762.00 8,236.00 7,500.00 7,500.00 901 Medicare 121.00 316.00 322.00 351.00 359.00 901 PERS 2,025.00 2,521.00 3,257.00 3,390.00 3,460.00 901 Health Insurance 3,989.00 3,968.00 3,968.00 5,250.00 5,763.00 901 Dental Insurance - 197.00 215.00 230.00 229.00 901 Life Insurance - 57.00 57.00 62.00 62.00

901 Total 23,252.00 29,927.00 30,932.00 33,497.00 34,590.00

Grand Total $3,988,597.00 $4,164,010.00 $4,119,895.00 $4,646,120.00 $4,635,027.00

2-15

General Fund

Special Revenue Funds

Debt Service Funds

Capital Project Funds

Enterprise Funds

Agency Funds

2013 Budget Total for All

Funds

2012 Budget Total for All

Funds

2011 Actual Total for All

Funds

2010 Actual Total of All

Funds

2009 Actual Total of All

FundsREVENUES:

Property and Other Local Taxes 500,000 2,302,500 - - - - 2,802,500 3,003,026 3,256,913 2,932,821 2,892,645 Municipal Income Taxes 1,657,500 30,000 - 856,750 - 105,000 2,649,250 2,501,440 2,353,532 2,207,826 2,129,355 Intergovernmental 200,863 1,023,424 - - - - 1,224,287 1,704,362 2,250,249 3,966,633 2,131,439 Charges for Services 743,775 354,000 - - 65,000 25,950 1,188,725 1,198,625 1,165,303 1,074,989 720,319 Licenses and Permits 3,500 500 - - - 15,000 19,000 27,747 28,704 26,652 11,433 Fines and Forfeitures - 16,000 - - - - 16,000 16,000 13,171 21,112 16,866 Investment Income 15,500 1,300 - - - 260 17,060 12,060 56,412 12,231 27,819 Other 3,950 3,550 - 1,750 - - 9,250 51,942 83,245 84,432 91,524 Debt Proceeds - - - - - - - 634,522 95,185 3,076,506 - Advances-In - - - - - - - - - 445,649 65,000 Transfers-In - 875,000 335,000 - - - 1,210,000 1,186,000 710,648 697,408 911,705

TOTAL REVENUES 3,125,088 4,606,274 335,000 858,500 65,000 146,210 9,136,072 10,335,724 10,013,362 14,546,259 8,998,105

EXPENDITURES:

Personal Services 836,127 3,764,311 - - 34,590 - 4,635,028 4,646,120 4,119,895 4,164,010 3,988,597 Contractual Services 1,093,233 823,868 - 562,500 2,200 153,179 2,634,980 2,538,092 2,224,888 4,320,148 1,730,330 Material and Supplies 19,200 234,525 - - 66,600 - 320,325 306,975 279,257 334,355 266,222 Capital Outlay 24,750 8,950 - 350,000 - - 383,700 862,670 286,107 875,161 384,860 Other Expenditures 18,750 121,300 - 100,000 - - 240,050 159,249 169,193 157,459 288,040 Debt Service - 170,907 334,099 264,807 - - 769,813 753,075 2,308,264 735,136 716,611 Advances-Out - - - - - - - - - 445,649 25,000 Transfers-Out 1,210,000 - - - - - 1,210,000 1,186,000 710,648 697,409 971,205

TOTAL EXPENDITURES 3,202,060 5,123,861 334,099 1,277,307 103,390 153,179 10,193,896 10,452,181 10,098,252 11,729,327 8,370,865

NET CHANGE IN FUND BALANCE (76,972) (517,587) 901 (418,807) (38,390) (6,969) (1,057,824) (116,457) (84,890) 2,816,932 627,240

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 3,622,142 1,607,212 3,639 600,863 114,838 155,612 6,104,306 6,220,769 6,305,659 3,488,727 2,861,487

ENDING FUND BALANCES,DECEMBER 31 3,545,170 1,089,625 4,540 182,056 76,448 148,643 5,046,482 6,104,312 6,220,769 6,305,659 3,488,727

2013 OPERATING AND CAPITAL BUDGETS

2-16

Fund

BeginningBalance 1/1/2013 Total Revenues

Total Expenditures

EndingBalance

12/31/2013

General FundsGeneral $3,417,025.38 $3,125,088.00 $3,202,060.00 $3,340,053.38Emergency 205,116.75 - - 205,116.75 Total General Funds 3,622,142.13 3,125,088.00 3,202,060.00 3,545,170.13

Special Revenue FundsPolice 55,800.19 1,947,224.00 2,000,160.00 $2,864.19COPS - - - $0.00Drug Law Enforcement 10,784.39 - - $10,784.39Law Enforcement Trust 14,487.80 1,000.00 - $15,487.80Fire 410,168.76 882,050.00 883,543.50 $408,675.26EMS 116,204.87 555,000.00 645,045.50 $26,159.37Service 77,633.70 770,450.00 845,060.00 $3,023.70State Highway 213,277.53 40,550.00 77,850.00 $175,977.53Permissive Motor Vehicle License Tax 66,505.08 100,500.00 122,644.00 $44,361.08Street Lights 27,089.42 37,500.00 45,500.00 $19,089.42Cemetery 21,463.44 2,000.00 3,150.00 $20,313.44Tax Increment Financing 280,457.13 115,000.00 283,025.00 $112,432.13Hoke Road Phase II - - - $0.00FEMA - - - $0.00Federal Stimulus - - - $0.00Tax Increment Financing Towne Center 199,121.57 125,000.00 199,381.82 $124,739.75JEDD 114,218.43 30,000.00 18,500.00 125,718.43 Total Special Revenue Funds 1,607,212.31 4,606,274.00 5,123,859.82 1,089,626.49

Debt Service FundBond Retirement 3,639.00 335,000.00 334,098.86 $4,540.14

Capital Projects Funds Capital Improvements 500,863.07 858,500.00 1,277,307.10 $82,055.97SR 48 Improvements - - - $0.00Asset Replacement 100,000.00 - - 100,000.00 Total Capital Projects Funds 600,863.07 858,500.00 1,277,307.10 182,055.97

Enterprise FundsWater 55,541.25 65,000.00 103,390.00 $17,151.25Sewer 56,187.74 - - 56,187.74 Sewer Construction 3,109.00 - - 3,109.00 Total Enterprise Funds 114,837.99 65,000.00 103,390.00 76,447.99

Trust & Agency FundsFire Insurance Trust 18,666.00 - - $18,666.00Janice Paulus Fire Victim Trust 10,445.67 250.00 800.00 $9,895.67Impact Fees 126,490.48 15,000.00 21,409.00 120,081.48 JEDD Tax 10.00 105,010.00 105,020.00 - Agency - 25,950.00 25,950.00 - Total Trust & Agency Funds 155,612.15 146,210.00 153,179.00 148,643.15

Grand Total $6,104,306.65 $9,136,072.00 $10,193,894.78 $5,046,483.87

2013 Fund Summaries

2-17

2013 Aggregate Revenue and Expenditure Projections

Fund Name2012 Ending Balance

Projection2013

Projected RevenueAdvances/ Transfer

In

2013 TotalResources w/o

Advances/ Transfers

2013 TotalResources w/ Advances/

Transfers Personnel OperationsAdvances/ Transfer

Out

2013Total Exp w/o

Advances/ Transfers

2013Total Exp w/ Advances/

Transfers2013

Ending BalanceGeneral $3,417,025.38 $3,125,088.00 $0.00 $6,542,113.38 6,542,113.38 $836,127.00 $1,155,933.00 $1,210,000.00 $1,992,060.00 $3,202,060.00 $3,340,053.38CIP $500,863.07 $858,500.00 - 1,359,363.07 1,359,363.07 - 1,277,307.10 - 1,277,307.10 1,277,307.10 82,055.97 Emergency $205,116.75 $0.00 - 205,116.75 205,116.75 - - - - - 205,116.75 Police $55,800.19 $1,332,224.00 615,000.00 1,388,024.19 2,003,024.19 1,690,221.00 309,939.00 - 2,000,160.00 2,000,160.00 2,864.19 COPS $0.00 $0.00 - - - - - - - - - Drug Law Enforcement $10,784.39 $0.00 - 10,784.39 10,784.39 - - - - - 10,784.39 Law Enforcement Trust $14,487.80 $1,000.00 - 15,487.80 15,487.80 - - - - - 15,487.80 Fire $410,168.76 $882,050.00 - 1,292,218.76 1,292,218.76 737,600.50 145,943.00 - 883,543.50 883,543.50 408,675.26 EMS $116,204.87 $555,000.00 - 671,204.87 671,204.87 572,727.50 72,318.00 - 645,045.50 645,045.50 26,159.37 Expendable Trust $18,666.00 $0.00 - 18,666.00 18,666.00 - - - - - 18,666.00 Janice Paulus Fire Victim Trust $10,445.67 $250.00 10,695.67 10,695.67 800.00 800.00 800.00 9,895.67 Service $77,633.70 $510,450.00 260,000.00 588,083.70 848,083.70 702,617.00 142,443.00 - 845,060.00 845,060.00 3,023.70 State Highway $213,277.53 $40,550.00 - 253,827.53 253,827.53 - 77,850.00 - 77,850.00 77,850.00 175,977.53 PMVLT $66,505.08 $100,500.00 - 167,005.08 167,005.08 $61,144.00 $61,500.00 - 122,644.00 122,644.00 44,361.08 Street Lights $27,089.42 $37,500.00 - 64,589.42 64,589.42 - 45,500.00 - 45,500.00 45,500.00 19,089.42 Cemetery $21,463.44 $2,000.00 - 23,463.44 23,463.44 - 3,150.00 - 3,150.00 3,150.00 20,313.44 SR 48 Improvements $0.00 $0.00 - - - - - - - - - TIF $280,457.13 $115,000.00 - 395,457.13 395,457.13 - 283,025.00 - 283,025.00 283,025.00 112,432.13 JEDD $114,218.43 $30,000.00 144,218.43 144,218.43 - 18,500.00 - 18,500.00 18,500.00 125,718.43 Hoke Road Phase II $0.00 $0.00 - - - - - - - - - FEMA $0.00 $0.00 - - - - - - - - - Federal Stimulus $0.00 $0.00 - - - - - - - - - Water Enterprise $55,541.25 $65,000.00 - 120,541.25 120,541.25 34,590.00 68,800.00 - 103,390.00 103,390.00 17,151.25 Water Construction $0.00 $0.00 - - - - - - - - - Sewer $3,109.00 $0.00 - 3,109.00 3,109.00 - - - - 3,109.00 Sewer Construction $56,187.74 $0.00 - 56,187.74 56,187.74 - - - - - 56,187.74 Debt Service $3,639.00 $0.00 335,000.00 3,639.00 338,639.00 - 334,098.86 - 334,098.86 334,098.86 4,540.14 Impact Fees $126,490.48 $15,000.00 - 141,490.48 141,490.48 - 21,409.00 - 21,409.00 21,409.00 120,081.48 TIF Towne Center $199,121.57 $125,000.00 - 324,121.57 324,121.57 - 199,381.82 - 199,381.82 199,381.82 124,739.75 Development Fees $0.00 $0.00 - - - - - - - - - JEDD Tax $10.00 $105,010.00 - 105,020.00 105,020.00 - 105,020.00 - 105,020.00 105,020.00 - Agency $0.00 $25,950.00 - 25,950.00 25,950.00 25,950.00 25,950.00 25,950.00 - Asset Replacement $100,000.00 $0.00 - 100,000.00 100,000.00 - - - - - 100,000.00

Total $6,104,306.65 $7,926,072.00 $1,210,000.00 $14,030,378.65 $15,240,378.65 $4,635,027.00 $4,348,867.78 $1,210,000.00 $8,983,894.78 $10,193,894.78 $5,046,483.87

2013 Expenditures

2-18

General Fund

2013 Budget

GENERAL FUND REVENUES DEFINITION OF GENERAL FUND The General Fund accounts for all financial resources except those required to be accounted for in another fund. The General fund balance is available to the City for any purpose provided it is expended or transferred according to the general laws of Ohio and the Charter of the City. REVENUES The General Fund revenues are made up of property and other local taxes, income taxes, intergovernmental receipts, charges for services, license and permits, investment income and other revenues. The pie chart below (Figure 3.1) shows the provision for each major source of revenue to the total of General Fund revenues. The General Fund Revenue Trend by Source (Table 3.1) details the trend of revenues since 2009 and shows a comparison between the 2013 budget to the 2012 budget.

Revenue Assumptions Budgeted 2013 revenue estimates are based upon current economic conditions, anticipated changes in the financial environment and historical trends. Income Tax Income Tax represents 53% of General Fund receipts. The City’s local income tax collection for 2013 is projected to increase from 2012 at a rate of 4.9%. Real Estate and other Property Taxes Approximately $500,000 will be received in General Fund property tax revenues in 2013. The portion of total County Real Estate Tax is illustrated in Figure 3.2 with the internal allocation of the receipts is shown in Figure 3.3. Charges for Services Charges for services include rental fees, assessments and trash collection charges. Charges for service represent 23.8% of total General Fund revenues.

Figure 3.1 General Fund Revenue Sources

GENERAL FUND REVENUE SOURCES 2013 BUDGET

Municipal Income Taxes, 1,657,500 ,

53.04%

Property and Other Local Taxes,

500,000 , 16.00%

Other, 3,950 , 0.13%

Intergovernmental, 200,863 , 6.43%

Licenses and Permits, 3,500 ,

0.11%

Investment Income, 15,500 , 0.50%

Charges for Services, 743,775 ,

23.80%

3-1

GENERAL FUND REVENUES Table 3.1 General Fund Revenue Trend by Source

GENERAL FUND SOURCES OF REVENUE

Revenue Source

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

Increase/Decrease $ %

Property and Other Taxes

502,171

489,136

609,681

516,500

500,000

(16,500) 3.2%

Income Tax 1,321,431 1,386,009 1,484,378 1,579,440 1,657,500 78,060 4.9%Intergovernmental 427,504 906,866 1,105,448 543,938 200,863 (349,075) -64.2%Charges for Services 320,011 641,020 715,512 766,000 743,775 (22,225) -2.9%License and Permits 3,363 4,778 22,404 3,500 3,500 0 0.0%Investment Income 23,668 10,970 52,954 10,500 15,500 5,000 47.6%Other 18,542 17,545 18,234 15,942 3,950 (11,992) -75.2%Advances-In 0 445,649 0 0 0 0 0.0%Transfers-In 0 31,390 0 0 0 0 0.0% Total 2,616,690 3,933,363 4,008,611 3,435,820 3,125,088 (310,732) -9.0%

Figure 3.2 Montgomery County Property Tax Distribution

MO NTGO MERY CO UNTYPRO PERTY TAX DISTRIBUTIO N

Northmont Schools, 75.95,

66%

Montgomery County, 20.94,

18%

Library, 1.75, 2%

Career Techinical

Center, 2.58, 2%

City of Clayton, 13.78, 12%

Figure 3.3 City of Clayton Tax Distribution

CITY O F CLAYTO N TAX DISTRIBUTIO N

General, 1.6 , 12%

Police, 7.68, 56%

Fire, 3.5, 25%

EMS, 1.0 , 7%

Intergovernmental Revenues Intergovernmental revenues include local government funds, and cigarette tax. 2013 marks the first year without inheritance tax. Intergovernmental revenues provide 6.43% of total General Fund revenues. Licenses and Permits Licenses and permits account for .11% of total General Fund revenues. This source of income represents zoning permits. Investment Income Interest earned on deposits comprises investment income. This source of income fluctuates depending on fund balance and interest rates. Other Other revenue consists of receipts that do not fit in the previously discussed classifications. Other revenue only accounts for .13% of total General Fund revenues. Advances/Transfers Advances and Transfers occur on a as needed basis. The most recent activity occurred in 2010 with a advance repayment from the Capital Improvement Project fund and a transfer of the remaining fund balance from the COPS fund.

3-2

GENERAL FUND EXPENDITURES General Fund Appropriations The City of Clayton utilizes the General Fund to account for the operations of the City Council, City Manager, Finance, Zoning and Economic Development. General Fund Summary Table 3.2, the General Fund Expenditures by Category, lists the actual 2009 through 20111 expenditures as well as dollar and percentage comparisons between 2012 and 2013 budgeted expenditures. General Fund expenditures budgeted for 2013

decreased $30,071 from the 2012 budget. This decrease in budgeted amounts is a result of a decrease in personnel and other expenses. The largest portion of expenditures for the City is personnel costs. The wages and benefits of those individuals paid out of the General Fund represent 27.63% of total expenditures of the fund. The chart below (Figure 3.4) illustrates the amount and percentage of each classification of General Fund expenditures.

