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Home My WebLink AboutO-12420J-03-801 09/25/03 12420 ORDINANCE NO. AN ORDINANCE OF THE MIAMI CITY COMMISSION MAKING APPROPRIATIONS RELATING TO OPERATIONAL AND BUDGETARY REQUIREMENTS FOR MUNICIPAL OPERATIONS OF THE GENERAL FUND FOR FISCAL YEAR ENDING SEPTEMBER 30, 2004; CONTAINING A REPEALER PROVISION, AND A SEVERABILITY CLAUSE, AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City Manager has prepared and submitted to the City Commission a Budget Estimate of the expenditures and revenues of all City Departments, Offices and Boards for Fiscal Year 2003-2004, copies of such estimate having been furnished to the newspapers of the City of Miami ("City") and to the main library in the City which is open to the public; and WHEREAS, the General Fund Budget for Fiscal Year 2003-2004 is $417.3 million, and the total Budget for all funds is $629.1 million; and WHEREAS, the City's ad valorem millage rate has been reduced by 0.0875 of a mill from the previous year's rate of 8.85, to the rate current rate of 8.7625 mills; and W V✓ vl r r a ...m 12420 WHEREAS, the major source of revenue for the General Fund is derived from the category identified as "Taxes" in the amount of $181,142,662; and WHEREAS, provisions have been duly made by the City Commission for Public Hearings on the proposed budget before the City Commission as a Committee of the Whole and Public Hearings thereon were held; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this Ordinance are adopted by reference and incorporated as if fully set forth in this Section. Section 2. The following appropriations are made for the municipal operations of the General Fund for Fiscal Year ending September 30, 2004: GENERAL FUND Appropriations Departments, Boards, and Offices: Mayor $ 935,174 Board of Commissioners 1,500,000 Office of the City Manager 1,763,162 Office of City Clerk 1,543,270 Office of Civil Service 324,751 Communications 864,330 Office of Hearing Boards 777,934 Civilian Investigative Panel 674,073 Building 5,771,395 Conferences, Conventions and Public Facilities 5,527,283 Finance 5,418,168 Fire - Rescue 58,428,406 General Services Administration 15,039,270 Page 2 of 11 12420 420 Employee Relations Information Technology Office of Auditor General Law Office of Strategic Planning, Budgeting & Performance Parks and Recreation Pension Planning & Zoning Police Public Works Purchasing Economic Development Risk Management Solid Waste Citystat Office of Grants Administration Non -Departmental Accounts (NDA) TOTAL GENERAL FUND Reserves Based on Financial Integrity Principles: (Included in General Fund - NDA) Contingency Reserves Undesignated Reserves Total Reserves 3,814,673 11,658,594 844,947 5,080,515 1,383,221 11,850,384 49,066,637 3,032,910 98,967,312 11,966,978 1,270,145 2,038,679 51,215,910 22,637,147 423,805 487,848 43,019,389 $ 417,326,310 $ 5,750,000 $ 0 $ 5,750,000 Section 3. The above appropriations for the General Fund are made based on the following sources of revenues for Fiscal Year ending September 30, 2004: GENERAL FUND Taxes Licenses and Permits Inter -governmental Revenues Charges for Services Fines and Forfeits $181,142,662 9,566,645 31,685,129 94,135,591 4,100,000 Page 3 of 11 12420 Miscellaneous Revenues Non -revenues Internal Service Funds TOTAL GENERAL FUND 14,917,042 33,992,449 47,786,792 $417,326,310 Section 4. The following appropriations are made for the municipal operations of Debt Service Funds for Fiscal Year ending September 30, 2004: DEBT SERVICE FUNDS Special Obligation Bonds General Obligation Bonds TOTAL DEBT SERVICE FUNDS Appropriations $ 21,668,207 20,727,881 $ 42,396,088 Section 5. The above appropriations for Debt Service Funds are made based on the following sources of revenues for Fiscal Year ending September 30, 2004: DEBT SERVICE FUNDS Revenues Taxes $19,689,165 Inter -governmental Revenues 302,475 Miscellaneous Revenues 0 Charges for Services 0 Non- Revenues 4,269,705 Internal Service Funds $18,134,743 TOTAL DEBT SERVICE FUNDS $42,396,088 Section 6. The following appropriations are made for the municipal operations of Special Revenue Funds for Fiscal Year ending September 30, 2004: Page 4 of 11 12420 SPECIAL REVENUE FUNDS City Clerk Services Community Development Convention Center Economic Development and Planning Services Fire Rescue Services Health Facilities Authority Law Enforcement Trust Fund Neighborhood Enhancement Teams Other Special Revenue Funds Parks and Recreation Services Police Services Public Service Taxes Public Works Services Transportation & Transit Strategic Development Initiatives TOTAL SPECIAL REVENUE FUNDS Appropriations $ 190,430 37,099,984 7,065,140 243,798 16,565,776 116,479 6,302,588 6,065,301 125,000 518,299 18,772,477 60,812,983 1,115,120 13,025,000 1,383,481 $169,401,856 Section 7. The above appropriations for Special Revenue Funds are made based on the following sources of revenues for Fiscal Year ending September 30, 2004: SPECIAL REVENUE FUNDS Revenues All Sources $169,401,856 TOTAL SPECIAL REVENUE FUNDS $169,401,856 Section 8. This Ordinance is an ordinance of precedent and all other ordinances in conflict with it are held null and void insofar as they pertain to these appropriations; however, no provision contained in this Ordinance shall be construed to violate the Anti -Deficiency Act, as set forth in Sections 18-500 through Sections 18-503 of the Code of the City of Miami, Page 5 of 11 12420 Florida, as amended. The appropriations are the anticipated expenditure requirements for the City, but are not mandatory should efficient administration of City Departments and Boards or altered economic conditions indicate that a curtailment in certain expenditures is necessary or desirable for the general welfare of the City. The City Manager is specifically authorized to transfer funds between accounts and withhold any of these appropriated funds from encumbrance or expenditure should such action appear advantageous to the economic and efficient operation of the City. The City Manager is also authorized to transfer any excess unrestricted moneys from other funds to the General Fund provided that those are appropriated moneys which are no longer needed to implement the original purpose of the appropriation and whose expenditure is not limited to use for any other specified purpose. Section 9. All departments and the number of employees designated therein provided for in this budget either by position summary or by the organizational chart are deemed approved by the City Commission. Any permanent change regarding same shall require City Commission approval. Section 10. The City Manager is authorized to administer the executive pay plan and benefit package, to disburse the Page 6 of 11 12420 funds appropriated herein for said purpose in a manner he deems appropriate. The City Manager is also authorized to administer and disburse the City Commission benefit package. With the exception of those positions in which the salary is established by City Commission action, the City Manager is further authorized to establish the salaries of those employees in executive and staff positions in accordance with the executive and staff pay plan. These employees may receive any salary increases given in Section 11. Section 11. The City Manager is authorized to disburse any funds that may be designated by the City Commission as cost - of -living or other pay adjustments to Civil Service, executive and staff employees as may be approved by the City Manager. Section 12. Nothing contained in this Ordinance shall be construed as to prohibit or prevent the City Manager, the administrative head of the City of Miami, who is responsible for the efficient administration of all Departments, from exercising the power granted to and imposed upon him/her in the City Charter to fix, adjust, raise, or lower salaries, and to create, abolish, fill or hold vacant, temporary or permanent positions whenever it has been determined by the City Manager to be in the best interest of efficient and economical administration of the Page 7 of 11 12420 City of Miami and all its Departments. The authority contained in this Section shall also be applicable whenever the City Manager shall cause a Department to reorganize itself to perform its services more efficiently; such reorganization may include reduction of budgeted positions, reclassification of positions, and alteration of the number of budgeted positions in any given classification. Section 13. (a)(1) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is approved and authorized when such transfer shall have been made at the request of the City Manager and when such transfer shall have been made of any part of an unencumbered balance of an appropriation to or for a purpose or object for which the appropriation for the herein fiscal year has proved insufficient. (2) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is approved and authorized when such transfer of funds is made at the request of the City Manager and when such transfer is to be made between the detailed accounts appropriated to the same office, department, or division. (b)(1) To effect salary adjustments, the City Manager is further authorized to make departmental and Page 8 of 11 12420 other transfers from any reserve accounts established in the General Fund, and is authorized to approve transfers for any unforeseen requirements of all appropriated funds as may be required so long as such transfer is consistent with the provisions contained in Chapter 18, Article IX of the Code of the City of Miami, Florida, as amended. (2) To facilitate effective budgetary control and sound fiscal management, the City Manager is further authorized to transfer funds from departmental budget reserve accounts to the Emergency Account of Non -Departmental Accounts to other Funds, and to departmental budget reserve accounts from the Emergency Account of Non -Departmental Accounts to other Funds. (3) The Emergency Account is declared to be appropriated to meet emergency expenses and is subject to expenditure by the City Manager for any emergency purpose. (c) Except as herein provided, transfers between items appropriated shall be authorized by ordinance amendatory hereto, except that transfers from the Non - Departmental Accounts may be made by resolution. Section 14. (a) The City Manager is authorized to invite or advertise for bids for the purchase of any material, equipment, physical improvement, or service provided by the Page 9 of 11 12420 aforementioned appropriations or which may be provided for in accordance with the authority of Section 13, for which formal bidding is required; such bids to be returnable to the City Commission or City Manager in accordance with Charter or Code provisions. (b) Further, expenditure of the herein appropriated funds is authorized in the procurement of goods and services by award or contract for the same by the City Commission following the use, if applicable, of competitive negotiations unless the award of such contract by the City Manager is expressly allowed under City Code provisions. Section 15. All ordinances or parts of ordinances, insofar as they are in conflict with provisions of this Ordinance are repealed. Section 16. If any section, part of section, paragraph, clause, phrase or word of this Ordinance is declared invalid, the remaining provision of this Ordinance shall not be affected. Section 17. This Ordinance shall become effective thirty (30) days after final reading and adoption thereof.11 i� This Ordinance shall become effective as specified herein unless vetoed by the Mayor within ten days from the date it was passed and adopted. If the Mayor vetoes this Ordinance, it shall become effective immediately upon override of the veto by the City Commission or upon the effective date stated herein, whichever is later. Page 10 of 11 12420 PASSED ON FIRST READING BY TITLE ONLY this 11th day of September , 2003. PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this 25th day of September 2003. EL A. DIAZ, MAYO ATTEST: PRItCILLA A. THOMPSON CITY CLERK APPROVED-4CS 210 FIRM AND CORRECTNESS: WJPNMRO VILARELLO I ATTORNEY 1529a:tr:AS Page 11 of 11 12420 Goy >f Miami FY2004 Budget TABLE OF CONTENTS BUDGET MESSAGE Mayor's Message............................................................4 City Manager's Message......................................................5 READER'S GUIDE ........................................................ 6 CITYPROFILE........................................................... 8 BUDGET SUMMARIES Revenue Summaries Taxable Value.............................................................12. MillageRates..............................................................13 Revenue Summary by Category, General Fund....................................14 Revenue Summary by Fund, Combined Special Revenue Funds .......................15 Revenue Summary by Fund, Combined Debt Service Funds ..........................16 Appropriation Summaries Appropriations by Category ................................................... 17 Appropriation Comparison by Fund and Spending Agency ............................18 Summary of Position, Comparison by Fund.......................................20 City Workforce NEW FY04................................................... 