Table 3.2 General Fund Expenditures by Category GENERAL FUND

SOURCES OF EXPENDITURES Revenue Source

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

Increase/Decrease $ %

Personal Services 769,173 848,423 896,673 887,970 836,127 (51,843) -5.8%Contractual Services 601,842 1,087,062 1,107,244 1,081,964 1,093,233 11,269 -1.0%Material and Supplies 19,321 17,907 20,752 19,200 19,200 0 0.0%Capital Outlay 14,043 10,474 38,404 28,048 24,750 (3,298) -11.8%Other Expenditures 48,546 25,602 21,700 28,949 18,750 (10,199) -35.2%Advances-Out 25,000 0 0 0 0 0 0.0%Transfers-Out 971,205 666,019 1,119,500 1,186,000 1,210,000 24,000 2.0% Total 2449,040 2,655,487 3,204,273 3,232,131 3,202,060 (30,071) -.9%

Figure 3.4 General Fund Expenditures

GENERAL FUND EXPENDITURES 2013 BUDGET

Transfers-Out, 1,210,000 , 37.79%

Capital Outlay, 24,750 , 0.77%

Personal Services, 836,127 , 26.11%

Material and Supplies, 19,200 ,

0.60%

Contractual Services, 1,093,233, 34.14%

Other Expenditures, 18,750 , 0.59%

3-3

GENERAL FUND EXPENDITURES

Figure 3.5 General Fund Five Year Comparisons of Revenues and Expenditures

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2009 Actual 2010 Actual 2011 Actual 2012Budgeted

2013Budgeted

GENERAL FUND COMPARISON OF

REVENUES & EXPENDITURES

Revenue Expenditures

Figure 3.6 General Fund Budget versus Actual Comparison Revenues and Expenditures

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2007 2008 2009 2010 2011

GENERAL FUND BUDGET VS ACTUAL COMPARISON

Revenue - Budgeted Revenue - Actual Expenditures - Budgeted Expenditures - Actual

3-4

CITY MANAGER’S OFFICE

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES The City Manager’s Office provides policy direction through the City Council and general management and administrative services through the offices of the City Manager and Assistant City Manager. Human Resources: This division is responsible for Citywide personnel services, including recruitment and selection, classification and compensation, employee benefits, Workers’ Compensation, labor negotiations, training, maintenance and update of personnel records, and administering and enforcing all personnel rules, regulations, policies and procedures. ACCOMPLISHMENTS 2012

1. Sewer line expansion along Kimmel Road. 2. Continued to develop close working relationships with Montgomery County, Northmont

School District, Northmont Chamber of Commerce and neighboring cities. 3. Worked closely with the North Clayton Community Authority to ensure financial stability. 4. Established Universal Leave program for all employees.

2013 GOALS

1. Continue to identify entrepreneurial approaches to service delivery and innovative financial mechanisms to address capital financing issues due to new development.

2. Begin process to bring utilities to Village of Clayton. 3. Continue to review and direct the operation of all municipal activities and services in an

equitable, efficient and effective manner. 4. Drive diverse economic development opportunities. 5. In conjunction with the Finance Department monitor and maintain a balanced budget in a

year that is expected to have no revenue growth.

3-5

FINANCE DEPARTMENT

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES This Department administers the City’s financial affairs, supervises the disbursement of all monies, manages all fiscal systems, collect and records all revenues, provides staff services to other departments, including personnel, purchasing, budget, financial oversight, accounting and payroll. Finance: Finance provides for the various accounting and business service needs of the City. This includes general ledger maintenance, account receivables and payables, purchasing, payroll, preparation and maintenance of the annual City budgets. Finance also manages the annual external audit. ACCOMPLISHMENTS 2012

1. Received fifth consecutive Distinguished Budget Presentation Award from Government Finance Officers Association (GFOA).

2. Submitted application to receive eighth consecutive Certificate of Achievement from GFOA for the City’s Comprehensive Annual Financial Report (CAFR).

3. Maintained Moody’s Aa2 bond rating through the sound financial policies that are provided as indicated in the “unqualified” opinion that was issued on the City’s financial statements.

4. Provided monthly financial reports to City Council and City Staff. 5. Completed FY 2013 Budget for the City on time and in accordance with State law.

2013 GOALS

1. Obtain sixth consecutive Distinguished Budget Presentation Award from GFOA. 2. Maintain liquidity of funds while earning a reasonable return on investments. 3. Maintain Moody’s Aa2 bond rating through the sound financial policies. 4. Receive ninth consecutive Certificate of Achievement from GFOA. 5. Receive “unqualified” opinion on the City’s accounting structure from the State of Ohio. 6. Upgrade accounting system and software.

3-6

ECONOMIC DEVELOPMENT

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES

Economic Development is primarily responsible for the economic growth and development of the City of Clayton. It provides a central point of contact and coordination for various City programs and activities that assist new and existing businesses.

ACCOMPLISHMENTS 2012

1. Business Openings and Expansions: • Subway • Bogarts • Urban Harvest • Solid Blend Technologies • Marlyn Jewelers • Splash Tastings • BRD House • Orthopedic Associates • Hospitality House

2. Completed in excess of fifteen informal business visits. 3. Participate in Northmont Chamber, regional Business First and I-70/75 events to learn about

regional resources.

4. Continue to work with representatives of the Dayton Development Coalition, Ohio Department of Development, Montgomery County and JobsOhio.

5. Worked with Clayton Business Association (CBA) and coordinated the Holiday Food Drive

and It’s Your Dream: Igniting the Entrepreneur in You Seminar.

6. Worked with Village of North Clayton property owners for potential commercial and residential development projects.

7. Provided and staffed a booth at the Northmont Chamber Business Expo.

8. Identified company to begin update of City website, including Economic Development content.

9. Responded to requests for property or buildings in Clayton.

10. City–wide business promotion activities included the Buy Local Campaign, ads on WHIO

Radio and ads in Northmont sports programs.

3-7

ECONOMIC DEVELOPMENT

DEPARTMENT SUMMARY (Continued) 2013 GOALS (Council Goals #1 & #7)

1. Within twenty-four hours, provide information as requested to potential developers in Clayton. 2. Perform fifteen formal retention and expansion visits with existing Clayton businesses.

3. Assist Village of North Clayton to secure new business tenants.

4. Target potential retail/commercial businesses for Main Street.

5. Continue to provide guidance and support to the Clayton Business Association.

6. Continue to participate in the Montgomery County Business First! Program and training events.

7. Meet with 10 JEDD businesses through the Montgomery County Business First! Program.

8. Work with housing developers to insure the best possible development for the City of Clayton.

9. This includes working with current and potential developers.

10. Create Design Guidelines for new developments on North Main Street.

11. Continue to enhance web marketing tools for City of Clayton and JEDD Sites.

3-8

GENERAL FUND

2009 Actual 2010 Actual 2011 Actual 2012 Budget 2013 BudgetREVENUES:

Property and Other Local Taxes 502,171 489,136 609,681 516,500 500,000 Municipal Income Taxes 1,321,431 1,386,009 1,484,378 1,579,440 1,657,500 Intergovernmental 427,504 906,866 1,105,448 543,938 200,863 Charges for Services 320,011 641,020 715,512 766,000 743,775 Licenses and Permits 3,363 4,778 22,404 3,500 3,500 Investment Income 23,668 10,970 52,954 10,500 15,500 Other 18,542 17,545 18,234 15,942 3,950 Advances-In - 445,649 - - - Transfers-In - 31,390 - - -

TOTAL REVENUES 2,616,690 3,933,363 4,008,611 3,435,820 3,125,088

EXPENDITURES:Personal Services 769,173 848,423 817,822 887,970 836,127 Contractual Services 601,842 1,087,062 1,002,483 1,081,964 1,093,233 Material and Supplies 19,231 17,907 17,244 19,200 19,200 Capital Outlay 14,043 10,474 29,484 28,048 24,750 Other Expenditures 48,546 25,602 28,142 28,949 18,750 Advances-Out 25,000 - - - - Transfers-Out 971,205 666,019 710,648 1,186,000 1,210,000

TOTAL EXPENDITURES 2,449,040 2,655,487 2,605,823 3,232,131 3,202,060

NET CHANGE IN FUND BALANCE 167,650 1,277,876 1,402,788 203,689 (76,972)

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 365,022 532,672 1,810,548 3,213,336 3,417,025

ENDING FUND BALANCES,DECEMBER 31 532,672 1,810,548 3,213,336 3,417,025 3,340,053

3-9

General FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:General Property Tax 384,686 366,512 376,276 366,500 350,000 Tangible Personal Property 6,362 5,519 791 - - Cable Franchise Fees 111,123 117,105 232,614 150,000 150,000 Total Property and Other Local Taxes 502,171 489,136 609,681 516,500 500,000

Municipal Income Tax:Income Tax 1,314,028 1,381,257 1,473,042 1,575,940 1,655,000 Delinquent Income Tax 7,403 4,752 11,336 3,500 2,500 Total Municipal Income Tax 1,321,431 1,386,009 1,484,378 1,579,440 1,657,500

Intergovernmental:Local Government Distribution 255,216 260,614 259,877 179,938 140,863 Inheritance Tax 81,349 561,494 757,287 300,000 - Cigarette Tax 169 343 338 - - Trailer Tax - - - - - Liquor Permit Fees 4,962 5,291 4,473 5,000 5,000 Homestead Rollback 62,406 62,959 63,599 54,000 55,000 Grants in Aid - 8,610 18,104 5,000 - Deregulation Reimbursement 9,232 7,555 - - - Intergovernmental 14,170 - 1,770 - - Total Intergovernmental 427,504 906,866 1,105,448 543,938 200,863

Charges for Services:Other Special Assessments 5,456 9,637 21,763 20,000 20,000 Trash Assessments 28,659 31,213 59,633 65,000 25,000 Pre Sale Inspections - - 5,150 5,000 5,000 Fees 548 1,073 1,455 1,000 1,000 Other Fines and Forfeitures 70 - 8,271 7,500 2,000 Trash Service Payments 271,324 592,650 611,119 665,000 688,275 Janice Ward Center Rental Fees 2,550 2,700 3,485 2,500 2,500 Mowing Charges - - 4,580 - - Delinquent Trash 11,404 3,747 56 - - Total Charges for Services 320,011 641,020 715,512 766,000 743,775

Licenses and Permits:Zoning 3,363 4,753 22,404 3,500 3,500 Other Licenses & Permits - 25 - - - Total Licenses and Permits 3,363 4,778 22,404 3,500 3,500

Investment Income:Interest 20,858 10,073 52,708 10,000 15,000 Dividends 2,810 897 246 500 500 Total Investment Income 23,668 10,970 52,954 10,500 15,500

3-10

General FundSummary of Revenue (Continued)

Other:Refunds 1,975 4,511 3,809 2,500 2,500 Flexbank 14,510 11,824 9,994 9,000 - Community Events - - 150 - - Surplus Auction Proceeds 459 194 508 250 250 Insurance Reimbursements - - 326 2,992 - Contributions and Donations 150 - 1,525 - - Lease Payment 1,200 - 1,200 1,200 1,200 Miscellaneous 248 1,016 722 - - Total Other 18,542 17,545 18,234 15,942 3,950

Advances-In:Advance In - 445,649 - - - Total Advances-In - 445,649 - - -

Transfers-In:Transfers In - 31,390 - - - Total Transfers-In - 31,390 - - -

Grand Total 2,616,690 3,933,363 4,008,611 3,435,820 3,125,088

3-11

General FundSummary of Expenditures

2009 2010 2011 2012 2013Description Actual Actual Actual Budget Budget

Personal Services:Salaries - Elected Officials 36,000 36,000 35,671 36,000 36,000 Salaries - Supervisors 258,532 311,575 315,538 329,052 320,688 Salaries - Staff 192,944 179,445 171,583 148,346 148,575 Salaries - Part Time 1,887 2,043 2,009 8,100 8,100 Overtime 101 - 324 2,000 2,000 Medicare 6,972 7,338 7,604 7,424 7,473 OPERS 73,737 78,105 72,466 71,684 72,151 Health Insurance 138,294 164,926 162,310 232,447 186,003 Dental Insurance 8,530 9,285 9,320 11,796 8,989 Life Insurance 3,134 2,830 3,020 3,321 3,321 Car Allowance 12,933 13,082 13,177 13,500 13,944 Flexbank 14,513 12,625 10,440 9,000 9,000 Workers Compensation 13,446 23,587 14,360 13,800 11,883 Workers Compensation Medical Only 8,150 7,582 - - 8,000 Unemployment - - - 1,500 - Total Personal Services 769,173 848,423 817,822 887,970 836,127

Contractual Services:Auditor Charges 25,877 29,233 19,774 30,500 23,500 Treasurer / Auditor Fees 19,338 13,862 16,893 25,000 25,000 Election Expenses - 5,289 348 8,000 8,000 Professional Associations 7,667 20,399 9,849 8,500 8,500 Financial Statement Preparation 15,017 16,000 16,000 17,000 17,000 Legal Fees 76,860 112,256 93,158 85,000 87,500 Consulting - Engineering 6,180 5,936 810 7,500 7,500 Consulting - Planning 3,500 6,000 700 2,500 2,500 Consulting - Marketing 26,121 3,856 - - - Contractual Services 4,271 4,801 8,182 13,042 5,250 Refunds - 851 1,272 2,500 - Community / Contractual Commitment 61,005 41,754 64,579 50,000 50,000 Payments to Trash Hauler 221,165 678,883 621,022 620,064 641,775 RITA Service Charge 58,280 70,539 68,734 55,150 55,150 Employee Service Committee 183 461 647 250 250 Income Tax Sharing - - - 70,000 70,000 Senior Tax Credit 12,910 12,125 11,750 13,000 12,500 Training / Testing 8,133 6,510 8,449 8,000 7,000 Travel - - - - 6,000 Council Training - 50 300 150 - Utilities - Electric / Gas 8,055 8,429 6,364 9,200 9,200 Utilities - Water 309 324 244 550 550 Telephone - GTE 3,431 3,364 3,114 3,500 3,500 Telephone - Cellular 3,882 6,247 7,813 7,608 7,608 Street Lights 596 7,848 7,850 8,250 8,250 Postage 6,902 3,742 5,056 6,000 6,000 Newsletter - Mailing 1,159 1,823 3,568 3,750 3,750 Advertising - Legal Notices 2,879 3,396 2,520 2,500 2,500 Advertising & Promotion 4,975 1,572 2,137 2,000 2,000 Newsletter - Production 4,591 4,705 5,144 6,250 6,250 Special Event 6,631 2,971 1,301 1,500 1,500 Property Insurance 10,525 12,636 13,705 13,500 13,500 Fidelity Bonds 1,400 1,200 1,200 1,200 1,200 Total Contractual Services 601,842 1,087,062 1,002,483 1,081,964 1,093,233

3-12

General FundSummary of Expenditures (Continued)


Material and Supplies:Office Supplies 7,340 6,003 5,630 6,000 6,000 Utility Billing Materials 6,286 9,392 9,613 10,000 10,000 Fuel 1,529 1,093 837 2,000 2,000 Small Tools & Minor Equipment 140 - 121 200 200 Workers Compensation Safety Supplies 2,627 296 - - - Miscellaneous Supplies 1,309 1,123 1,043 1,000 1,000 Total Material and Supplies 19,231 17,907 17,244 19,200 19,200

Capital Outlay:Office Equipment & Furniture 2,448 440 750 750 750 Equipment Acquisition 3,110 10,034 28,734 27,298 24,000 Construction Project - Westbrook Rd 8,485 - - - - Total Capital Outlay 14,043 10,474 29,484 28,048 24,750

Other Expenditures:Equipment Maintenance 8,042 4,527 8,252 5,500 5,500 Land & Land Improvements - - 302 - - Office Equipment Maintenance 26,194 6,361 3,736 2,500 2,500 Vehicle Maintenance 1,940 664 50 750 750 Facility Maintenance 12,370 14,050 15,802 20,199 10,000 Total Other Expenditures 48,546 25,602 28,142 28,949 18,750

Transfers Out:Transfers-Out 971,205 666,019 710,648 1,186,000 1,210,000 Total Transfers-Out 971,205 666,019 710,648 1,186,000 1,210,000

Advances-Out:Advances Out 25,000 - - - - Total Advances-Out 25,000 - - - -

Grand Total 2,449,040 2,655,487 2,605,823 3,232,131 3,202,060

3-13

EMERGENCY FUND

2009 Budget

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Intergovernmental 17,288 - - - -

TOTAL REVENUES 17,288 - - - -

EXPENDITURES:Contractual Services - - - - - Material and Supplies 39,121 - - - -

TOTAL EXPENDITURES 39,121 - - - -

NET CHANGE IN FUND BALANCE (21,833) - - - -

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 226,950 205,117 205,117 205,117 205,117

ENDING FUND BALANCES,DECEMBER 31 205,117 205,117 205,117 205,117 205,117

3-14

Emergency FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedIntergovernmental:Intergovernmental 17,288 - - - - Total Intergovernmental 17,288 - - - -

Grand Total 17,288 - - - -

Emergency FundSummary of Expenditures


Contractual Services:Contractual Services - - - - - Total Contractual Services

Material and Supplies:Salts and Grits 39,121 - - - - Total Material and Supplies 39,121 - - - -

Grand Total 39,121 - - - -

3-15

Special Revenue Funds

2013 Budget

SPECIAL REVENUES Table 4.1 Special Revenue Expenditures

Fund Actual 2009

Actual 2010

Actual 2011

Budget 2012

Budget 2013

$ Variance

% Variance

Police 1,596,064 1,669,079 1,731,991 1,945,215 1,945,215 - 0.0%COPS - 31,390 - - - - 0.0%Drug Law Enforcement - - - - - - 0.0%Law Enforcement Trust

-

- 6,118 - - - -0.0%

Fire 905,496 781,641 940,221 883,451 883,544 93 .01%

EMS 436,850 598,164 523,595 647,063 645,046 (2,017) -.3%Service 831,517 786,647 719,192 847,949 845,060 (2,889) -.3%State Highway 16,902 31,989 25,154 74,000 77,850 3,850 5.2%Permissive Motor Vehicle License Tax

65,985 190,693 146,903 141,618 122,644

(18,974) -13.4%

Street Lights 63,721 50,821 42,334 45,500 45,500 - 0.0%Cemetery 3,527 1,989 1,761 3,150 3,150 - 0.0%Joint Economic Development District

16,883 7,934 400 18,500 18,500 - 0.0%

FEMA 152,301 3,724 - - - - 0.0%Federal Stimulus 19,500 - 20,764 - - - 0.0%Tax Increment Financing

118,765 143,212 148,445 155,025 283,025 128,000 82.6%

Tax Increment Financing Towne Center

- 19,158 18,869 99,382 199,382 100,000 1.01%

Total

4,227,511

4,316,441 4,325,747 4,861,303 5,068,916

207,613 4.3%

Definition of Special Revenue Funds To account for the proceeds of revenue sources (other than special assessments, expendable trusts, or capital projects) that are legally restricted for specific purposes. Special Revenue Fund Summary Figure 4.1 summarizes the actual expenditures since 2009 as well as dollar/percentage comparisons between 2012 and 2013 budgeted expenditures. Each fund has detailed line item listings included in this document.

Police Fund The Police Fund is used to account for revenue received from a City-wide property tax levy and fines and forfeitures that are expended for the cost of operating the police department. The Police Fund represents 38.38% of total Special Revenue Fund 2013 budgeted expenditures. COPS Fund To account for federal grant money used to add additional police officers. The grant program no longer generates revenue for the City.

4-1

SPECIAL REVENUES

Figure 4.1 Special Revenue Expenditures

SPECIAL REVENUE EXPENDITURES 2013 BUDGET

Tax Increment Financing Towne

Center3.93%

Tax Increment Financing

5.58%

JEDD0.36%

Cemetery0.06%

Street Lights0.90%

Fire 17.43%

EMS12.73%

State Highway1.54%

Permissive Motor Vehicle License Tax

2.42%

Service16.67%

Police38.38%

Drug Law Enforcement Fund To account for fines and costs collected for felonious drug trafficking convictions. This money may be used in any drug law enforcement activity. Law Enforcement Trust Fund To account for fine and forfeiture revenue from law enforcement. Fire Fund The Fire Fund is used to account for revenue received from a City-wide property tax levy that is expended for the cost of operating the fire department. The Fire Fund represents 17.43% of total Special Revenue Fund 2013 budgeted expenditures. EMS Fund To account for money received from a property tax levy and fees that are expended to pay for the cost of operating EMS services.

Service Fund To account for that portion of the State gasoline tax and motor vehicle license registration fees designated for maintenance and repair of streets within the City. The Service Fund represents 16.67% of total Special Revenue Fund 2013 budgeted expenditures. State Highway Fund To account for gasoline tax and motor vehicle license fees used for routine maintenance of State highways within the City. Permissive Motor Vehicle License Tax Fund To account for additional motor vehicle license tax levied by the City for routine street maintenance and repairs. Street Lights Fund To account for special assessments to provide street lighting within the City.

4-2

SPECIAL REVENUES Cemetery Fund To account for revenues received from the sale of lots, charges for burial service and foundations, and transfers to operate and maintain the City cemetery. Tax Increment Financing Fund To account for real estate taxes received from various business owners to be used for City-owned infrastructure improvements that will benefit the business owners’ property. Joint Economic Development District (JEDD) Fund This fund accounts for the share of income taxes collected within the Clay Township – City of Clayton JEDD.

Tax Increment Financing Towne Center Fund To account for monies collected from real estate taxes to be used to reimburse the developers at the Towne Center for City capital assets constructed by the developer. FEMA Fund This fund accounts for Federal Emergency Management Agency grant revenues and expenditures. Federal Stimulus Fund The City was awarded an American Recovery and Reinvestment Act project in 2010 with all work completed in the same year. All related financial activity, once finalized, will be documented in this fund.

Figure 4.2 Special Revenue Expenditure Comparisons

3,800,000

4,000,000

4,200,000

4,400,000

4,600,000

4,800,000

5,000,000

5,200,000

2009 Actual 2010 Actual 2011 Actual 2012 Budgeted 2013 Budgeted

SPECIAL REVENUE EXPENDITURE COMPARISON

4-3

SPECIAL REVENUES

POLICE DEPARTMENT

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES The Police Department is charged with traffic and parking enforcement; traffic control; investigation of traffic collisions; abatement of abandoned vehicles; administration of the DUI program; crime prevention; maintaining order; investigation of all criminal activity and the arrest of offenders. Current Staffing Levels

Full-Time Officers 13 Part-Time Officers 5 Dir. Public Safety 1 Call Priority System: Calls are prioritized with the most critical calls, such as a burglary in progress, receiving the highest priority, Priority #1. A non-injury crash would be assigned as a Priority #2 and a loud music call would be assigned as a Priority #3. The previous examples are an over simplification of the assignment of priorities to calls, but do serve as a reasonable explanation of the system.

Average Response Times Average Response Times Call Priority #1 #2 #3

2009 04:56 min. 06:30 min. 07:48 min. 2010 04:55 min. 06:14 min. 07:34 min. 2011 04:33 min 05:20 min 05:28 min Jan – Jun 2012 03:49 min. 05:07 min. 05:05 min.

Statistical Data

Year

Traffic Crashes

Traffic Citation Incidents

Total Reports

Total Police Incidents

2009 312 894 1199 10,503 2010 245 1002 1054 9,188 2011 314 704 1045 9,208

Jan - Jun 2012

126

457

582

4,424

Traffic Citation Incidents does not represent the total citations but only the number of incidents when one or more citations were issued.

4-4

SPECIAL REVENUES

POLICE DEPARTMENT

DEPARTMENT SUMMARY (Continued)

ACCOMPLISHMENTS 2012: 1. The City of Clayton continues to enjoy the lowest crime rate for cities within

Montgomery County with populations over 10,000, according to the latest publication of the Uniform Crime Report.

2. Secured additional funding from the Northmont School District and expanded the School

Resource Officer (SRO) program to 40 hours per week in the high school. 3. Expanded Training:

a. Provided the department’s first in-service training which covered several different critical law enforcement topics and provided topic specific guest instructors.

b. Utilized monthly on line training courses which eliminated overtime cost for each training session.

c. Combined police and fire training funds for the rental of a driving simulator trainer, which provided realistic training in situational judgment and decision making scenarios.

4. Continued to be an active participant in the RANGE Task Force, which provides

additional law enforcement resources on an as needed basis and exposes Clayton officers to a wide variety of different experiences.

5. Northwood School requested to be a recipient of the SRO program but sharing the high

school and middle school SRO was not feasible. As an alternative, the department has initiated a trial program where the beat officer visits the school a few days per week during the lunch periods. The program has been well received thus far.

2013 GOALS:

1. Publish a new policies and procedures manual and train all personnel on updates. 2. Continue to participate in regional cooperative efforts which will enhance services to our

communities and improve efficiency. (Council Goal #7)

3. Review crash statistics, evaluate red light camera systems, and present findings.

4. Continue development of supervisory staff through formal management training.

4-5

POLICE FUND


Property and Other Local Taxes 1,234,909 1,236,030 1,251,565 1,237,026 1,100,000 Intergovernmental 237,333 242,140 226,074 191,474 216,474 Fines and Forfeitures 16,726 19,719 11,707 15,000 15,000 Other 6,639 13,282 6,479 5,750 750 Advances-In 25,000 - - - - Transfers-In 65,000 173,752 174,850 480,000 615,000

TOTAL REVENUES 1,585,607 1,684,923 1,670,675 1,929,250 1,947,224

EXPENDITURES:Personal Services 1,334,700 1,398,743 1,462,605 1,635,776 1,690,221 Contractual Services 175,849 184,255 180,461 222,439 222,939 Material and Supplies 55,999 55,956 68,009 64,000 64,000 Capital Outlay 7,412 9,347 263 - - Other Expenditures 22,104 20,778 20,653 23,000 23,000

TOTAL EXPENDITURES 1,596,064 1,669,079 1,731,991 1,945,215 2,000,160

NET CHANGE IN FUND BALANCE (10,457) 15,844 (61,316) (15,965) (52,936)



4-6

Police FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:General Property Tax 1,204,373 1,209,539 1,247,770 1,237,026 1,100,000 Tangible Personal Property 30,536 26,491 3,795 - - Total Property and Other Local Taxes 1,234,909 1,236,030 1,251,565 1,237,026 1,100,000

Intergovernmental:Deregulation Reimbursement 21,123 21,123 - - - Trailer Tax - - - - - Homestead/ Rollback 202,553 205,482 208,181 182,000 182,000 Federal Funds - - 3,146 - - Security 3,676 5,931 - 9,474 9,474 Intergovernmental 4,142 3,468 3,580 - - Grant - Reimbursement 3,439 5,736 6,375 - - State Training Reimbursement 2,400 400 4,792 School Resource Officer - - - - 25,000 Total Intergovernmental 237,333 242,140 226,074 191,474 216,474

Fines and Forfeitures:Court Fines 15,891 18,004 11,392 15,000 15,000 Parking Fines - 1,715 - - - Other Fines and Forfeits 835 - 315 - - Total Fines and Forfeitures 16,726 19,719 11,707 15,000 15,000

Other:Contributions and Donations 350 75 575 - - Surplus Auction Proceeds 307 7,682 59 500 500 Refunds 1,845 1,043 1,922 250 250 Insurance Reimbursements - - 319 - - COBRA 80 40 - - - Miscellaneous 607 393 3,469 - - Flexbank 3,450 4,049 135 5,000 - Total Other 6,639 13,282 6,479 5,750 750

Advances-In:Advances-In 25,000 - - - - Total Advances-In 25,000 - - - -

Transfers-In:Transfers In 65,000 173,752 174,850 480,000 615,000 Total Transfers-In 65,000 173,752 174,850 480,000 615,000

Grand Total 1,585,607 1,684,923 1,670,675 1,929,250 1,947,224

4-7

Police FundSummary of Expenditures


Personal Services:Salaries - Supervisors 312,585 352,427 375,543 375,823 382,520 Salaries - Staff 533,030 526,035 554,720 603,307 607,000 Salaries - Part Time 55,919 61,599 60,555 74,189 73,108 Overtime 23,885 23,950 27,243 66,837 65,863 Medicare 13,249 13,771 14,610 16,236 16,354 PERS 96,625 106,107 96,117 87,805 87,755 OH Police & Fire 84,340 73,704 84,580 116,644 118,340 Uniform Allowance 13,144 11,778 14,661 11,200 11,200 Health Insurance 153,465 168,772 187,275 234,927 282,073 Dental Insurance 9,014 8,306 9,804 12,995 13,561 Life Insurance 3,135 3,135 3,383 3,813 3,813 Flexbank 4,445 2,454 4,848 5,000 5,000 Workers Compensation 31,864 46,705 29,266 27,000 23,634 Total Personal Services 1,334,700 1,398,743 1,462,605 1,635,776 1,690,221

Contractual Services:Treasurer/Auditor Fees 15,633 13,186 16,250 15,000 15,000 Professional Associations 624 722 887 750 750 Legal Fees 270 473 - 500 500 Contractual Services 41,413 61,152 49,804 62,000 62,000 Dispatch Services 78,883 66,792 71,370 100,000 100,000 Public Defender - - - 500 500 Training/Testing 6,166 8,561 9,778 10,000 8,000 Travel - - - - 2,500 Continued Professional Training 2,000 - - - - Utilities - Electric / Gas 7,758 8,760 6,184 8,000 8,000 Utilities - Water 240 325 244 500 500 Telephone - GTE 3,322 3,350 3,114 4,000 4,000 Telephone - Cellular 1,426 2,260 2,910 2,664 2,664 Community Relations 378 413 162 300 300 Property Insurance 17,736 18,261 19,758 18,225 18,225 Total Contractual Services 175,849 184,255 180,461 222,439 222,939

Material and Supplies:Office Supplies 2,085 947 1,156 1,500 1,500 Training - Supplies 6,847 3,632 4,004 5,000 5,000 Fuel 45,213 48,842 61,643 56,000 56,000 Small Tools & Minor Equipment 956 714 410 500 500 Miscellaneous Supplies 898 1,821 796 1,000 1,000 Total Material and Supplies 55,999 55,956 68,009 64,000 64,000

Capital Outlay:Office Equipment & Furniture - 9,347 263 - - Equipment Acquisition 7,412 - - - - Total Capital Outlay 7,412 9,347 263 - -

Other Expenditures:Equipment Maintenance 5,499 4,011 5,288 5,500 5,500 Vehicle Maintenance 14,148 15,550 13,657 16,500 16,500 Facility Maintenance 2,457 1,217 1,708 1,000 1,000 Total Other Expenditures 22,104 20,778 20,653 23,000 23,000

Grand Total 1,596,064 1,669,079 1,731,991 1,945,215 2,000,160

4-8

DRUG LAW ENFORCEMENT FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Fines and Forfeitures 140 210 464 - -

TOTAL REVENUES 140 210 464 - -

EXPENDITURES:

TOTAL EXPENDITURES - - - - -

NET CHANGE IN FUND BALANCE 140 210 464 - -



4-9

LAW ENFORCEMENT TRUST FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Fines and Forfeitures - 1,183 1,000 1,000 1,000 Other 625 - - - - TOTAL REVENUES 625 1,183 1,000 1,000 1,000

EXPENDITURES:Material and Supplies - - 6,118 - -

TOTAL EXPENDITURES - - 6,118 - -

NET CHANGE IN FUND BALANCE 625 1,183 (5,118) 1,000 1,000



4-10

Law Enforcement Trust FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedFines and Forfeitures:Other Fines - 1,183 1,000 1,000 1,000 Total Fines and Forfeitures - 1,183 1,000 1,000 1,000

Surplus Auction Proceeds 625 - - - - Total Fines and Forfeitures 625 - - - -

Grand Total 625 1,183 1,000 1,000 1,000

Law Enforcement Trust FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetMaterial and Supplies:Miscellaneous Supplies - - 6,118 - - Total Material and Supplies - - 6,118 - -

Grand Total - - 6,118 - -

4-11

SPECIAL REVENUES

FIRE AND EMS DEPARTMENT

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES The mission of the Clayton Fire Department is to serve and safeguard our community through a professional, efficient and effective system of services that protects life, environment and property.