22 GENERAL FUND Mayor....................................................................23 Board of Commissioners..................................................... 25 CityManager..............................................................28 Asset Management..........................................................30. CityClerk.................................................................33 CivilService ........................................ .....................36 Communications .............................. ............................41. Civilian Investigative Panel....................................................44 CitiStat...................................................................47 Building..................................................................50. Public Facilities.............................................................54. Finance................................................................ 59. FireRescue...............................................................63 GSA.....................................................................68 Grants Administration........................................................73 HearingBoards............................................................76 Employee Relations.........................................................79 Information Technology......................................................84 Office of Auditor General.....................................................87 Law.......................................................................91. Strategic Planning, Budgeting, and Performance...................................94 Parks and Recreation........................................................97 GESE Retirement Trust .....................................................103 FIPO Retirement Trust ......................................................105 2 12420 CITY COMMISSION CHAIRMAN J. WINTON VICE-CHAIRMAN A. TEELE. JR. COMMISSIONER A. GONZALEZ COMMISSIONER T. REGALADO COMMISSIONER J. SANCHEZ City Clerk City Attorney Priscilla A. Thompson Alejandro Vilarello Auditor General Civil Service Board Victor Igwe Tishria Mindingall Virginia Key Beach Park Trust Guy Forchion' Model Cify RevitelizaUon Trust Marva Wiley' Miami Sports & Exhibition Authority James Jenkins i Bayfront Park nagemenl Trust r fico Schmand Fire Fighter's and Police Officer's Retirement Trust Robert H. Nagle *Acting/Interim Downtown Development Authority Dana Nollingham Community Redevelopment Agency Frank Rollason Off -Street Parking Authority Arthur Noriega Civilian Investigative Panel (Professional Compliance staff of CIP) Shirley Richardson General Employees and Sanitation Employees' Retirement Trust Sandra Elenberg TABLE OF ORGANIZATION FY 2003 - 2004 Residents of Miami Chief Administrator / City Manager (Joe Arriola) Grants (Robert Ruano) NET (JC Espinosa) Agenda (Elvi Alonso) F.A.C.E. Community Relations (Ada Rojas) Police Chief John Timoney Fire Chief William Bryson Communications Carlos McDonald Hearing Boards Teresita Fernandez Deputy Chief Administrator Chief Financial Officer Linda Haskins Finance l Scoff Simpson Purchasing Glenn Marcos Dept. of Economic Development Keith Carswell Dept of Employee Relations Rosalie Mark Public Facilities Christina Abrams Community Development Barbara Gomez -Rodriguez Risk Management Diane Ericson I Chief of Operations Alicia Cuervo Schreiber Office of Transportation Capital Improvement Program Jorge Cano Public Works Albert Dominguez' Solid Waste Clarence Patterson GSA Kenneth Grimes Building Hector Lima Planning and Zoning Ana Gelabert Parks & Recreatlon Santiago Corrode EXECUTIVE MAYOR Manuel A. Diaz • Mayor's International Council (CIO) Information Technology Peter KorinIs Chief of Strategic Planning. Budgeting & Performance Larry Spring Clastat Don Riedel G�2 City of Miami FY2004 Budget I o� r� Table of Organization lec��r nitru d *ActingAnterim K TABLE OF ORGANIC,. CION FY 2003 - 2004 `CApl�gl i�in"ravam�nt' ": C(tt8tat ".: " Prtf m Owl [ Idde( Jorna: C�no " 0 City of Miami FY2004 Budget Y O.P Table of Organization � r 16 ieeIii iiArcS �, Cir, of Miami FY2004 Budget TABLE OF CONTENTS GENERAL FUND continued... Elected Officials Retirement Trust ............................................. 107 Planning and Zoning ........................................................109. Police...................................................................113 Public Works.............................................................118 Purchasing...............................................................123 Economic Development .....................................................126 Risk Management ..........................................................129. Solid Waste..............................................................133 Non -Departmental Accounts..................................................137. Debt Service Funds General Obligation Bonds ....................................................139 Special Obligation Bonds ....................................................141 Special Revenue Funds Other Special Revenue ......................................................142 Miami Convention Center....................................................144 Economic Development & Planning Services .....................................146 Fire Rescue Services .......................................................148 Neighborhood Enhancement Team (NET).......................................150 Parks and Recreation Services ................................................153 Police Services............................................................155 Law Enforcement Trust fund ..................................................158 Public Works Services .................................. ..................160 City Clerk Services .........................................................161 Public Service Taxes ................................ .....................163 Community Development ....................................................164 Health Facilities Authority ....................................................167 Strategic Initiatives .........................................................168 Transportation & Transit .....................................................169 Capital Improvement Funds CIP Administration .........................................................171 Capital Improvement Projects .................................................174 IIa;l =1i191Lq=F� Appendix A:Glossary .......................................................175 Appendix B: Forecast & Methodology ...........................................181. Appendix C: Cost Allocation ..................................................182 Appendix D: Fund Balance & Reserve Analysis ...................................183 Appendix E: Other Agencies..................................................184. 