Current Staffing Levels

Full-Time FF/Paramedic 7 Part-Time & Paid On Call 27 Dir. Public Safety 1

Average Response Times (To the nearest minute)

Year District 84 District 85 2009 8 minutes 5 minutes 2010 8 minutes 5 minutes 2011 8 minutes 5 minutes

Jan – Jun 12 8 minutes 5 minutes

Statistical Data

Year Fire Calls EMS Calls Total Calls2009 519 1242 1761 2010 555 1270 1825 2011 516 1328 1844

Jan-Jun 12 200 748 948


1. The Clayton Fire Department provided multiple training and educational classes to the local schools and businesses. Including CPR/First Aid training, fire extinguisher trainings, and fire prevention lectures. Thus far this year, 259 adults and 286 children benefited from the sessions.

2. In addition to scheduled monthly in-house trainings, the department capitalized on several free

webinars made available through the Miami Valley Fire Alliance. Also, the combined police and fire training initiative made the rental of a driving simulator possible, which provided realistic training in situational judgment and decision making scenarios that were tailored to each department.

3. The Clayton Fire Department joined with nine other local agencies in a cooperative effort to make

a joint purchase of a forcible entry trainer. The trainer provides vital hands-on experience which is

4-12

not readily available by other means. The training device would not have been possible without the combined purchasing power of all of the participating departments.

4. Several members of the department invested an extensive amount of time and research in

specifying and selecting a new four hundred thousand dollar fire engine which will serve the community and the department for many years in the future and is expected to be delivered in the first quarter of 2013.

5. The fire department has continued the initiative to reduce equipment and facility maintenance by

expanding in-house repairs. The unique mix of nontraditional skills and abilities of several personnel provides substantial savings in the diagnostics, repair, and preventive maintenance of apparatus, equipment, and the facilities. Additional savings are realized through cost comparisons of many of the needed replacement parts that would not be possible when utilizing outside contractors and vendors.

2013 GOALS

1. Continue to explore cooperative solutions with our neighboring communities in an effort to provide the best and most efficient services to the community. (Council Goal #7)

2. Continue to review, update, and implement policy and procedure revisions.

3. Continue to increase savings on equipment and facility maintenance cost through an expanded role

of in-house repairs.

4-13

FIRE FUND


Property and Other Local Taxes 801,352 800,930 815,763 799,000 750,000 Intergovernmental 151,796 143,917 195,577 131,950 131,950 Other 2,021 1,801 12,397 100 100

TOTAL REVENUES 955,169 946,648 1,023,737 931,050 882,050

EXPENDITURES:Personal Services 746,083 684,950 697,561 737,508 737,601 Contractual Services 100,109 54,049 92,180 94,593 94,593 Material and Supplies 16,249 9,346 21,732 16,350 16,350 Capital Outlay 8,446 2,292 69,910 4,000 4,000 Other Expenditures 34,609 31,004 58,838 31,000 31,000

TOTAL EXPENDITURES 905,496 781,641 940,221 883,451 883,544

NET CHANGE IN FUND BALANCE 49,673 165,007 83,516 47,599 (1,494)



4-14

Fire FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:General Property Tax 792,185 793,772 814,664 799,000 750,000 Tangible Personal Property 9,167 7,158 1,099 - - Total Property and Other Local Taxes 801,352 800,930 815,763 799,000 750,000

Intergovernmental:Deregulation Reimbursement 4,516 6,316 - - - Homestead/ Rollback 135,002 136,931 138,737 131,950 131,950 Intergovernmental 3,621 - - - - Grant - Homeland Security 7,957 - - - - Grant Reimbursement 700 670 56,840 - - Total Intergovernmental 151,796 143,917 195,577 131,950 131,950

Other:Contributions and Donations 350 185 425 - - Surplus Auction Proceeds 1,149 - 5,628 100 100 Refunds 332 872 1,018 - - Insurance Reimbursement - - 4,712 - - Miscellaneous 190 744 614 - - Total Other 2,021 1,801 12,397 100 100

Grand Total 955,169 946,648 1,023,737 931,050 882,050

4-15

Fire FundSummary of Expenditures


Personal Services:Salaries - Supervisors 73,164 145,961 150,362 150,673 153,039 Salaries - Staff 264,559 179,603 182,109 194,895 192,015 Salaries - Part Time 248,529 174,744 181,171 194,152 191,433 Overtime 27,502 23,490 19,008 31,827 31,364 Medicare 6,379 7,252 7,409 7,195 7,124 Social Security 9,254 8,698 9,045 12,038 11,869 PERS 11,932 12,761 10,578 10,840 10,920 OH Police & Fire 51,782 57,874 73,142 63,203 62,615 Uniforms - - 3,784 7,000 7,000 Health Insurance 34,782 49,516 37,779 50,478 55,410 Dental Insurance 3,188 3,286 1,695 3,254 3,236 Life Insurance 884 1,080 883 953 954 Car Allowance 2,400 2,400 - - - Workers Compensation 11,728 18,285 20,596 11,000 10,622 Total Personal Services 746,083 684,950 697,561 737,508 737,601

Contractual Services:Treasurer/Auditor Fees 9,994 8,358 10,397 11,500 11,500 Professional Associations 595 258 240 350 350 Legal Fees - - - 250 250 Contractual Services 49,340 3,923 39,296 30,000 30,000 Dispatch Services 12,394 11,455 9,497 22,000 22,000 Training/Testing 2,544 2,819 3,140 4,500 4,500 Utilities - Electric / Gas 8,530 8,000 8,891 10,000 10,000 Utilities - Water 975 823 847 1,000 1,000 Telephone - GTE 2,439 3,269 3,811 3,950 3,950 Telephone - Cellular 3,319 438 2,509 1,368 1,368 Pagers 413 914 83 - - Community Relations 791 836 458 450 450 Property Insurance 8,775 12,956 13,011 9,225 9,225 Total Contractual Services 100,109 54,049 92,180 94,593 94,593

Material and Supplies:Office Supplies 588 335 417 600 600 Training/Testing Supplies 146 348 442 500 500 Fuel 13,263 8,000 20,405 14,500 14,500 Small Tools & Minor Equipment 2,145 442 218 500 500 Misc. Supplies 107 221 250 250 250 Total Material and Supplies 16,249 9,346 21,732 16,350 16,350

Capital Outlay:Office Equipment & Furniture 544 1,292 3,373 500 500 Equipment Acquisition 3,107 1,000 4,948 3,500 3,500 Capital Equipment - FEMA Grant - - 61,589 - - Capital Equipment - Homeland Security 4,795 - - - - Total Capital Outlay 8,446 2,292 69,910 4,000 4,000

Other Expenditures:Equipment Maintenance 28,921 24,818 53,968 26,000 26,000 Office Equipment Maintenance - 400 250 250 250 Vehicle Maintenance 1,180 607 789 750 750 Facility Maintenance 4,508 5,179 3,831 4,000 4,000 Total Other Expenditures 34,609 31,004 58,838 31,000 31,000

Grand Total 905,496 781,641 940,221 883,451 883,544

4-16

EMS FUND

2009 Actual 2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Property and Other Local Taxes 180,718 180,965 183,669 190,000 175,000 Intergovernmental 36,301 36,231 34,338 30,000 30,000 Charges for Services 335,703 353,009 340,224 350,000 350,000 Other 22,731 4,611 3,311 3,250 - Transfers-In - - - 20,000 -

TOTAL REVENUES 575,453 574,816 561,542 593,250 555,000

EXPENDITURES:Personal Services 384,146 506,280 469,337 574,745 572,728 Contractual Services 31,329 64,243 36,544 55,018 55,018 Material and Supplies 14,218 17,468 11,472 12,650 12,650 Capital Outlay 3,500 5,137 3,915 850 850 Other Expenditures 3,657 5,036 2,327 3,800 3,800


NET CHANGE IN FUND BALANCE 138,603 (23,348) 37,947 (53,813) (90,046)



4-17

EMS FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:General Property Tax 177,223 177,968 183,355 190,000 175,000 Tangible Personal Property 3,495 2,997 314 - - Total Property and Other Local Taxes 180,718 180,965 183,669 190,000 175,000

Intergovernmental:Deregulation Reimbursement 2,745 2,745 - - - Homestead/ Rollback 30,056 30,486 30,888 30,000 30,000 Grant Reimbursement 3,500 3,000 3,450 - - Total Intergovernmental 36,301 36,231 34,338 30,000 30,000

Charges for Services:EMS Billing 335,703 353,009 340,224 350,000 350,000 Total Charges for Services 335,703 353,009 340,224 350,000 350,000

Other:Community Education - 420 50 - - Contributions and Donations - - 125 - - Surplus Auction Proceeds 18,650 - - - - Refunds 953 504 159 - - Unclaimed Monies - - 77 - - Flexbank 2,860 3,390 2,900 3,250 - Miscellaneous 268 297 - - - Total Other 22,731 4,611 3,311 3,250 -

Transfers-In:Transfers In - - - 20,000 - Total Transfers-In - - - 20,000 -

Grand Total 575,453 574,816 561,542 593,250 555,000

4-18

EMS FundSummary of Expenditures


Personal Services:Salaries - Supervisors 70,919 - - - - Salaries - Staff 72,794 169,123 137,436 194,895 192,015 Salaries - Part Time 74,560 171,912 192,536 194,152 191,433 Overtime 20,053 19,721 16,011 31,827 31,364 Medicare 5,310 4,885 4,719 7,195 7,124 Social Security 6,310 8,841 9,732 12,038 11,869 PERS 11,195 10,676 10,871 - - OH Police & Fire 59,169 41,481 25,661 63,203 62,615 Uniforms 5,474 5,271 486 3,500 3,500 Personal Protective Equipment 9,820 10,680 - - - Health Insurance 39,117 33,944 57,344 50,478 55,411 Dental Insurance 1,529 1,678 3,040 3,253 3,236 Life Insurance 883 687 840 954 953 Flexbank 3,025 2,988 3,491 3,250 3,250 Workers Compensation 3,988 24,393 7,170 10,000 9,958 Total Personal Services 384,146 506,280 469,337 574,745 572,728

Contractual Services:Treasurer/Auditor Fees 2,269 1,905 2,365 3,200 3,200 Legal Fees 294 - - 500 500 Contractual Services 1,253 33,923 8,438 5,000 5,000 EMS - Medic Fee Refund 2,567 5,660 6,301 23,200 23,200 Dispatch Services 613 1,100 6,127 10,000 10,000 Training/Testing 3,520 2,404 1,653 2,500 2,500 Utilities - Electric / Gas 7,505 10,087 5,840 6,000 6,000 Utilities - Water 474 520 748 1,000 1,000 Telephone - GTE 1,949 1,205 380 1,000 1,000 Telephone - Cellular 2,311 2,964 130 1,368 1,368 Pagers - 1,000 - - - Community Relations 1,232 475 250 250 250 Property Insurance 7,342 3,000 4,312 1,000 1,000 Total Contractual Services 31,329 64,243 36,544 55,018 55,018

Material and Supplies:Office Supplies 489 275 - 150 150 Training/Testing Supplies 995 700 449 750 750 Fuel 4,800 12,945 6,567 7,500 7,500 Small Tools & Minor Equipment 1,668 1,951 120 1,250 1,250 Misc. Supplies 1,186 1,065 952 750 750 EMS Supplies 5,080 532 3,384 2,250 2,250 Total Material and Supplies 14,218 17,468 11,472 12,650 12,650

Capital Outlay:Office Equipment and Furniture - 937 - 100 100 Equipment Acquisition - 961 250 750 750 Grant Purchase / Equipment 3,500 3,239 3,665 - - Total Capital Outlay 3,500 5,137 3,915 850 850

Other Expenditures:Equipment Maintenance 962 4,378 1,749 3,250 3,250 Office Equipment Maintenance - 400 36 200 200 Vehicle Maintenance - - 300 100 100 Facility Maintenance 2,695 258 242 250 250 Total Other Expenditures 3,657 5,036 2,327 3,800 3,800

Grand Total 436,850 598,164 523,595 647,063 645,046

4-19

SPECIAL REVENUES

SERVICE DEPARTMENT DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES This Department is responsible for maintenance of all City-owned facilities including buildings, vehicles, streets, storm drains, parks, street trees, traffic signs, etc. Currently we have eight full time employees performing the following functions:

• Street Maintenance -212 miles of roadway (435 lane miles)

• Cemetery maintenance

• Traffic operations • Storm drainage and ditch maintenance

• Parks and athletic field maintenance • Right of way mowing

• Street tree maintenance • Leaf Collection Program

• Equipment and vehicle maintenance • Street sweeping

• Traffic sign maintenance and replacement

• Snow removal


1. The Street Resurfacing Program for 2012was completed at the budgeted amount. (Council Goal #2)

2. Pothole repairs were completed usually within 48 hours of notification.

3. All parks and cemeteries mowed as necessary- Northview Playground, Westbrook

Park, Hardscrabble Park, Clayton Cemetery and Warner Cemetery.

4. During the 2012 winter season, we used 300 tons of salt.

5. Right-of-ways are mowed in the rural areas during the spring, summer and fall.

6. 260 yards of playground mulch was distributed thru all four playgrounds in the parks. (Council Goal #5)

4-20

SPECIAL REVENUES

SERVICE DEPARTMENT DEPARTMENT SUMMARY (Continued) 2013 GOALS

1. Continue snow removal from all streets within 24 hours of a winter storm event. 2. Continue the cleaning and re-grading program for ditches in rural areas.

3. Continue the Street Sign Replacement Program.

4. Bid and award the annual street maintenance program by May 2013. (Council Goal

#2)

5. Reduce diesel fuel usage by limiting the use of dump trucks whenever possible.

4-21

SERVICE FUND

2009 Budget 2010 Actual 2011 Actual 2012 Budget 2013 BudgetREVENUES:

Intergovernmental 624,474 558,282 542,267 510,000 505,000 Charges for Services 425 1,013 320 225 2,000 Licenses and Permits 800 1,025 1,350 400 500 Investment Income 1,058 186 301 250 250 Other 7,802 29,587 26,166 25,150 2,700 Transfers-In 250,000 100,000 121,350 350,000 260,000

TOTAL REVENUES 884,559 690,093 691,754 886,025 770,450

EXPENDITURES:Personal Services 731,243 644,919 597,681 696,506 702,617 Contractual Services 50,878 53,985 55,853 63,168 63,168 Material and Supplies 35,831 49,821 46,082 61,525 61,525 Capital Outlay 94 - 7,950 250 250 Other Expenditures 13,471 37,922 11,626 26,500 17,500


NET CHANGE IN FUND BALANCE 53,042 (96,554) (27,438) 38,076 (74,610)



4-22

Service FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedIntergovernmental:State Gas Tax 447,012 465,894 450,504 425,000 425,000 Motor Vehicle License 92,704 92,388 91,763 85,000 80,000 Grant Reimbursement 84,758 - - - - Total Intergovernmental 624,474 558,282 542,267 510,000 505,000

Charges for Services:Mowing Charges 425 1,013 320 225 2,000 Total Charges for Services 425 1,013 320 225 2,000

Licenses and Permits:Permits 800 1,025 1,350 400 500 Total Licenses and Permits 800 1,025 1,350 400 500

Investment Income:Interest 1,058 186 301 250 250 Total Investment Income 1,058 186 301 250 250

Other:Refunds 934 477 1,309 100 100 Flexbank 5,420 5,566 6,302 6,150 - Insurance Reimbursement - 22,054 16,919 9,300 2,000 Surplus Auction Proceeds - 355 820 100 100 Miscellaneous 1,448 1,135 816 9,500 500 Total Other 7,802 29,587 26,166 25,150 2,700

Transfers-In:Transfers In 250,000 100,000 121,350 350,000 260,000 Total Transfers-In 250,000 100,000 121,350 350,000 260,000

Grand Total 884,559 690,093 691,754 886,025 770,450

4-23

Service FundSummary of Expenditures


Personal Services:Salaries - Supervisors 153,615 104,523 87,904 81,020 81,927 Salaries - Staff 289,695 290,473 301,763 312,857 308,435 Salaries - Part Time 29,785 - - - - Overtime 9,453 18,085 7,808 26,528 26,141 Medicare 5,954 5,536 5,631 6,096 6,039 PERS 72,508 68,240 55,385 58,857 58,310 Uniform 5,581 4,484 4,050 5,500 5,500 Health Insurance 130,081 104,890 106,352 166,710 184,757 Dental Insurance 6,586 5,863 6,119 7,657 7,616 Life Insurance 1,938 1,653 1,726 2,214 2,214 Car Allowance - - - - - Flexbank 4,748 6,168 5,663 6,150 6,150 Workers Compensation 16,494 24,780 14,523 15,000 10,528 Unemployment 4,805 10,224 757 7,917 5,000 Total Personal Services 731,243 644,919 597,681 696,506 702,617