3 12420 City of Miami FY2004 Budget REAJER' S GUIDE This section is a brief guide that explains the scope, format and content of Miami's annual budget document. It provides information to help the reader understand the concepts and components found throughout this budget document. SCOPE OF THE BUDGET DOCUMENT A municipal budget is a plan of financial operation containing an estimate of proposed expenditures and the means of financing them during a fiscal year. The FY 2003-2004 (also called FY2004) annual budget document for the City of Miami provides historical, current and future comparisons of revenues and expenditures, and proposed allocations of resources. The budget contains summaries of all ongoing City operations including the Capital Improvement Program (CIP). BUDGET FORMAT -- OVERALL ORGANIZATION The Table of Contents lists the major subjects covered in this document and the corresponding page numbers. As a further aid to the reader, the document is organized into the following types of presentations: Budget Message — A narrative summary highlighting important financial aspects of the proposed budget and providing an overview of the major changes proposed by the City Manager for FY 2004. Table of Organization - A chart showing the organizational structure of City departments and agencies. Further indicators of the City's organization are found at the beginning of each departmental summary. City Profile- A summary containing demographic information about Miami. Budget Summaries - A collection of financial tables and charts summarizing various components of the budget. The primary focus is on revenue estimates and proposed appropriation levels by fund. Fund Summaries - A series of four tabs organized by type of fund in which detailed departmental, divisional, or program summaries are included for individual budgetary units. The fund categories used are: • General Fund • Debt Service Fund • Special Revenue Funds " Capital Improvement Funds Glossary of Budget Terms and Acronyms - This section, found in Appendix A, contains definitions of the municipal budgetary terms and acronyms used in this document. Methodology and Assumptions - Appearing as Appendix B, this section explains the assumptions and process followed, and a description of the City's overall financial structure. Cost Allocation - Appearing as Appendix C, this section defines the City's core services and provides a full cost of delivering those services. 1.1 12420 City of Miami FY2004 Budget READER'S GUIDE 3 Five Year Forecast and Reserve — This section, found in Appendix D, contains a five-year financial forecast with corresponding reserves for each year. Other City Agencies - These are semi -autonomous agencies controlled by and dependent on the City Commission for budget authority. Appendix E presents their budgets for FY2004. FORMAT FOR DEPARTMENT BUDGET SUMMARIES With a few exceptions, departments are presented in alphabetical order. The General Fund section, for example, includes detailed summaries on all departments, divisions, and offices funded with General Fund revenues. The following explains the content for the pages in the General Fund and Special Revenue sections. Certain funding areas such as Non -Departmental Accounts (General Fund), Debt Service and Capital Improvements follow individually tailored formats. Description — A brief narrative summary of the department's major responsibilities and activities to help the reader understand the fiscal and personnel allocations presented in the budget. Organization - An organizational chart showing the number of positions by division and/or section within each department. Long -Term Goal— A brief statement of the department's long-range plans that align with the priorities set by the City Commission. Objectives for FY 2004 — Measurable objectives the department plans to meet in order to achieve their long-term goal(s). Significant Accomplishments in FY 2003 — Important achievements during FY 2002-2003 that deserve to be noted and recognized. Department Summary - A historical comparison of expenses by major object code categories and the budget estimate for the year to come. The page contains a pie chart reflecting the proposed budget allocation by categories. Department Detail - An explanation of any major increases or decreases by category to the department's recommended budget as well as any functional or organizational changes. Divisional Summary - Divisional Summary pages follow Department Summary pages for those departments that have more than one division. This summary is a chart that provides a historical comparison of expenses by divisions and the budget estimate for the new fiscal year. A bar graph depicts the proposed budget allocation by divisions. Divisional Detail - Any major increases or decreases by division to the department's recommended budget. 12420 City of Miami FY2004 Budget CITY PROFILE Now 107 years old, Miami is part of the nation's eleventh largest metropolitan area. Incorporated in 1896, Miami is the only municipality conceived and founded by a woman - Julia Tuttle. In population, Miami is the largest of the 31 municipalities that make up Miami -Dade County. Called the "Gateway to the Americas," Miami is an important center of international trade and commerce as evidenced by the large number of foreign consulates. Banking is big business here too. Miami has the most international banks of any city in the United States. As we venture forth into the third millennium, the City of Miami is literally "changing at the speed of magic." The changes are reflected in the skyline, teeming with construction cranes in the central downtown business core, the Omni area immediately north of downtown, Coconut Grove, on Watson Island, and on Brickell Key. There are signs of urban revitalization nearly everywhere. Commercial and residential construction has maintained a steady upward pace from 1998 through August of 2003, as reflected in the latest building trends data for the City of Miami. Commercial Construction Residential Construction Year Building Permits Issued Construction Cost Building Permits Issued Construction Cost 1998 3199 $322 million 4285 $44 million 1999 2918 $697 million 4552 $51 million 2000 3370 $633 million 5055 $45 million 2001 3523 $581 million 4957 $55 million 2002 2386 $963 million 3603 $63 million 2003 2214 $730 million 3787 $54 million Revitalization is not just commercial. It radiates throughout all Miami neighborhoods. Due to the front-line efforts of our Neighborhood Enhancement Teams (NET), the City is cleaning up its streets and vacant lots, planting trees, demolishing unsafe structures, reducing illegal dumping, and performing aggressive code enforcement. City efforts to improve our neighborhoods are a nice complement to our 1998 designation as part of Miami-Dade's Empowerment Zone. Much of the City's five poorest neighborhoods are within the Empowerment Zone area. This designation should create an opportunity for approximately 37,000 low-income Miami residents in the target area to benefit from new health, education and social services. Loans, grants and tax incentives will be available to existing businesses and to new ventures willing to relocate or start up in the Zone. At least 5,000 new jobs will be created. During the Zone's ten years of existence, the Miami -Dade area could receive approximately $90 million from the federal government. Other funds will be leveraged from State and local sources. This is a unique opportunity to improve the lives of some of our most disadvantaged constituents. 12420 8 COMMUNITY PROFILE DATA Year of Incorporation Form of Government Area of City Recommended FY 2004 Budget Expenditures Per Capita ON of Miami FY2004 Budget %;ITY PROFILE -3 1896 Mayor -Commissioner Plan 34.5 Square Miles $416,576,310 (General Fund) $1,149 POPULATION & RACIAL COMPOSITION 2000 Census 362,470 White 12% Black 22% Hispanic 66% POPULATION BY PLACE OF BIRTH* Native 40.5% Born in Florida 26.6% Born Out of State 11.3% Born Outside United States 2.6% Foreign Born 59.5% AGE DISTRIBUTION 1-19 Years 24.4% 20-44 Years 36.8% 45-59 Years 17.2% 60-74 Years 19.6% 75 and Older 2.3% Median Age 38 * Figures are from the 2000 U.S. Census. 9 12420 HOUSEHOLD CHARACTERISTICS Total Households 134,198 Median Household Income* $23,483 Household Size (Persons) 2.61 HOUSING TENURE Occupied Housing Units 134,198 Owner -Occupied Housing Units 46,836 Renter -Occupied Housing Units 87,362 THE LABOR FORCE Civilian Labor Force* 182,221 Percent Employed 91.4% Percent Unemployed 8.6% Employment by Occupation** Occupation % of Workers Management, Professional, and related occupations 23.8 Service occupations 22.1 Sales and office occupations 26.2 Farming, fishing, and forestry occupations 0.5 Construction, extraction, and maintenance occupations 13.6 Production, transportation, and material moving occupations 13.8 Soume: Florida Department of Labor & Employment Security, January 2001 Figures are from the 2000 U.S. Census. City of Miami FY2004 Budget C... -'TY PROFILE 3 10 12 Miami's Major Employers Occupation Miami -Dade Public Schools Miami -Dade County Govt. Federal Agencies State Government Jackson Memorial Hospital Bell South City of Miami ECONOMIC DATA # of Workers 37,500 30,000 18,276 18,100 11,000 4,240 3,645 Cost of Living Comparison for Selected Urban Areas* (U.S. Average = 100) city Index New York (Manhattan), NY 234.5 Boston, MA 142.5 Philadelphia, PA 125.5 Washington, D.C. 125.4 Miami, FL 107.7 Cleveland, OH 104.4 Phoenix, AZ 103.3 Minneapolis - St. Paul, MN 101.4 Baltimore, MD 100.4 Atlanta, GA 99.5 Dallas, TX 98.9 TOURISM Visitors to Greater Miami in 2002 Domestic 5,316,200 International 4,915,200 Total 10,231,400 Visitors to Greater Miami by Place of Origin, 2002 European Countries 1,100,000 Canada 536,000 Latin America: 3,111,300 South America 2,067,800 Central America 393,600 Caribbean 949,900 Others 137,100 Total 4,884,400 * Cost of living data is from the ACCRA Index, April, 2003. Cite of Miami FY2004 Budget CITY PROFILE A. 11 12420 TAXABLE VERSUS GROSS VALUE EXEMPTIONS AT A GLANCE City of Miami FY2004 Budget REVENUE SUMMARIES Ad valorem taxes are taxes levied against the assessed valuation of real and tangible personal property in Miami for the current year. The amount of taxes levied by a municipality is dependent on the millage rate in effect and the final taxable values, which is the gross taxable value adjusted for exemptions entitled to governmental entities, churches, public schools and universities, and some other non-taxable entities and reductions made through a value adjustment hearing board process. The difference between the gross value and those exemptions and adjustments is what is known as a municipality's taxable value. The taxable value is the true value which taxes are levied against. Within the City of Miami, the preliminary value assessment of those exemptions for 2003 equated to a little over $8.8 billion. This amount represented 31.2% of the gross taxable value of approximately $28 billion for that year. 75% 74% 73% 72% 71% 70% 68% 67% 66% 65% 64% 63% Gross Assessed Value vs. Taxable Assessed Value 1995 1996 1997 1998 1999 2000 2001 2002 2003 Taxable 0 Non -Taxable FY 2003 Exemptions and Other Non -Taxable Total Value = $8,826,369,172 Other Ni Other Institution $25K S.O.S. 12 12420 ■ $25K Homestead 12.1% ■ Addl $25K S.O.S. 1.8% E3 Governmental 48.5% ■ Institutional 13.4% ■ Other 0.4% ■ Other Non -Taxable 23.8% Total: 100.0% 12420 MILLAGE RATES OPERATING AND DEBT SERVICE Cis • of Miami FY2004 Budget REVENUE -SUMMARIES A mill is expressed as a $1 in taxes for every $1,000 of assessed valuation. This is the rate that is calculated with the taxable value to show the amount of ad valorem taxes levied by a municipality. For Fiscal Year 2004, the operating and debt service millage rates for the City of Miami are shown below. 14.0000 12.0000 10.0000 8.0000 6.0000 4.0000 2.0000 0.0000 Millage Rates for the City of Miami (a) FY (b) FY (c) FY (d) FY (e) FY (fl FY (g) FY (h) FY '95297 '98 199 100 101 '02 '03 14 14 Debt Service x Operating ® Combined 'The millage rates expressed in the chart above are the adopted rates for fiscal years 1995 - 2003 and the estimated rate for fiscal year 2004. 13 12420 Operating Debt Service Combined FY '95-'97 9.5995 2.1060 11.7055 FY '98 9.5995 1.9200 11.5195 FY '99 10.0000 1.7900 11.7900 FY '00 9.5000 1.4000 10.9000 FY '01 8.9950 1.2800 10.2750 FY '02 8.9950 1.2180 10.2130 FY '03 8.8500 1.2180 10.0680 FY'04 8.7625 1.0800 9.8425 'The millage rates expressed in the chart above are the adopted rates for fiscal years 1995 - 2003 and the estimated rate for fiscal year 2004. 