Contractual Services:Professional Associations 85 70 25 100 100 Legal Fees - 955 - 650 650 Contractual Services 4,096 4,499 5,045 6,000 6,000 Training/Testing 845 260 299 350 350 Utilities - Electric / Gas 23,212 25,111 26,312 27,500 27,500 Utilities - Water 524 386 466 1,000 1,000 Telephone-GTE 4,115 4,056 3,805 4,500 4,500 Telephone-Cellular 2,524 2,271 2,517 2,568 2,568 Property Insurance 15,477 16,377 17,384 20,500 20,500 Total Contractual Services 50,878 53,985 55,853 63,168 63,168

Material and Supplies:Office Supplies 187 113 66 125 125 Fuel 32,886 36,077 44,202 37,500 37,500 Small Tools & Minor Equipment 1,896 1,771 460 750 750 Misc. Supplies 707 422 854 650 650 Salt / Grits / Brine - 2,423 - 15,000 15,000 Stone, Asphalt, Paving Materials 155 9,015 500 7,500 7,500 Total Material and Supplies 35,831 49,821 46,082 61,525 61,525

Capital Outlay:Office Equipment & Furniture 94 - - - - Equipment Acquisition - - 7,950 250 250 Total Capital Outlay 94 - 7,950 250 250

Other Expenditures:Equipment Maintenance 10,668 - 226 500 500 Equipment Maintenance - Outside - 35,930 9,404 15,000 15,000 Facility Maintenance 2,803 1,992 1,996 11,000 2,000 Total Other Expenditures 13,471 37,922 11,626 26,500 17,500

Grand Total 831,517 786,647 719,192 847,949 845,060

4-24

STATE HIGHWAY FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Intergovernmental 43,760 45,266 43,967 42,000 40,000 Investment Income 1,359 455 1,950 550 550 Other - - 1,085 - -

TOTAL REVENUES 45,119 45,721 47,002 42,550 40,550

EXPENDITURES:Contractual Services 6,083 6,491 6,634 9,500 9,500 Material and Supplies 7,276 20,300 7,500 49,500 49,500 Capital Outlay - - 1,085 - 3,850 Other Expenditures 3,543 5,198 9,935 15,000 15,000


NET CHANGE IN FUND BALANCE 28,217 13,732 21,848 (31,450) (37,300)



4-25

State Highway FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedIntergovernmental:State Gas Tax 36,244 37,775 36,527 35,000 34,000 Motor Vehicle License 7,516 7,491 7,440 7,000 6,000 Total Intergovernmental 43,760 45,266 43,967 42,000 40,000

Investment Income:Interest 1,359 455 1,950 550 550 Total Investment Income 1,359 455 1,950 550 550

Other:Insurance Reimbursements - - 1,085 - - Total Investment Income - - 1,085 - -

Grand Total 45,119 45,721 47,002 42,550 40,550

State Highway FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Contractual Services - - - 2,500 2,500 Utilities - Electric / Gas 6,083 6,491 6,634 7,000 7,000 Total Contractual Services 6,083 6,491 6,634 9,500 9,500

Material and Supplies:Miscellaneous Supplies - 300 7,500 4,500 4,500 Small Tools & Minor Equipment 7,276 - - - - Stone, Asphalt, Paving Materials - - - 15,000 15,000 Salt / Grits / Brine - 20,000 - 30,000 30,000 Total Material and Supplies 7,276 20,300 7,500 49,500 49,500

Capital Outlay:Equipment Acquisition - - - - 3,850 Land & Land Improvements - - 1,085 - - Total Capital Outlay - - 1,085 - 3,850

Other Expenditures:Equipment Maintenance 3,543 5,198 9,935 15,000 15,000 Total Other Expenditures 3,543 5,198 9,935 15,000 15,000

Grand Total 16,902 31,989 25,154 74,000 77,850

4-26

PERMISSIVE MOTOR VEHICLE LICENSE TAX FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Intergovernmental 102,538 103,542 102,578 110,000 100,000 Investment Income 1,559 378 856 500 500 Other - 965 5 - -

TOTAL REVENUES 104,097 104,885 103,439 110,500 100,500

EXPENDITURES:Personal Services - 50,768 43,957 80,118 61,144 Contractual Services 7,306 1,637 1,350 1,500 1,500 Material and Supplies 21,659 106,983 53,902 30,000 30,000 Capital Outlay 1,169 - 10,200 - - Other Expenditures 35,851 31,305 37,494 30,000 30,000


NET CHANGE IN FUND BALANCE 38,112 (85,808) (43,464) (31,118) (22,144)



4-27

Permissive Motor Vehicle License Tax FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedIntergovernmental:Permissive License Tax 102,538 103,542 102,578 110,000 100,000 Total Intergovernmental 102,538 103,542 102,578 110,000 100,000

Investment Income:Interest 1,373 345 856 500 500 Dividend 186 33 - - - Total Investment Income 1,559 378 856 500 500

Other:Miscellaneous - 965 5 - - Total Other - 965 5 - -

Grand Total 104,097 104,885 103,439 110,500 100,500

Permissive Motor Vehicle License Tax FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetPersonal Services:Salaries - Part Time - 43,899 37,914 69,396 52,961 Medicare - 628 534 1,007 768 PERS - 6,241 5,509 9,715 7,415 Total Personal Services - 50,768 43,957 80,118 61,144

Contractual Services:Contractual Services 7,306 1,637 1,350 1,500 1,500 Total Contractual Services 7,306 1,637 1,350 1,500 1,500

Material and Supplies:Salt / Grits / Brine 16,106 87,320 48,875 30,000 30,000 Small Tools & Minor Equipment 283 - 604 - - Stone, Asphalt, Paving Materials 5,270 19,663 4,423 - - Total Material and Supplies 21,659 106,983 53,902 30,000 30,000

Capital Outlay:Equipment Acquisition 1,169 - - - - Land & Land Improvements - - 10,200 - - Total Capital Outlay 1,169 - 10,200 - -

Other Expenditures:Equipment Maintenance 35,851 31,305 33,994 30,000 30,000 Facility Maintenance - - 3,500 - - Total Other Expenditures 35,851 31,305 37,494 30,000 30,000

Grand Total 65,985 190,693 146,903 141,618 122,644

4-28

STREET LIGHTS FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Property and Other Local Taxes 28,576 38,026 68,284 45,500 37,500 Other 6,330 9,180 - - - Transfers-In 23,000 4,103 - - -

TOTAL REVENUES 57,906 51,309 68,284 45,500 37,500

EXPENDITURES:Contractual Services 63,721 50,821 42,334 45,500 45,500


NET CHANGE IN FUND BALANCE (5,815) 488 25,950 - (8,000)

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 6,466 651 1,139 27,089 27,089

ENDING FUND BALANCES,DECEMBER 31 651 1,139 27,089 27,089 19,089

4-29

Street Lights FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:Special Assessments 28,576 38,026 68,284 45,500 37,500 Total Property and Other Local Taxes 28,576 38,026 68,284 45,500 37,500

Other:Insurance Reimbursement 6,330 9,180 - - - Total Other 6,330 9,180 - - -

Transfers-In:Transfers-In 23,000 4,103 - - - Total Transfers-In 23,000 4,103 - - -

Grand Total 57,906 51,309 68,284 45,500 37,500

Street Lights FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Treasurer/Auditor Fees - 1,816 4,504 5,500 5,500 Contractual Services 6,830 8,620 - - - Street Lights 56,891 40,385 37,830 40,000 40,000 Total Contractual Services 63,721 50,821 42,334 45,500 45,500

Grand Total 63,721 50,821 42,334 45,500 45,500

4-30

CEMETERY FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Charges for Services 8,650 5,650 1,400 1,450 2,000

TOTAL REVENUES 8,650 5,650 1,400 1,450 2,000

EXPENDITURES:Contractual Services 3,427 1,400 1,424 1,650 1,650 Material and Supplies 100 499 159 500 500 Other Expenditures - 90 178 1,000 1,000


NET CHANGE IN FUND BALANCE 5,123 3,661 (361) (1,700) (1,150)



4-31

Cemetery FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedCharges for Services:Sale of Lots 3,975 3,650 750 450 1,000 Grave Openings/Closings 4,675 2,000 650 1,000 1,000 Total Charges for Services 8,650 5,650 1,400 1,450 2,000

Grand Total 8,650 5,650 1,400 1,450 2,000

Cemetery FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Contractual Services 332 - 24 250 250 Property Insurance 3,095 1,400 1,400 1,400 1,400 Total Contractual Services 3,427 1,400 1,424 1,650 1,650

Material and Supplies:Miscellaneous Supplies 100 499 159 500 500 Total Material and Supplies 100 499 159 500 500

Other Expenditures:Equipment Maintenance - 90 178 1,000 1,000

Total Other Expenditures - 90 178 1,000 1,000

Grand Total 3,527 1,989 1,761 3,150 3,150

4-32

SPECIAL REVENUES

2013 Capital Improvement Project Detail

Item: State Route 48 – Main Street Improvements Fund: Tax Increment Financing Project Number: DS-6-2005 Department: Economic Development Project Manager: David Rowlands

COST ESTIMATES:

PROJECT

TOTAL

TOTAL APPROPRIATIONS

THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction 2,755,369 106,525 109,650 109,650 109,650 106,900 Furniture/Equipment TOTAL 2,755,369 106,525 109,650 109,650 109,650 106,900

REVENUE SOURCES:

PROJECT

TOTAL


THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds 106,525 109,650 109,650 109,650 106,900 CIP/Debt Service 2,755,369 TOTAL 2,755,369 106,525 109,650 109,650 109,650 106,900 Description: Beautification project which include storm sewer, sidewalks, curb and gutter, street lights, and landscaping from Hacker Road to Old Salem Road. Justification: Ordinance O-04-05-05 authorized the financing for the purpose of improving State Route 48. Status: Phase I has been completed.

4-33

City of ClaytonRt 48 Project25 Year Maturity$1,600,000

Debt Service Schedule

Date Principal Coupon Interest Balance1,599,999.55$

12/1/2005 - 33,831.25 1,599,999.55 6/1/2006 - 33,831.25 1,599,999.55

12/1/2006 40,000.00 3.50% 33,831.25 1,559,999.55 6/1/2007 - 33,131.25 1,559,999.55

12/1/2007 45,000.00 3.50% 33,131.25 1,514,999.55 6/1/2008 32,343.75 1,514,999.55

12/1/2008 45,000.00 3.50% 32,343.75 1,469,999.55 6/1/2009 31,556.25 1,469,999.55

12/1/2009 45,000.00 3.50% 31,556.25 1,424,999.55 6/1/2010 30,768.75 1,424,999.55

12/1/2010 45,000.00 3.50% 30,768.75 1,379,999.55 6/1/2011 29,981.25 1,379,999.55

12/1/2011 50,000.00 3.25% 29,981.25 1,329,999.55 6/1/2012 29,168.75 1,329,999.55

12/1/2012 50,000.00 3.625% 29,168.75 1,279,999.55 6/1/2013 28,262.50 1,279,999.55

12/1/2013 50,000.00 3.75% 28,262.50 1,229,999.55 6/1/2014 27,325.00 1,229,999.55

12/1/2014 33,358.05 48,966.95 1,196,641.50 6/1/2015 27,325.00 1,196,641.50

12/1/2015 31,641.50 50,683.50 1,165,000.00 6/1/2016 27,325.00 1,165,000.00

12/1/2016 55,000.00 5.00% 27,325.00 1,110,000.00 6/1/2017 25,950.00 1,110,000.00

12/1/2017 55,000.00 5.00% 25,950.00 1,055,000.00 6/1/2018 24,575.00 1,055,000.00

12/1/2018 60,000.00 5.00% 24,575.00 995,000.00 6/1/2019 23,075.00 995,000.00

12/1/2019 65,000.00 5.00% 23,075.00 930,000.00 6/1/2020 21,450.00 930,000.00

4-34

Date Principal Coupon Interest Balance12/1/2020 65,000.00 5.00% 21,450.00 865,000.00 6/1/2021 19,825.00 865,000.00

12/1/2021 70,000.00 5.00% 19,825.00 795,000.00 6/1/2022 18,075.00 795,000.00

12/1/2022 75,000.00 5.00% 18,075.00 720,000.00 6/1/2023 16,200.00 720,000.00

12/1/2023 75,000.00 5.00% 16,200.00 645,000.00 6/1/2024 14,325.00 645,000.00

12/1/2024 80,000.00 5.00% 14,325.00 565,000.00 6/1/2025 12,325.00 565,000.00

12/1/2025 85,000.00 5.00% 12,325.00 480,000.00 6/1/2026 1,020.00 480,000.00

12/1/2026 90,000.00 4.25% 1,020.00 390,000.00 6/1/2027 8,287.50 390,000.00

12/1/2027 90,000.00 4.25% 8,287.50 300,000.00 6/1/2028 6,375.00 300,000.00

12/1/2028 95,000.00 4.25% 6,375.00 205,000.00 6/1/2029 4,356.25 205,000.00

12/1/2029 100,000.00 4.25% 4,356.25 105,000.00 6/1/2030 2,231.25 105,000.00

12/1/2030 105,000.00 4.25% 2,231.25 -

4-35

TAX INCREMENT FINANCING FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Property and Other Local Taxes 98,671 100,656 218,276 115,000 115,000

TOTAL REVENUES 98,671 100,656 218,276 115,000 115,000

EXPENDITURES:Contractual Services 10,652 36,675 38,483 48,500 176,500 Debt Service 108,113 106,537 109,962 106,525 106,525


NET CHANGE IN FUND BALANCE (20,094) (42,556) 69,831 (40,025) (168,025)



4-36

Tax Increment Financing FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:Payment in Lieu of Taxes 98,671 100,656 218,276 115,000 115,000 Total Property and Other Local Taxes 98,671 100,656 218,276 115,000 115,000

Grand Total 98,671 100,656 218,276 115,000 115,000

Tax Increment Financing FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Treasurer/Auditor Fees - 1,271 3,117 2,500 2,500 School District share of TIF Receipts 7,284 35,404 35,366 40,000 40,000 Contractual Services 3,368 - - 6,000 134,000 Total Contractual Services 10,652 36,675 38,483 48,500 176,500

Debt Service:Bond Principal 45,000 45,000 50,000 50,000 50,000 Note/Bond Interest 63,113 61,537 59,962 56,525 56,525 Total Debt Service 108,113 106,537 109,962 106,525 106,525

Grand Total 118,765 143,212 148,445 155,025 283,025

4-37

TAX INCREMENT FINANCING (TIF) TOWNE CENTER FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Property and Other Local Taxes 39,778 87,078 109,675 100,000 125,000

TOTAL REVENUES 39,778 87,078 109,675 100,000 125,000

EXPENDITURES:Contractual Services - 19,158 18,869 35,000 135,000 Debt Service - - - 64,382 64,382

TOTAL EXPENDITURES - 19,158 18,869 99,382 199,382

NET CHANGE IN FUND BALANCE 39,778 67,920 90,806 618 (74,382)

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 - 39,778 107,698 198,504 199,122


4-38

Tax Increment Financing (TIF) Towne Center FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:Payment in Lieu of Taxes 39,778 87,078 109,675 100,000 125,000 Total Property and Other Local Taxes 39,778 87,078 109,675 100,000 125,000

Grand Total 39,778 87,078 109,675 100,000 125,000

Tax Increment Financing (TIF) Towne Center FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Treasurer/Auditor Fees - 1,030 1,629 2,500 2,500 School District share of TIF Receipts 18,128 17,240 32,500 22,500 Contractual Services - 110,000 Total Contractual Services - 19,158 18,869 35,000 135,000

Debt Service:Bond Principal - - - 25,638 25,638 Note/Bond Interest - - - 38,744 38,744 Total Debt Service - - - 64,382 64,382

Grand Total - 19,158 18,869 99,382 199,382

4-39

JOINT ECONOMIC DEVELOPMENT DISTRICT (JEDD)

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Municipal Income Taxes 43,533 37,252 27,341 30,000 30,000 Investment Income 5 - - - -

TOTAL REVENUES 43,538 37,252 27,341 30,000 30,000

EXPENDITURES:Contractual Services 16,883 7,934 400 18,500 18,500

TOTAL EXPENDITURES 16,883 7,934 400 18,500 18,500

NET CHANGE IN FUND BALANCE 26,655 29,318 26,941 11,500 11,500



4-40

Joint Economic Development District (JEDD)Summary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedMunicipal Income Taxes:Income Tax 25,573 - - - - JEDD Allocation 17,960 37,252 27,341 30,000 30,000 Total Municipal Income Taxes 43,533 37,252 27,341 30,000 30,000

Investment Income:Interest 5 - - - - Total Investment Income 5 - - - -

Grand Total 43,538 37,252 27,341 30,000 30,000

Joint Economic Development District (JEDD)Summary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Consulting - Marketing - 6,934 300 13,000 13,000 JEDD Member Payments 16,883 - - - - RITA Service Charge - - - 2,000 2,000 Advertising and Promotion - 1,000 100 3,500 3,500 Total Contractual Services 16,883 7,934 400 18,500 18,500

Grand Total 16,883 7,934 400 18,500 18,500

4-41

FEMA FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Intergovernmental 152,301 3,724 - - - TOTAL REVENUES 152,301 3,724 - - -

EXPENDITURES:Capital Outlay 44,642 3,200 Other 107,659 524 - - -

TOTAL EXPENDITURES 152,301 3,724 - - -

NET CHANGE IN FUND BALANCE - - - - -

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 - - - - -

ENDING FUND BALANCES,DECEMBER 31 - - - - -

4-42

FEDERAL STIMULUS

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Intergovernmental 19,500 - - - - Transfers-In - - 20,764 - -

TOTAL REVENUES 19,500 - 20,764 - -

EXPENDITURES:Capital Outlay 19,500 - 20,764 - -

TOTAL EXPENDITURES 19,500 - 20,764 - -




4-43

Debt Service Fund

2013 Budget

DEBT SERVICE Table 5.1 Debt Service Expenditures

Fund Actual 2009

Actual 2010

Actual 2011

Budget 2012

Budget 2013

$ Variance

% Variance

Debt Service 608,498 397,643 399,668 332,361 334,099 1,738 .5%

Definition of Debt Service Funds To account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Bond Retirement Fund To account for the accumulation of resources for, and the payment of, the 2005 Various Purpose Bonds debt principal and interest.

Fund Summary All the expenditures are for principal and interest purposes related to debt issues. The revenue consists of transfers-in from the General Fund. Note that no amortization schedule is available for the Water Line Loan with the City of Dayton (payments made per agreement when residents tap-in to the water lines) .

DEBT SERVICE PAYMENTS

Purpose Balance Maturity

Commerce Park - Serial Bonds

285,000 2015

Commerce Park - Term Bonds

3,270,000 2030

Commerce Park - Capital Appreciation Bonds

271,061 2015 Table 5.2 Debt Service Payments

Ohio Water Development Authority Loan Date of loan agreement: January 27, 2005

Term of loan agreement: 30 Years Maturity date of loan: January 1, 2036 Annual interest rate: 4.00% Principal amount of loan: $3,496,826.61 Interest and principal dates: July 1 and January 1

5-1

DEBT SERVICE


Item: Commerce Park Bonds Fund: Debt Service Project Number: DS-7-2004 Department: Economic Development Project Manager: David Rowlands

COST ESTIMATES:

PROJECT

TOTAL


THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition 2,899,999 197,288 198,725 198,725 198,725 193,725 Planning/Engineering Design Construction Furniture/Equipment TOTAL 2,899,999 197,288 198,725 198,725 198,725 193,725

REVENUE SOURCES:

PROJECT

TOTAL


THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP/Debt Service 2,899,999 197,288 198,725 198,725 198,725 193,725 TOTAL 2,899,999 197,288 198,725 198,725 198,725 193,725

Description: City purchased 143 acres to develop a Commerce Park and expand the tax base. Justification: Ordinance O-11-04-20 authorized the purchase of 143.564 acres located at 8392 Hoke Road. Ordinance O-04-05-06 authorized the issue of bonds for the purpose of acquiring the property. Status: Commerce Park was sold with financing in the form of a forgivable loan.

5-2

DEBT SERVICE


Item: Sewer System Expansion/Waterline Fund: Debt Service Project Number: DS-1-2005 Department: Economic Development Project Manager: David Rowlands

COST ESTIMATES:

PROJECT

TOTAL


THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2016 Infrastructure 3,496,826 201,193 201,193 201,193 201,193 201,193 Planning/Engineering Design Construction Furniture/Equipment TOTAL 3,496,826 201,193 201,193 201,193 201,193 201,193

REVENUE SOURCES:

PROJECT

TOTAL


THRU

FY

2013

FY

2014

FY

2015

FY

2016

FY

2016 General Fund TIF Grants Bonds CIP/Debt Service 3,496,826 201,193 201,193 201,193 201,193 201,193 TOTAL 3,496,826 201,193 201,193 201,193 201,193 201,193

Description: Sewer System Expansion Phase I and Waterline for portions of the

rural areas of the City. Justification: Ordinance O-07-04-11 authorized a cooperative loan agreement

between the City and the OWDA for the construction, maintenance and operation of Phase One of the sewer project.

Status: Project completed in 2007.

5-3

City of Clayton Sewer System Expansion Phase 1 and Waterline Debt Service Schedule

Payment Date

Total Payment Principal Interest

Ending Balance

7/1/2006 $100,596.59 $30,660.06 $69,936.53 $3,466,166.55 1/1/2007 100,596.59 31,273.26 69,323.33 3,434,893.30 7/1/2007 100,596.59 31,898.72 68,697.87 3,402,994.57 1/1/2008 100,596.59 32,536.70 68,059.89 3,370,457.88 7/1/2008 100,596.59 33,187.43 67,409.16 3,337,270.45 1/1/2009 100,596.59 33,851.18 66,745.41 3,303,419.27 7/1/2009 100,596.59 34,528.20 66,068.39 3,268,891.06 1/1/2010 100,596.59 35,218.77 65,377.82 3,233,672.30 7/1/2010 100,596.59 35,923.14 64,673.45 3,197,749.15 1/1/2011 100,596.59 36,641.61 63,954.98 3,161,107.55 7/1/2011 100,596.59 37,374.44 63,222.15 3,123,733.11 1/1/2012 100,596.59 38,121.93 62,474.66 3,085,611.18 7/1/2012 100,596.59 38,884.36 61,712.22 3,046,726.82 1/1/2013 100,596.59 39,662.05 60,934.54 3,007,064.77 7/1/2013 100,596.59 40,455.29 60,141.30 2,966,609.48 1/1/2014 100,596.59 41,264.40 59,332.19 2,925,345.08 7/1/2014 100,596.59 42,089.69 58,506.90 2,883,255.39 1/1/2015 100,596.59 42,931.48 57,665.11 2,840,323.91 7/1/2015 100,596.59 43,790.11 56,806.48 2,796,533.80 1/1/2016 100,596.59 44,665.91 55,930.68 2,751,867.89 7/1/2016 100,596.59 45,559.23 55,037.36 2,706,308.66 1/1/2017 100,596.59 46,470.42 54,126.17 2,659,838.24 7/1/2017 100,596.59 47,399.82 53,196.76 2,612,438.42 1/1/2018 100,596.59 48,347.82 52,248.77 2,564,090.60 7/1/2018 100,596.59 49,314.78 51,281.81 2,514,775.82 1/1/2019 100,596.59 50,301.07 50,295.52 2,464,474.75 7/1/2019 100,596.59 51,307.09 49,289.49 2,413,167.65 1/1/2020 100,596.59 52,333.24 48,263.35 2,360,834.42 7/1/2020 100,596.59 53,379.90 47,216.69 2,307,454.52 1/1/2021 100,596.59 54,447.50 46,149.09 2,253,007.02 7/1/2021 100,596.59 55,536.45 45,060.14 2,197,470.57 1/1/2022 100,596.59 56,647.18 43,949.41 2,140,823.40 7/1/2022 100,596.59 57,780.12 42,816.47 2,083,043.28 1/1/2023 100,596.59 58,935.72 41,660.87 2,024,107.55 7/1/2023 100,596.59 60,114.44 40,482.15 1,963,993.12 1/1/2024 100,596.59 61,316.73 39,279.86 1,902,676.39 7/1/2024 100,596.59 62,543.06 38,053.53 1,840,133.33 1/1/2025 100,596.59 63,793.92 36,802.67 1,776,339.41 7/1/2025 100,596.59 65,069.80 35,526.79 1,711,269.61 1/1/2026 100,596.59 66,371.20 34,225.39 1,644,898.41 7/1/2026 100,596.59 67,698.62 32,897.97 1,577,199.79

5-4

Payment Date

Total Payment Principal Interest

Ending Balance

7/1/2027 100,596.59 70,433.64 30,162.94 1,437,713.55 1/1/2028 100,596.59 71,842.32 28,754.27 1,365,871.24 7/1/2028 100,596.59 73,279.16 27,317.42 1,292,592.07 1/1/2029 100,596.59 74,744.75 25,851.84 1,217,847.32 7/1/2029 100,596.59 76,239.64 24,356.95 1,141,607.68 1/1/2030 100,596.59 77,764.43 22,832.15 1,063,843.25 7/1/2030 100,596.59 79,319.72 21,276.86 984,523.52 1/1/2031 100,596.59 80,906.12 19,690.47 903,617.41 7/1/2031 100,596.59 82,524.24 18,072.35 821,093.17 1/1/2032 100,596.59 84,174.73 16,421.86 736,918.44 7/1/2032 100,596.59 85,858.22 14,738.37 651,060.22 1/1/2033 100,596.59 87,575.38 13,021.20 563,484.84 7/1/2033 100,596.59 89,326.89 11,269.70 474,157.95 1/1/2034 100,596.59 91,113.43 9,483.16 383,044.52 7/1/2034 100,596.59 92,935.70 7,660.89 290,108.82 1/1/2035 100,596.59 94,794.41 5,802.18 195,314.41 7/1/2035 100,596.59 96,690.30 3,906.29 98,624.11 1/1/2036 98,624.11 96,651.62 1,972.48 0.00

5-5

DEBT SERVICE FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Transfers-In 613,705 388,163 393,684 336,000 335,000

TOTAL REVENUES 613,705 388,163 393,684 336,000 335,000

EXPENDITURES:Debt Service 608,498 397,643 399,668 332,361 334,099


NET CHANGE IN FUND BALANCE 5,207 (9,480) (5,984) 3,639 901

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 10,257 15,464 5,984 - 3,639

ENDING FUND BALANCES,DECEMBER 31 15,464 5,984 - 3,639 4,540

5-6

Debt Service FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedTransfers-In:Transfers-In 613,705 388,163 393,684 336,000 335,000 Total Transfers-In 613,705 388,163 393,684 336,000 335,000

Grand Total 613,705 388,163 393,684 336,000 335,000

Debt Service FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetDebt Service:Payments 335,144 157,565 165,496 142,364 149,480 Interest 273,354 240,078 234,172 189,997 184,619 Total Debt Service 608,498 397,643 399,668 332,361 334,099

Grand Total 608,498 397,643 399,668 332,361 334,099

5-7

Capital Project Funds

2013 Budget

CAPITAL PROJECTS Table 6.1 Capital Projects Expenditures

Fund Actual 2009

Actual 2010

Actual 2011

Budget 2012

Budget 2013

$ Variance

% Variance

Capital Improvement Projects 854,931 4,135,687 2,557,281 1,700,979 1,277,307 (423,672) -24.9%

Definition of Capital Projects Funds Capital projects funds are used to account for the financial resources to be used for the acquisition or construction of major capital facilities, other than those financed by proprietary funds. Capital Improvement Fund The Capital Improvement Fund is used to account for that portion of municipal income tax designated by Council for the purpose of improving, constructing, maintaining, and purchasing those items necessary to enhance the operation of the City. Annual items such as street maintenance, sidewalk repair and street sign replacement are accounted for in this fund. In 2010, Bond Anticipation Notes were issued for the Hoke Road/Kimmel Road Improvement Project. General Obligation Bonds were then issued in late 2010 to refund the notes in 2011.

Asset Replacement Fund To account for revenues and expenditures in connection with capital asset replacement. Accumulation of funds will occur before acquiring of assets occurs. There has been no Activity in past five years. St. Rt. 48 Improvement Fund This fund is for all associated revenues and expenses related to infrastructure improvements on St. Rt. 48 (Main Street). There has been no Activity in past five years. Irvington Storm Water This fund is no longer active as the project was completed.

Figure 6.1 Capital Projects Expenditures

CAPITAL IMPROVEMENT PROJECT EXPENDITURES

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

4500000

2009 Actual 2010 Actual 2011 Actual 2012 Budgeted 2013 Budgeted

6-1


CAPITAL PROJECTS EXPENDITURES 2013 BUDGET

Income Tax Sharing Agreement,

35,000 , 3.25%

Facility Maintenance,

100,000 , 9.28%

Note Payment, 109,513 , 10.17%

Lease Payment, 155,294 , 14.42%

Income Tax Collection Charge,

27,500 , 2.55%Equipment

Acquisition - Capital, 150,000 ,

13.92%

Street Maintenance, 500,000 , 46.41%


2013 CAPITAL PROJECTS REVENUES

Municipal Income Tax

99.80%

Other0.20%

6-2

CAPITAL PROJECTS


Item: Parks/Cemetery Mower Roll-over Fund: Capital Improvement Project Number: Service 13-01 Department: Public Service Project Manager: Dave Cecil COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction Furniture/Equipment 6,500 N/A 6,500 6,500 6,500 6,500 6,500 TOTAL 6,500 N/A 6,500 6,500 6,500 6,500 6,500 REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP 6,500 N/A 6,500 6,500 6,500 6,500 6,500 TOTAL 6,500 N/A 6,500 6,500 6,500 6,500 6,500 Description: Annual parks and cemetery mower roll over program. Justification: This is an annual project. The mowers used in the parks and cemeteries are traded in to insure the most economical use of the machines. These are heavily used machines and this program saves significant maintenance dollars. Scheduling: March 2013. Budget Effect: Total effect on budget will be $6,500 and continuation of reduced maintenance costs (including personnel cost for maintenance).

6-3

CAPITAL PROJECTS


Item: Annual Street Resurfacing Fund: Capital Improvement Project Number: Service 13-02 Department: Service Project Manager: Jeff Sexton

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction 500,000 N/A 500,000 500,000 500,000 500,000 500,000Furniture/Equipment TOTAL 500,000 N/A 500,000 500,000 500,000 500,000 500,000

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund

TIF Grants Bonds CIP 500,000 N/A 500,000 500,000 500,000 500,000 500,000 TOTAL 500,000 N/A 500,000 500,000 500,000 500,000 500,000 Description: Annual street resurfacing program. Justification: To continue to improve and maintain the streets in the City of Clayton at the highest level possible based on funding. This extends the life of the current infrastructure. Scheduling: Bid March, award April, construction in May or June. Budget Effect: Total effect on budget will be $500,000 each year and continuation of reduced maintenance costs (including personnel cost for maintenance). Future examination may be required to determine cost to maintain/repair roadways and related revenue source to fund.

6-4

CAPITAL PROJECTS


Item: Leaf Machine Fund: Capital Improvement Project Number: Service 13-03 Department: Public Service Project Manager: Jeff Sexton

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction Furniture/Equipment 40,000 N/A 40,000 N/A N/A N/A N/A TOTAL 40,000 N/A 40,000 N/A N/A N/A N/A

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP 40,000 N/A 40,000 N/A N/A N/A N/A TOTAL 40,000 N/A 40,000 N/A N/A N/A N/A

Description: Leaf Machine Justification: Replacement of a current leaf machine that is 14 years old. This will reduce the cost of maintenance of equipment. Scheduling: Summer 2013. Budget Effect: Total effect on budget will be $40,000 and continuation of reduced maintenance costs (including personnel cost for maintenance). Also, reduction of one seasonal worker payroll cost as new machine requires one less worker to operate.

6-5

CAPITAL PROJECTS


Item: Backhoe Fund: Capital Improvement Project Number: Service 12-04 Department: Public Service Project Manager: Jeff Sexton

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction Furniture/Equipment 95,397 N/A 15,000 15,000 15,000 45,091 N/A TOTAL 95,397 N/A 15,000 15,000 15,000 45,091 N/A

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP 95,397 N/A 15,000 15,000 15,000 45,091 N/A TOTAL 95,397 N/A 15,000 15,000 15,000 45,091 N/A Description: Lease on a new Backhoe. Justification: The current backhoe is a 2000 model year and has a high volume of hours on the engine. The backhoe is showing significant wear due to it also being used to fill trucks with salt during the winter months. Each year, it is being utilized more. The above costs are for a 60 month lease with a purchase price of $31,013 available at the end of the lease. The current backhoe would be maintained for loading salt only, thus, extending the life of a new backhoe. Scheduling: In service December 2011. Budget Effect: Total effect on budget will be $15,000 in 2013.