13 12420 w�1�Y °Fr City of Miami FY2004 Budget REVENUE SUMMARIES 11101" 11AT11 �d�cOy �04�4 REVENUE SUMMARY BY CATEGORY GENERALFUND The General Fund is the general operating fund of the City. It accounts for all financial resources except for those required to be accounted for in another fund. The largest source of revenue in this fund is generated from ad valorem taxation. Adopted Amended Estimated Budget Budget Budget 2002-03 2002-03 2003-04 General Fund Taxes $165,831,576 $165,831,576 $181,142,662 Licenses and Permits $8,405,200 $8,405,200 $9,566,645 Intergovernmental Revenu $31,147,597 $31,147,597 $31,685,129 Charges for Services $92,584,618 $92,584,618 $94,135,591 Fines and Forfeits $3,960,000 $3,960,000 $4,100,000 Miscellaneous Revenue $15,554,000 $15,554,000 $14,917,042 Non -Revenues $21,948,005 $27,100,532 $33,242,449 Internal Service Funds $45,876,097 $45,876,098 $47,786,792 Miscellaneous RI Licenses and Perr Intemal Service Funds Intergovem Revent Fine, $385,307,093 $390,459,621 $416,576,310 FY 2004 General Fund Revenue Breakdown Charges for Services 14 Taxes ■ Charges for Services 22.6% Fines and Forfeits 1.0% ® Intergrnremmentat Revenue 7.6% Internal Service Funds 11.5% Licenses and Permits 2.3% Miscellaneous Revenue 3.6% Non -Revenues 8.0% ■ Taxes 43.5% Total: 100.0% 12420 REVENUE SUMMARY BY CATEGORY COMBINED SPECIAL REVENUE FUNDS 00- of Miami FY2004 Budget REVENUE SUMMARIES Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts or major capital projects) that are legally restricted to expenditures for specified purposes. In Fiscal Year 2000, this fund was reorganized into several distinct funds. Each Special Revenue Fund, as outlined below, has revenue sources specific to the purpose for which that fund was established. These sources include subsidies from the General Fund, grants, special assessments and taxes. Special Revenue Funds Fund 102 — Convention Center Fund 103 — Economic Development and Plan Services Fund 104 — Fire Rescue Services Fund 105 — Neighborhood Enhancement Team Offices Fund 106 — Parks and Recreation Services Fund 107 — Police Services Fund 108 — Law Enforcement Trust Fund Fund 109 — Public Works Services Fund 110 — City Clerk Services Fund 113 — Public Services Taxes Fund 117 —Community Development Fund 118 — Health Facilities Authority Fund 119 — Strategic Initiatives Fund 122 — Transportation & Transit 15 12420 G'VY oF- City of Miami FY2004 Budget 10611P 11AT11 �w r REVENUE. SUMMARIES 7 11 is d�c0 y �o4ti4 REVENUE SUMMARY BY CATEGORY COMBINED DEBT SERVICE FUNDS Debt Service Funds account for the accumulation of resources for, and payment of, general long-term debt principal, interest, and related costs. The major revenue sources in these funds are from taxes levied through a debt millage rate, public service taxes and from interdepartmental revenues. $41,207,548 $41,207,548 $42,396,089 FY 2004 Debt Service Funds Revenue Breakdown Non -Revenues 10.07% Internal Service Funds 42.77% Kes 44% Intergovernmental Revenue 0.71% 16 12420 Adopted Amended Estimated Budget Budget Budget 2002-03 2002-03 2003-04 Debt Service Fund Taxes $19,877,128 $19,877,128 $19,689,165 Licenses and Permits $0 $0 $0 Intergovernmental Revenu $302,403 $302,403 $302,475 Charges for Services $1,860,000 $1,860,000 $0 Fines and Forfeits $0 $0 $0 Miscellaneous Revenue $422,345 $422,345 $0 Non -Revenues $3,855,235 $3,855,235 $4,269,705 Internal Service Funds $14,890,437 $14,890,437 $18,134,744 $41,207,548 $41,207,548 $42,396,089 FY 2004 Debt Service Funds Revenue Breakdown Non -Revenues 10.07% Internal Service Funds 42.77% Kes 44% Intergovernmental Revenue 0.71% 16 12420 Appropriation by Category General Fund City of Miami FY2004 Budget APi ROPRIATION SUMMARIES The chart shown below classifies the General Fund Estimated Fiscal Year 2004 Appropriations into several categories. The expenditure categories listed in the chart specifically depict how the City appropriates its funding sources. Personnel cost, which accounts for 74.27% of the estimated appropriation amount, includes all salary and fringe benefits including health insurance, worker's compensation, and pensions. The operating expenses category includes all fixed and variable related expenses except those listed as a separate category. Personnel Operating Utilities Insurance Reserves Non -Operating Capital Improvement Operating 12.58% Non -0p 2.5 Adopted 2002-03 $272,766,537 $43,553,035 $8,100,784 $11,550,417 $7,220,461 $8,798,470 $33,317,389 $385,307,093 Amended 2002-03 $278,784,011 $47,155,017 $8,086,584 $8,590,417 $2,287,925 $13,412,814 $32,142,852 $390,4599620 Proposed 2003-04 $309,381,953 $52,415,412 $8,106,802 $10,807,200 $5,023,470 $10,629,866 $20,211,607 $416,576,310 Appropriation by Category For the General Fund Estimated Budget of $416,576,310 Personnel 2.59% 17 eserves 1.21 % lilies 1.95% apital wement 4.85% 12420 City of Miami FY2004 Budget API- ROPRIATION SUMMARIES Appropriation Comparison By Fund And Spending Agency 18 12420 Adopted Amended Proposed 2002-03 2002-03 2003-04 GENERAL FUND Mayor 1,032,940 1,032,940 935,174 Board of Commissioners 1,500,000 1,500,000 1,500,000 Office of the City Manager 1,866,648 1,829,955 1,763,162 Office of Asset Management 1,021,818 1,021,818 986,865 Office of the City Clerk 886,540 906,540 1,543,270 Office of Civil Service 309,726 309,726 324,751 Office of Auditor General (was Internal Audit) 965,997 860,104 844,947 Office of Communications 820,000 820,000 864,330 Office of Labor Relations 596,655 441,837 532,370 Civilian Investigative Panel 414,837 414,837 674,073 Office of CitiStat 429,100 429,100 423,805 Office of Grants Administration 424,393 477,680 487,848 Office of Hearing Boards 743,898 743,898 777,934 Building 5,234,893 5,298,893 5,771,395 Conferences, Conventions & Public Facilities 5,082,030 5,027,198 5,527,283 Finance 5,030,386 5,030,386 5,418,168 Fire - Rescue 56,331,638 57,200,029 58,428,406 General Service Administration 15,062,000 15,120,434 15,039,270 Human Resources 3,001,560 3,015,841 3,282,303 Information Technology 8,900,926 8,779,627 11,658,594 Law 4,788,319 4,810,359 5,080,515 Office of Strategic Planning, Budgeting & Perf 1,580,503 1,383,594 1,383,221 Parks and Recreation 11,188,789 11,188,789 11,850,384 Pension 23,036,148 26,599,640 49,066,637 Planning & Zoning 2,387,884 2,387,884 3,032,910 Police 95,240,931 95,191,016 98,967,312 Public Works 9,416,990 11,743,254 11,966,978 Purchasing 1,249,915 1,253,694 1,270,145 Economic Development 1,128,404 1,132,187 1,051,814 Risk Management 46,784,390 46,765,429 51,215,910 Solid Waste 23,047,288 23,047,288 22,637,147 Non -Departmental Accounts 55,801,547 54,695,643 42,269,389 GENERAL FUND Total:: $385,307,093 $390,459,620 $416,576,310 18 12420 City of Miami FY2004 Budget AN R- OPRIATION SUMMARIES Appropriation Comparison By Fund And Spending Agency Continued 19 12420 Adopted Amended Proposed 2002-03 2002-03 2003-04 DEBT SERVICE FUND Special Obligation Bonds 18,589,411 18,589,411 21,668,207 General Obligation Bonds 22,618,137 22,618,137 20,727,881 DEBT SERVICE FUND Total: $41,207,548 $41,20711548 $42,396,088 SPECIAL REVENUE FUNDS Fund 100 - Other Special Revenue Fund 125,000 992,747 125,000 Fund 102 - Convention Center 7,058,292 7,095,960 7,065,140 Fund 103 - Economic Devel. & Plan. Serv. 243,798 4,934,474 243,798 Fund 104 - Fire Rescue Services 5,239,363 6,645,562 16,565,776 Fund 105 - Neigh. Enhance. Teams (N.E.T.) 5,650,880 5,650,880 6,065,301 Fund 106 - Parks & Recreation Services 941,817 1,631,307 518,299 Fund 107 - Police Services 17,117,430 20,973,961 18,772,477 Fund 108 - Law Enforcement Trust Fund 8,064,087 8,253,184 6,302,588 Fund 109 - Public Works Services 1,088,968 1,088,968 1,115,120 Fund 110 -City Clerk Services 191,013 211,422 190,430 Fund 113 - Public Service Tax 56,299,393 56,299,393 60,812,983 Fund 117 - Community Development Serv. 43,781,096 67,575,330 37,099,984 Fund 118 - Health Facilities Authority 116,654 116,654 116,479 Fund 119 - Strategic Development Initiatives - 4,261,513 1,383,481 Fund 122 - Transportation & Transit - - 13,025,000 SPECIAL REVENUE FUNDS Total: $145,917,791 $185,731,355 $169,401,856 Total City of Miami Budget: $572,432,432 $617,398,523 $628,374,254 CAPITAL IMPROVEMENT FUND CIP Administration 3,260,384 3,416,972 3,728,110 AUTHORITIES/OTHER AGENCIES Bayfront Park Management Trust 3,562,600 3,562,600 5,211,700 Community Redevelopment Agency 7,679,166 10,676,479 14,057,962 Department of Off -Street Parking 14,671,501 14,671,501 24,962,627 Downtown Development Authority 2,506,877 2,506,877 2,684,977 Miami Sports and Exhibition Authority 1,150,000 1,150,000 1,150,000 Model City Com. Revitalization District Trust 14,961,968 14,961,968 11,359,598 Virginia Key Beach Park Trust 565,000 565,000 715,000 19 12420 Summary of Positions - Comparison By Fund Qv of Miami FY2004 Budget API ROPRIATION SUMMARIES' 20 Difference Difference Adopted Amended Between Proposed Between Positions Positions Adopted & Positions Proposed & 2002-03 2002-03 Amended 2003-04 Ameneded GENERAL FUND Mayor 15.05 15.07 0.02 14.57 (0.50) Board of Commissioners 20.45 23.42 2.97 23.42 - City Manager 24.00 24.00 - 22.00 (2.00) Office of Asset Management 10.33 10.33 - 10.33 - Office of the City Clerk 10.00 10.00 - 10.00 - Office of Civil Service 4.00 4.00 - 4.00 - Office of Communications 11.00 11.00 - 11.00 - Office of Labor Relations 6.00 6.00 - 6.00 - Civilian Investigative Panel 6.00 6.00 - 8.00 2.00 Building 81.00 81.00 - 79.00 (2.00) Conference, Conv. & Public Facilities 28.66 27.66 (1.00) 37.16 9.50 Finance 67.00 67.00 - 71.00 4.00 Fire Rescue Civilian 73.00 73.00 - 73.00 - Swom 634.00 634.00 - 634.00 - Total Fire Rescue: 707.00 707.00 - 707.00 - General Services Administration 161.00 162.00 1.00 160.00 (2.00) Human Resources 35.00 34.00 (1.00) 35.00 1.00 Information Technology 74.00 73.00 (1.00) 83.00 10.00 Internal Audits 11.00 11.00 - - (11.00) Law 59.75 60.75 1.00 61.00 0.25 Non -Departmental Accounts (NDA) Miami Action Plan 2.00 - (2.00) - - Sister Cities 2.50 2.50 - - (2.50) Community Relations Board 1.00 1.00 - 2.00 1.00 FACE 1.00 5.00 4.00 5.00 - Employee Pool - - - - - Total Non -Departmental Accounts (NDA): 6.50 8.50 2.00 7.00 Parks and Recreation 133.00 133.00 - 142.00 9.00 Planning and Zoning 33.34 33.34 - 34.84 1.50 Police Civilian 330.00 329.00 (1.00) 326.00 (3.00) Sworn 1061.00 1061.00 - 1075.00 14.00 Total Police: 1391.00 1390.00 (1.00) 1401.00 11.00 Public Works 84.00 94.00 10.00 95.00 1.00 Purchasing 19.00 19.00 - 19.00 - Risk Management 32.00 32.00 - 25.00 (7.00) Solid Waste 242.00 242.00 - 242.00 - Office of Grants Management 6.00 7.00 1.00 7.00 - Office of the Auditor General 1.00 1.00 - 11.00 10.00 Office of "CityStat' 6.00 6.00 - 6.00 - Strategic Planning, Budget, & Perform. 22.00 19.00 (3.00) 19.00 - Economic Development 15.33 15.33 - 13.83 (1.50) Office of Hearing Boards 7.00 7.00 - 8.00 1.00 TOTAL GENERAL FUND: 3329.41 3340.40 10.99 3373.15 32.75 20 Cit- of Miami FY2004 Budget APrROPRIATION S UMMARIE S Summary of Positions - Comparison By Fund Continued TOTAL SPECIAL REVENUE FUNDS: 359.59 359.59 - 227.84 (131.75) CAPITAL IMPROVEMENT PROGRAM FUND Administration Office 45.00 47.00 2.00 48.00 1.00 TOTAL CIP FUND: 45.00 47.00 2.00 48.00 1.00 TOTAL ALL FUNDS: 3734.00' 3746.99 12.99 3648.99 (98.00) Notes: (") Denotes new Offices, Departments, or Boards added for Fiscal Year 2003. This Summary of positions does not contain information related to Temporary Positions within the City of Miami. That information can be found on the Departmental Description pages, along with -their respective Table of Organization. 21 12420 Difference Difference Adopted Amended Between Proposed Between Positions Positions Adopted & Positions Proposed & 2002-03 2002-03 Amended 2003-04 Ameneded SPECIAL REVENUE FUNDS Fund 100 - Other Special Revenue Fund Homeless Program 2.00 2.00 - 2.00 - Total - Other Special Revenue Fund: 2.00 2.00 - 2.00 - Fund 101 - Comm. Redevel. Agency (CRA) Administration 3.00 3.00 - - (3.00) Fund 102 - Convention Center Administration 5.34 5.34 - 5.84 0.50 Fund 103 - Economic Devel. & Plan. Serv. DRI Administration - - - - - Fund 104 - Fire Rescue Services Adminstration - - - 4.00 4.00 Fund 105 - Neigh. Enhance. Teams (N.E.T.) Administration 98.00 98.00 - 96.00 (2.00) Fund 106 - Parks & Recreation Services Disabilities Program 8.00 8.00 - 6.00 (2.00) Fund 107 - Police Services Civilian 23.00 23.00 - - (23.00) Sworn 124.00 124.00 - 28.00 (96.00) Total - Police Services: 147.00 147.00 - 28.00 (119.00) Fund 108 - Law Enforcement Trust Fund Administration 4.25 4.25 - 4.00 (0.25) Fund 110 - City Clerk Services Administration 3.00 3.00 - 3.00 - Fund 117 - Community Development Serv. Administration 89.00 89.00 - 75.00 (14.00) Fund 122 - Transportation & Transit Administration - - - 4.00 4.00 TOTAL SPECIAL REVENUE FUNDS: 359.59 359.59 - 227.84 (131.75) CAPITAL IMPROVEMENT PROGRAM FUND Administration Office 45.00 47.00 2.00 48.00 1.00 TOTAL CIP FUND: 45.00 47.00 2.00 48.00 1.00 TOTAL ALL FUNDS: 3734.00' 3746.99 12.99 3648.99 (98.00) Notes: (") Denotes new Offices, Departments, or Boards added for Fiscal Year 2003. This Summary of positions does not contain information related to Temporary Positions within the City of Miami. That information can be found on the Departmental Description pages, along with -their respective Table of Organization. 