6-6

CAPITAL PROJECTS


Item: Beet Juice Tanks Fund: Capital Improvement Project Number: Service 13-04 Department: Service Project Manager: Jeff Sexton

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY


REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund

TIF Grants Bonds CIP 10,000 N/A 10,000 N/A N/A N/A N/A TOTAL 10,000 N/A 10,000 N/A N/A N/A N/A Description: Beet Juice Tanks. Justification: Purchase a 6,000 storage tank with pump and a tank to be mounted on rear of a dump truck to apply beet juice to roadways and/or salt for road treatment during winter months. 5 gallons of beet juice applied to 1 ton of salt which renders the treatment effective at lower temperatures. Scheduling: Fall 2013 Budget Effect: Total effect on budget will be $10,000 less actual cost saved from not having to reapply salt to the roads (fuel, personnel cost, salt, equipment maintenance) due to benefits of beet juice. This savings is dependent on number of snow/ice events experienced during the year.

6-7

CAPITAL PROJECTS

2013 Capital Improvement Project Detail Item: Police Cruiser Fund: Capital Improvement Project Number: Police 13 -01 Department: Police Project Manager: Rick Rose

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY


REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP 50,000 N/A 50,000 N/A N/A N/A N/A TOTAL 50,000 N/A 50,000 N/A N/A N/A N/A

Description: One (1) 2013 Ford SUV Interceptor police cruiser Justification: Clayton police cruisers average a little over 30,000 miles a year and it is a standard practice to schedule replacement of emergency vehicles from service prior to 100,000 miles; due to safety, reliability, and maintenance. One (1) marked vehicle is projected to exceed 100,000 miles prior to July 2013. The new Ford SUV Interceptor boasts a 20% improvement in fuel consumption and is available in all wheel drive, which will greatly improve response capabilities during the winter months. Scheduling: First Quarter 2013. Budget Effect: Impact on the capital improvement budget will be $50,000 from current revenues continuation of reduced maintenance costs (including personnel cost for maintenance).

6-8

CAPITAL PROJECTS


Item: New Rescue Engine Fund: Capital Improvement Project Number: Fire 12-01 Department: Fire/EMS Project Manager: Rick Rose

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction Furniture/Equipment 528,186 160,000 67,202 67,202 67,202 67,202 67,202 TOTAL 528,186 160,000 67,202 67,202 67,202 67,202 67,202

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2011

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP/Debt Service 528,186 160,000 67,202 67,202 67,202 67,202 67,202 TOTAL 528,186 160,000 67,202 67,202 67,202 67,202 67,202

Description: Purchase one (1) new rescue engine to replace front line Engine #85. Justification: Engine #85 is a 1997 Pierce and functions as the first line, primary, piece of fire apparatus for the Clayton Fire Department. The purchase of a new rescue engine would allow for Engine #85 to be moved to a secondary response category and greatly enhance the life span. In addition, the 1986 Pierce Pumper, Engine #83 and 1984 Pierce Tanker, Engine #84, would be sold at auction, which would reduce maintenance and insurance cost along with provide some additional capital funding. Scheduling: Ordered in the second half of 2012 for a anticipated mid-year delivery in 2013. Budget Effect: The total impact on the Capital improvement funds would be $160,000. $55,000 was earmarked and carried over in both 2010 and 2011, with an additional $50,000 requested in 2012. The remainder would be funded through debt service for five years. Savings to be realized from maintenance estimated to be $20,000.

6-9

CAPITAL PROJECTS


Item: SCBA Cylinders Fund: Capital Improvement Project Number: Fire 13-01 Department: Fire Project Manager: Rick Rose

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY


REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund

TIF Grants Bonds CIP 5,000 N/A 5,000 N/A N/A N/A N/A TOTAL 5,000 N/A 5,000 N/A N/A N/A N/A Description: (8) 30 minute carbon cylinders for SCBA’s Justification: SCBA cylinders are used by firefighters while working at structure fires or similar incidents that have an atmosphere with non-breathable air. SCBA cylinders have a serviceable life for the fire service of 15 years, which the department has now reached. The SCBA cylinders that are no longer serviceable will sold by GovDeals or a similar method. Scheduling: Third Quarter 2013. Budget Effect: Impact on the capital improvement budget will be $5,000 and upgrades to safety of personnel.

6-10

CAPITAL PROJECTS

2013Capital Improvement Project Detail

Item: Command Vehicle (Suburban) Fund: Capital Improvement Project Number: Fire 13-02 Department: Fire Project Manager: Rick Rose

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2012

FY

2013

FY

2014

FY

2015

FY


REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2012

FY

2013

FY

2014

FY

2015

FY

2016 General Fund

TIF Grants Bonds CIP 45,000 N/A 45,000 N/A N/A N/A N/A TOTAL 45,000 N/A 45,000 N/A N/A N/A N/A Description: 2013 Chevrolet Suburban Command Vehicle Justification: Replace a 1996 Chevy Tahoe with 112,000 miles, which is used to first respond in station 84’s district. The new vehicle will be used as the primary command vehicle for the on duty Shift Captains. The vehicle at station 84 will be replaced with a 2005 Ford Expedition, which is currently the Assistant Chief’s vehicle. This method has proven cost effective to prolong the life of our vehicles. Budget Effect: Impact on the capital improvement budget will be $45,000. Scheduling: Second Quarter 2013 continuation of reduced maintenance costs (including personnel cost for maintenance).

6-11

CAPITAL PROJECTS


Item: 800 MHz Communication Equipment – Fifth Third Lease Fund: Capital Improvement Project Number: DS-2-2005 Department: Public Safety Project Manager: Rick Rose

COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction Furniture/Equipment 322,448 225,716 32,244 32,244 32,244 N/A N/A TOTAL 322,448 225,716 32,244 32,244 32,244 N/A N/A

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 General Fund TIF Grants Bonds CIP/Debt Service 322,448 225,716 32,244 32,244 32,244 N/A N/A TOTAL 322,448 225,716 32,244 32,244 32,244 N/A N/A

Description: Council unanimously approved the purchase and installation of an 800 MHz radio system for the Clayton Public Safety Department. Items purchased included the necessary radios, Mobile Data Terminal’s, and other required equipment. Justification: Resolution R-10-05-68 authorizes the execution of the Lease Purchase agreement with Fifth Third Bank, Western for the purchase of 800 MHz communication equipment. Status: Radio equipment has been installed and in operation.

6-12

CAPITAL PROJECTS


Item: Hoke Road/Kimmel Road Widening

Fund: Capital Improvement Project Number: DS-1-2011 Department: Service Project Manager: Jeff Sexton COST ESTIMATES:

PROJECT

TOTAL


THRU 2012

FY

2013

FY

2014

FY

2015

FY

2016

FY

2017 Land Acquisition Planning/Engineering Design Construction 1,499,999 130,000 109,513 113,213 111,813 110,238 113,488Furniture/Equipment TOTAL 1,499,999 130,000 109,513 113,213 111,813 110,238 113,488

REVENUE SOURCES:

PROJECT

TOTAL


THRU 2012

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

General Fund TIF Grants CIP/Debt Service 1,499,999 130,000 109,513 113,213 111,813 110,238 113,488 TOTAL 1,499,999 130,000 109,513 113,213 111,813 110,238 113,488

Description: Widening of Hoke Road and Kimmel Road in conjunction with the CAT Logistics Distribution Center construction. Per agreement, both roads were to be widened to promote flow of trucks and employee traffic. Justification: Per agreement, both roads were to be widened to promote flow of trucks and employee traffic. Scheduling: Completed in March 2011.

6-13

AMORTIZATION SCHEDULES

800 MHz - Fifth Third Lease

Date Payment Interest Principal Balance 260,000.00 5/22/2006 16,122.42 5,574.15 10,548.27 249,451.73

11/22/2006 16,122.42 5,348.01 10,774.41 238,677.32 5/22/2007 16,122.42 5,117.01 11,005.41 227,671.91

11/22/2007 16,122.42 4,881.07 11,241.35 216,430.56 5/22/2008 16,122.42 4,640.06 11,482.36 204,948.20

11/22/2008 16,122.42 4,393.89 11,728.53 193,219.67 5/22/2009 16,122.42 4,142.44 11,979.98 181,239.69

11/22/2009 16,122.42 3,885.61 12,236.81 169,002.88 5/22/2010 16,122.42 3,623.26 12,499.16 156,503.72

11/22/2010 16,122.42 3,355.29 12,767.13 143,736.59 5/22/2011 16,122.42 3,081.57 13,040.85 130,695.74

11/22/2011 16,122.42 2,801.99 13,320.43 117,375.31 5/22/2012 16,122.42 2,516.41 13,606.01 103,769.30

11/22/2012 16,122.42 2,224.71 13,897.71 89,871.59 5/22/2013 16,122.42 1,926.76 14,195.66 75,675.93

11/22/2013 16,122.42 1,622.42 14,500.00 61,175.93 5/22/2014 16,122.42 1,311.55 14,810.87 46,365.06

11/22/2014 16,122.42 994.02 15,128.40 31,236.66 5/22/2015 16,122.42 669.68 15,452.74 15,783.92

11/22/2015 16,122.42 338.50 15,783.92 - Totals 322,448.40 62,448.40 260,000.00

6-14

DEBT SERVICE

AMORTIZATION SCHEDULES (Continued)

Rescue Engine

Date Payment Interest Principal

10/1/2012 67,203.00 67,203.00 10/1/2013 67,203.00 9,794.00 57,409.00 10/1/2014 67,203.00 8,267.00 58,936.00 10/1/2015 67,203.00 6,699.00 60,504.00 10/1/2016 67,203.00 5,090.00 62,113.00 10/1/2017 67,203.00 3,437.00 63,766.00 10/1/2018 67,199.00 1,741.00 65,458.00 Totals 470,417.00 35,028.00 435,389.00

Backhoe

Date Payment Interest Principal

Balance 95,397.00

2012 15,000.00

2,697.41 12,302.59 83,094.41 2013 15,000.00 2,343.88 12,656.12 70,438.29 2014 15,000.00 1,954.83 13,045.17 57,393.12 2015 15,000.00 1,553.80 13,446.20 43,946.92 2016 45,090.95 1,144.03 43,946.92 -

Totals 105,090.95 9,693.95 95,397.00

6-15

DEBT SERVICE

AMORTIZATION SCHEDULES (Continued)

Hoke Road Improvements Bond Issue, Series 2010 20 Year Maturity $1,499,999

Date Principal Coupon Interest Total P+I

12/01/2011 65,000.00 2.000% 46,981.63 1,434,999.0012/01/2012 65,000.00 2.000% 45,812.50 1,369,999.0012/01/2013 65,000.00 2.000% 44,512.50 1,304,999.0012/01/2014 70,000.00 2.000% 43,212.50 1,234,999.0012/01/2015 70,000.00 2.250% 41,812.50 1,164,999.0012/01/2016 70,000.00 2.500% 40,237.50 1,094,999.0012/01/2017 75,000.00 2.500% 38,487.50 1,019,999.0012/01/2018 75,000.00 3.000% 36,612.50 944,999.0012/01/2019 21,391.50 3.700% 87,971.00 923,607.5012/01/2020 18,607.50 3.900% 90,755.00 905,000.0012/01/2021 75,000.00 3.500% 34,362.50 830,000.0012/01/2022 80,000.00 3.500% 31,737.50 750,000.0012/01/2023 80,000.00 3.500% 28,937.50 670,000.0012/01/2024 85,000.00 3.750% 26,137.50 585,000.0012/01/2025 90,000.00 3.750% 22,950.00 495,000.0012/01/2026 90,000.00 3.750% 19,575.00 405,000.0012/01/2027 95,000.00 4.000% 16,200.00 310,000.0012/01/2028 100,000.00 4.000% 12,400.00 210,000.0012/01/2029 105,000.00 4.000% 8,400.00 105,000.0012/01/2030 105,000.00 4.000% 4,200.00 -

Total $1,499,999.00 - $721,295.13 -

6-16

CAPITAL IMPROVEMENT PROJECTS FUND


Municipal Income Taxes 665,350 691,965 741,052 787,000 856,750 Intergovernmental 318,643 1,926,665 - 145,000 - Other 26,834 7,461 15,568 1,750 1,750 Debt Proceeds - 3,076,506 95,185 634,522 -

TOTAL REVENUES 1,010,827 5,702,597 851,805 1,568,272 858,500

EXPENDITURES:Contractual Services 555,252 2,614,371 616,111 621,650 562,500 Capital Outlay 281,079 844,711 142,536 829,522 350,000 Other Expenditures 18,600 - - - 100,000 Debt Service - 230,956 1,798,634 249,807 264,807 Advances-Out - 445,649 - - -

TOTAL EXPENDITURES 854,931 4,135,687 2,557,281 1,700,979 1,277,307

NET CHANGE IN FUND BALANCE 155,896 1,566,910 (1,705,476) (132,707) (418,807)

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 616,240 772,136 2,339,046 633,570 500,863

ENDING FUND BALANCES,DECEMBER 31 772,136 2,339,046 633,570 500,863 82,056

6-17

Capital Improvement Projects FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedMunicipal Income Taxes:Income Tax 661,833 689,593 735,400 785,500 856,000 Delinquent Income Tax 3,517 2,372 5,652 1,500 750 Total Municipal Income Taxes 665,350 691,965 741,052 787,000 856,750

Intergovernmental:Intergovernmental 318,643 1,790,000 - 45,000 - Permissive Tax - 136,665 - 100,000 - Total Intergovernmental 318,643 1,926,665 - 145,000 -

OtherLease Payment 6,600 - - - - Surplus Auction Proceeds - 250 250 Refunds 20,234 5,061 15,568 1,000 1,000 Insurance Reimbursement - 2,400 - - - Miscellaneous - - - 500 500 Total Other 26,834 7,461 15,568 1,750 1,750

Debt ProceedsNote/Bond Proceeds - 3,076,506 95,185 634,522 - Total Debt Proceeds - 3,076,506 95,185 634,522 -

Grand Total 1,010,827 5,702,597 851,805 1,568,272 858,500

6-18

Capital Improvement Projects FundSummary of Expenditures


Contractual Services:Street Maintenance 390,349 388,189 488,781 559,150 500,000 Commerce Park - - - - - Hoke Rd Issue II 1,307 - - - - Hoke Rd Phase IA 3,293 - - - - Hoke Rd Phase II 100,269 - - - - Income Tax Sharing - - - 35,000 35,000 RITA Service Charge - - - 27,500 27,500 Kimmel Rd - 2,226,182 127,330 - - Hoke Rd School Flashers 3,812 - - - - CTC Signal 55,622 - - - - Sidewalk Replacement 600 - - - - Total Contractual Services 555,252 2,614,371 616,111 621,650 562,500

Capital Outlay:Equipment Acquisition - Capital 253,279 111,449 122,516 829,522 150,000 Land and Land Improvements 27,800 733,262 20,020 - 200,000 Total Capital Outlay 281,079 844,711 142,536 829,522 350,000

Other Expenditures:Facility Maintenance 18,600 - - - 100,000 Total Other Expenditures 18,600 - - - 100,000

Debt Service:Note Payment - 76,506 1,644,184 109,513 109,513 Lease Payment - 154,450 154,450 140,294 155,294 Total Debt Service - 230,956 1,798,634 249,807 264,807

Advances-Out:Advances-Out - 445,649 - - - Total Advances-Out - 445,649 - - -

Grand Total 854,931 4,135,687 2,557,281 1,700,979 1,277,307

6-19

ASSET REPLACEMENT FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:

TOTAL REVENUES - - - - -

EXPENDITURES:





6-20

Enterprise Funds

2013 Budget

ENTERPRISE FUNDS Table 7.1 Enterprise Fund Expenditures

Fund Actual 2009

Actual 2010

Actual 2011

Budget 2012

Budget 2013

$ Variance

% Variance

Water 81,166 87,516 79,174 88,697 103,390 14,693 16.57%Sewer Construction 4,975 - - - - - -

Total 86,141 87,516 79,174 88,697 103,390 14,693 16.57% Definition of Enterprise Funds Enterprise funds may be used to account for any activity for which a fee is charged to external users for goods or services. Water Department Fund This fund is used to account for revenue received from user charges for water services provided to certain residents and businesses within the City.

Sewer Construction Fund This fund in part accounts for the Ohio Water Development Authority loan proceeds and subsequent expenditures.

Figure 7.1 Enterprise Fund Expenditures

ENTERPRISE FUND EXPENDITURES2013 BUDGET

Contractual Services, 2,200 ,

2.13%Personal Services, 34,590 , 33.46%

Material and Supplies, 66,600 ,

64.42%

7-1

WATER/SEWER DEPARTMENT

DEPARTMENT SUMMARY DEPARTMENT RESPONSIBILITIES The Water Department’s responsibilities include the planning and construction of water and sewer lines, distribution of water, water testing and billing. ACCOMPLISHMENTS 2012

1. Daily chlorine residual test run on the water system. 2. Hydrants flowed as necessary to meet the chlorine residuals usually once per

week 3. Monthly bacteria samples completed per EPA standards. 4. Quarterly EPA lead and copper tests completed (5 customers 1 per time year) 5. Yearly EPA water quality report mailed to all customers (70+) in June of 2012.

2013 GOALS

1. Operate the Clayton Water System without any EPA violations. 2. Create and distribute a yearly report detailing the water system as required by the

EPA. 3. Provide development information to potential customers as soon as possible after

their request.

7-2

WATER FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Property and Other Local Taxes 6,470 - - - - Charges for Services 55,530 60,947 68,758 55,000 65,000

TOTAL REVENUES 62,000 60,947 68,758 55,000 65,000

EXPENDITURES:Personal Services 23,252 29,927 30,932 33,497 34,590 Contractual Services 1,376 1,514 1,203 1,950 2,200 Material and Supplies 56,538 56,075 47,039 53,250 66,600


NET CHANGE IN FUND BALANCE (19,166) (26,569) (10,416) (33,697) (38,390)



7-3

Water FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedProperty and Other Local Taxes:Water Assessments 6,470 - - - - Total Property and Other Local Taxes 6,470 - - - -

Charges for Services:Sale of Water 54,428 60,561 68,682 55,000 65,000 Delinquent Water 1,102 386 76 - - Total Charges for Services 55,530 60,947 68,758 55,000 65,000

Grand Total 62,000 60,947 68,758 55,000 65,000

Water FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetPersonal Services:Salaries - Supervisors 15,910 15,106 14,877 16,714 17,217 Overtime 1,207 7,762 8,236 7,500 7,500 Medicare 121 316 322 351 359 PERS 2,025 2,521 3,257 3,390 3,460 Health Insurance 3,989 3,968 3,968 5,250 5,763 Dental Insurance - 197 215 230 229 Life Insurance - 57 57 62 62 Total Personal Services 23,252 29,927 30,932 33,497 34,590

Contractual Services:Treasurer/Auditor Fees - 18 3 - - Training/Testing - 85 - 200 200 Contractual Services 1,376 1,411 1,200 1,750 2,000 Total Contractual Services 1,376 1,514 1,203 1,950 2,200

Material and Supplies:Water - City of Dayton 45,340 52,376 45,659 50,000 60,000 Small Tools and Minor Equipment 53 44 - 500 3,850 Equipment Maintenance 1,430 803 212 500 500 Office Equipment & Furniture 8,337 - - - - Property Maintenance - 1,192 - 750 750 Training/Testing Supplies 1,378 1,660 1,168 1,500 1,500

Total Material and Supplies 56,538 56,075 47,039 53,250 66,600

Grand Total 81,166 87,516 79,174 88,697 103,390

7-4

SEWER FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:


EXPENDITURES:





7-5

SEWER CONSTRUCTION FUND

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Other - - - - -


EXPENDITURES:Capital Outlay 4,975 - - - -

TOTAL EXPENDITURES 4,975 - - - -

NET CHANGE IN FUND BALANCE (4,975) - - - -



7-6

Agency Funds

2013 Budget

AGENCY FUND Table 8.1 Agency Fund Expenditures

Fund Actual 2009

Actual 2010

Actual 2011

Budget 2012

Budget 2013

$ Variance % Variance

Impact Fees 19,108 18,049 9,370 105,410 21,409 (84,001) -79.7%Janice Paulus Fire Victim Trust - -

-

800

800

- 0%

Agency - 13,350 25,950 25,950 25,950 - 0%Fire Trust - - - - - - 0%JEDD Tax 86,514 105,154 100,766 105,000 105,020 20 .02%

Total 105,622 136,553 136,086 237,160 153,179 (83,981) -35.4%

Definition of Agency Fund Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of results of operations. Impact Fee Fund This fund is used to account for fees collected from individuals who develop land within the Clayton Improvement District for the purpose of expanding and upgrading water, sanitary sewer, road, and municipal park systems and related infrastructure improvements due to the land development. Janice Paulus Fire Victim Trust Fund The interest generated from the trust principal is to be utilized for the care and well-being of victims of fires.

Agency Fund The Agency fund accounts for the collection and disbursement of the North Clayton Community Authority Annual Charge. JEDD Tax Fund Income tax collections from JEDD businesses are collected and disbursed to the JEDD members. Fire Trust Fund Insurance deposits from homes destroyed by fire are accounted for in this fund.

Figure 8.1 Agency Fund Revenues and Expenditures

0

50,000

100,000

150,000

200,000

250,000

2009 Actual

2010 Actual

2011Actual

2012Budgeted

2013Budgeted

AGENCY FUND REVENUES & EXPENDITURES

RevenuesExpenditures

8-1

IMPACT FEE FUND

2009 Actual

2010 Actual 2011 Actual

2012 Budget

2013 Budget

REVENUES:Licenses and Permits 7,270 20,849 4,950 23,847 15,000

TOTAL REVENUES 7,270 20,849 4,950 23,847 15,000



NET CHANGE IN FUND BALANCE (11,838) 2,800 (4,420) (81,563) (6,409)



8-2

Impact Fee FundSummary of Revenue

2009 2010 2011 2012 2013Revenue Source Actual Actual Actual Estimated EstimatedLicenses and Permits:Impact Fees 7,270 20,849 4,950 23,847 15,000 Total Licenses and Permits 7,270 20,849 4,950 23,847 15,000

Grand Total 7,270 20,849 4,950 23,847 15,000

Impact Fee FundSummary of Expenditures

2009 2010 2011 2012 2013

Description Actual Actual Actual Budget BudgetContractual Services:Engineering 19,098 - - 500 500 Contractual Services - 10,200 - 84,500 500 Community/Contractual Commitments - - - 7,974 7,974 Water to City of Dayton - - 7,369 4,436 4,435 Sewer to Montgomery County - 7,849 2,001 6,000 6,000 Per Acre Fee 10 - - 2,000 2,000 Total Contractual Services 19,108 18,049 9,370 105,410 21,409

Grand Total 19,108 18,049 9,370 105,410 21,409

8-3

JANICE PAULUS FIRE VICTIM TRUST

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Investment Income 150 234 346 250 250 Other - - - - - TOTAL REVENUES 150 234 346 250 250

EXPENDITURES:Contractual Services - - - 800 800

TOTAL EXPENDITURES - - - 800 800

NET CHANGE IN FUND BALANCE 150 234 346 (550) (550)



8-4

JEDD TAX

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Income Tax 99,040 92,600 100,761 105,000 105,000 Interest 20 8 5 10 10 TOTAL REVENUES 99,060 92,608 100,766 105,010 105,010



NET CHANGE IN FUND BALANCE 12,546 (12,546) - 10 (10)

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 - 12,546 - - 10

ENDING FUND BALANCES,DECEMBER 31 12,546 - - 10 -

8-5

FIRE TRUST

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Charges for Services - - 18,666 - - TOTAL REVENUES - - 18,666 - -

EXPENDITURES:


NET CHANGE IN FUND BALANCE - - 18,666 - -

BEGINNING UNENCUMBEREDFUND BALANCES, JANUARY 1 - - - 18,666 18,666

ENDING FUND BALANCES,DECEMBER 31 - - 18,666 18,666 18,666

8-6

AGENCY

2009 Actual

2010 Actual

2011 Actual

2012 Budget

2013 Budget

REVENUES:Charges for Services - 13,350 20,423 25,950 25,950 TOTAL REVENUES - 13,350 20,423 25,950 25,950

EXPENDITURES:Contractual Services - 13,350 20,423 25,950 25,950 TOTAL EXPENDITURES - 13,350 20,423 25,950 25,950




8-7

Glossary

2013 Budget

GLOSSARY Accrual Basis Accounting - A method of accounting in which revenues are recorded at the time they are earned and expenditures are recorded when goods are received or services performed. Agenda - A listing of items that the City Council may take action on in a public meeting. Agency Fund - Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of results of operations. Appropriation - The legal spending level authorized by an ordinance, resolution, or minute action of the City Council. Spending should not exceed this level without approval by the Council. For the City of Clayton, this is at the department level. Appropriations expire at the end of the fiscal year. Assessed Valuation - The value assigned to properties within the City which is used in computing the property taxes to be paid by property owners. Audit - An examination of the City's records by an independent firm to determine the accuracy and validity of records and reports and the conformity of procedures with established policy. A systematic collection of evidential matter needed to attest to the fairness of management's assertions in the financial statements. The General Accounting Standards Board (GASB) sets standards for financial reporting for units of government which are referred to as Generally Accepted Accounting Principals (GAAP). Balanced Budget - Budgeted expenditures do not exceed the estimated revenues and unencumbered fund balances. Beginning Fund Balance - Fund balance available in a fund from the end of the prior year for use in the following year. Bond - A written promise to pay a specified sum of money (the principal) at a specified date or dates in the future, along with periodic interest at a specified rate. BANs – Bond anticipation notes. Budget - The financial plan for the operation of a program or organization for the year (or other fiscal period). Budget Calendar - The schedule of key dates or milestones which a government follows in the preparation and adoption of the budget. Budget Document - The official written statement prepared by the Finance Department and supporting staff which represents the proposed budget to the legislative body.

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GLOSSARY CAFR - Comprehensive Annual Financial Report - An annual report prepared by the Finance Department that provides the status of the City's finances on a GAAP basis. This includes the Independent Financial Audit Report as well as other statistical and informative data. This award winning document is prepared according to guidelines set forth by GFOA. Capital Expenditure - Expenditures that create future benefits. A capital expenditure is incurred when a business spends money either to buy fixed assets or to add to the value of an existing fixed asset with a useful life that extends beyond the taxable year. Capital Outlay - Expenditures for furnishings, equipment, vehicles, or machinery that results in the acquisition of assets with a useful life of more than one year, and has a cost in excess of $200. Capital Improvement Budget - A plan of proposed capital expenditures for the year and the means of financing them. The capital budget is enacted as part of the complete annual budget which includes both operating and capital outlays. Capital project budgets are adopted at the time the project is authorized and continue until completion which, due to the nature of these improvements, may take several years. Capital Improvement Project - The largely one-time cost for acquisition, construction, improvement, replacement, or renovation of land, structures, and improvements thereon. Capital Projects Fund - Capital projects funds are used to account for the financial resources to be used for the acquisition or construction of major capital facilities, other than those financed by proprietary funds. Cash Basis Accounting - A method of accounting in which revenues are recorded when received in cash and expenditures are recorded when paid. Certificate of Estimated Resources – A document filed with the County detailing total estimated revenues and available fund balances available for appropriations. CIP – Capital Improvement Project. Debt - An obligation resulting from the borrowing of money, or the purchase of goods or services. Debt Service - The annual payment of principal and interest on the City's bonded indebtedness. Bonds are issued to finance the construction of capital projects such as utility facilities and expansion. Debt Service Fund - To account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Department - An organization unit comprised of divisions or programs. It is possible for a department to be comprised of only one division. 9-2

GLOSSARY EMS – Emergency medical services. Encumbrances - The amount of funds actually committed to vendors for goods or services received or to be received by the City as specified in a City purchase order. Encumbrances may be carried forward into the next fiscal year. Enterprise Fund - Enterprise funds may be used to account for any activity for which a fee is charged to external users for goods or services. Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. Expenditure - Actual spending of funds in accordance with budgeted appropriations. Fees - Charges for services levied by the government to recover costs associated with providing a service, or permitting an activity. Major types of fees include zoning, recreation, and impact fees. Federal Stimulus - Monies received from The American Recovery and Reinvestment Act of 2009, commonly referred to as the Stimulus or The Recovery Act, FEMA – Federal Emergency Management Agency. Fiscal Year - A twelve-month period of time used for budgeting, accounting, or tax collection purposes. The City of Clayton operates on a January 1 through December 31 fiscal year. Fund - An accounting concept used to separate or subdivide the financial activity of a city for legal and managerial purposes. All financial activity of a municipality must be classified in relation to a fund. The City's budget consists of a general fund, special revenue funds, debt service funds, capital project funds, enterprise funs and fiduciary funds. Fund Balance – The difference between assets and liabilities reported in a fund. GAAP - Generally Accepted Accounting Principles are uniform, minimum standards used for accounting and reporting for both private industry and governments. Government GAAP is currently set by the Governmental Accounting Standards Board. GASB - Governmental Accounting Standards Board is the current standards-setting board for governmental GAAP. GASB 34 - Governmental Accounting Standards Board (GASB) Statement No. 34, titled, Basic Financial Statements-and Managements Discussion and Analysis- for State and Local Governments. This statement establishes new requirements for the annual financial reports of state and local governments.

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GLOSSARY

GFOA - Government Finance Officers Association of the United States and Canada - A non-profit professional association serving 12,650 government finance professionals throughout North America. General Fund – A fund that accounts for all financial resources except those required to be accounted for in another fund. The General fund balance is available to the City for any purpose provided it is expended or transferred according to the general laws of Ohio and the Charter of the City. Grant - A contribution from one government unit to another or from a non-profit organization, usually made for a specific purpose and time period. Intergovernmental Revenue - Revenue from other governments, primarily shared State revenue from gasoline taxes and local government funds. Internal Control - The system of controls established by the City to protect the assets from misappropriation and ensure accurate reporting of financial transactions. Investment Policy - A written, and Council adopted policy delineating permitted investments of the City's idle cash. JEDD – Joint Economic Development District between the City of Clayton Licenses and Permits - Revenue category that includes building permits and any other miscellaneous license. Net Assets – The difference between assets and liabilities are presented in accordance with GASB 34. Objectives - Identifies the desired results of the activities of a program. OPERS - Public Employees Retirement System provided for government employees within the State of Ohio. OPWC – Ohio Public Works Commission. ORC – Ohio Revised Code which governs a significant amount of the city’s budgetary requirements. Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within the City boundaries unless it is in conflict with any higher form of law, such as a State statute or constitutional provision. An ordinance has higher legal standing than a resolution. A law set forth by a government authority, specifically, a municipal regulation. An Ordinance takes longer to enact than a resolution.

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GLOSSARY

OWDA – Ohio Water Development Authority. Personnel Expenses - Salary and fringe benefits such as pensions and insurance for full time, part-time and limited contract employees of the City. PMVLT – Permissive Motor Vehicle License Tax that is collected by the state and paid to the City. Reserved Fund Balance - A portion of the fund balance which is not reappropriated as a source of funds. In the General Fund, it is the city's formal policy to maintain a minimum of 15% of annual budgeted expenditures as a reserved fund balance.

Retained Earnings - The accumulated net income retained for reinvestment for a fund’s operations.

Revenue - Funds received by the city as income, including tax payments, licenses and permits, fees for specific services, receipts/reimbursements from other governmental entities, fines and forfeitures, grants, and investment income. Revenue Estimate - A formal estimate of how much revenue will be earned from a specific revenue source for some future time period. Special Revenue Fund - To account for the proceeds of revenue sources (other than special assessments, expendable trusts, or capital projects) that are legally restricted for specific purposes. Tax Increment Financing- As redevelopment is implemented, the improvements will result in an increase in property values within the project area. However, these increases in value will not result in increased taxes to individual property owners, unless there is an improvement to the property. The increases in value due to the improvement to the property will increase the tax revenues generated by the property. This increase in tax revenue is known as “tax increment”. Taxes - Compulsory charges levied by a government to finance services provided for the common benefit. Tax Rate - The amount of real property tax levied for each $1,000 assessed valuation.

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City of Clayton, Ohio

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