21 12420 CITY WORKFORCE City of Miami FY2004 Budget API ROPRIATION SUMMARIES' This Proposed Budget contemplates a reduction to the City's workforce. The total number of permanent positions is 3,646.99 for a net decrease of 100 positions for all funds. The General Fund comprises 3,376.15 of this total, which is an increase of 35.75 permanent positions from the prior years amended number. The Summary of Position Comparison does not include temporary positions because the City felt that instead of holding a department to a certain number of temporary positions, which an adopted table of organization with temporary positions does, it was more prudent to allow departments to use temporary budgets to hire based on funds available. In the departmental pages there is a reference as to how many Full Time Equivalents (FTE'S) a department could have based on the assumption that the temporary earned $10.00 per hour and worked 40 hours per week, this is then added to calculate a total number of positions a department could have based on this assumption. Labor Unions There are four Labor Unions in the City: Fraternal Order of Police (FOP), American Federation of State County and Municipal Employees (AFSCME), International Association of Fire Fighters (IAFF), and American Federation of State County and Municipal Employees 79 (AFSCME 79). Labor unions represent eighty-seven (87)% of the City's workforce. The composition of staff, by labor organization, is as follows: IAFF 17% Others 13% FOP 30% AFSCME 34% iCME 79 0 22 12420 DESCRIPTION ORGANIZATION ON of Miami FY2004 Budget OFFICE 01 THE MAYOR Miami's form of government is called the "mayor -commissioner plan". Qualified voters elect the Mayor at -large to a four-year term. He appoints the City Manager who is the chief administrative officer but the Mayor may not dictate the appointment or employment of any other employee. Although not a member of the City Commission, the Mayor may preside over Commission meetings or designate a Commissioner to preside. He may take command of police during a public emergency. He has veto authority over any actions of the Commission. The Mayor is Miami's official representative and maintains contact with all levels of government to foster cooperation. FY 2004 Table of Organization Classified: 0 Unclassified: 14.57 Temporary FTE: 1 Total Positions: 15.57 Mayor of the City Administrative Staff Classified: 0 Undassfied: 14.57 23 12420 DEPARTMENT SUMMARY DETAILS ON of Miami FY2004 Budget OFFICE Or ' THE MAYOR Operating Expense $577,571 $683,842 $1,032,940 $1,032,940 Allocation by Department Personnel FY2004 ESTIMATED $850,860 $84,314 $0 $0 $935,174 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $497,970 $626,741 $977,074 $854,712 Operating Expense $78,367 $56,927 $55,866 $79,028 Capital Outlay $1,234 $174 $0 $27,500 Non -Operating $0 $0 $0 $71,700 Operating Expense $577,571 $683,842 $1,032,940 $1,032,940 Allocation by Department Personnel FY2004 ESTIMATED $850,860 $84,314 $0 $0 $935,174 • Personnel: This category is $3,852 or 0.45% less than the FY2003 Amended Budget due to the transfer of one position to the Manager's Office offset by increases due to anniversary and cost of living adjustments. * Operating Expense: This category is $5,286 or 6.69% more than the FY2003 Amended Budget due to an increase in demands, additional funds have been appropriated to better meet these operational needs. Specifically, the funds were appropriated in professional services. • Capital Outlay: This category is $27,500 or 100.00% less than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. • Non-Operatin4: This category is $71,700 or 100.00% less than the FY2003 Amended Budget due to a one-time reserve allocation that has been eliminated to better align appropriations to anticipated financial needs for FY2004. 24 12426 El Capital Outlay 0.0% Q Non -Operating 0.0% ❑ Operating Expense 9.0% ® Personnel 91.0% Total: 100.0% • Personnel: This category is $3,852 or 0.45% less than the FY2003 Amended Budget due to the transfer of one position to the Manager's Office offset by increases due to anniversary and cost of living adjustments. * Operating Expense: This category is $5,286 or 6.69% more than the FY2003 Amended Budget due to an increase in demands, additional funds have been appropriated to better meet these operational needs. Specifically, the funds were appropriated in professional services. • Capital Outlay: This category is $27,500 or 100.00% less than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. • Non-Operatin4: This category is $71,700 or 100.00% less than the FY2003 Amended Budget due to a one-time reserve allocation that has been eliminated to better align appropriations to anticipated financial needs for FY2004. 24 12426 DESCRIPTION ORGANIZATION Cite of Miami FY2004 Budget COMMISSIONERS The Board of Commissioners consists of five Miami residents elected to four-year terms from five districts within the City. Elections are nonpartisan. The Commission's role is to provide policy direction for programs that are effective, efficient, and responsive to the needs of residents. The policy decisions of the Commission are implemented by the City Manager. Commissioners are prohibited from dictating the appointment or employment of any City employee or for giving orders to any subordinates of the City Manager. The Commission may remove the City Manager or override any mayoral veto by a four-fifths vote. FY 2004 Table of Organization Classified: 0 Unclassified: 23.42 Temporary FTE: 5 Total Positions: 28.42 Board of Commissioners Commissioner - District 1 Angel Gonzalez Classified: 0 Unclassified: 5.07 Commissioner - District 3 Joe Sanchez Classified: 0 Unclassified: 4.13 Commissioner - District 5 Arthur E. Teele Classified: 0 Unclassified: 6 25 Commissioner - District 2 Johnny L Winton Classified: 0 Unclassified: 5.05 Commissioner - District 4 Tomas Regalado Classified: 0 Unclassified: 3.17 12420 DEPARTMENT SUMMARY ON of Miami FY2004 Budget COMMISSIONERS Opera Allocation by Department 26 Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $739,205 7814,149 $1,334,090 $1,316,920 $1,331,106 Operating Expense $129,760 $95,178 $165,910 $164,637 $153,424 Capital Outlay $2,768 $1,592 $0 $18,443 $7,000 Non -Operating $0 $1,000 $0 $0 $8,470 $871,733 $911,919 $1,500,000 $1,500,000 $1,500,000 Opera Allocation by Department 26 Personnel Capital Outlay 0.5% Non -Operating 0.6% ❑ Operating Expense 10.2% ® Personnel 88.7% Total: 100.0% 12420 DIVISIONAL SUMMARY DETAILS City of Miami FY2004 Budget COMMISSIONERS 320000 280000 240000 200000 160000 120000 80000 40000 Allocation by Division 01 02 03 04 07 ♦ Com. Sanchez (Div 01): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Re4alado (Div 02): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Winton (Div 031: This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Gonzalez (Div 04): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Teele (Div 07): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. 27 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Com. Sanchez $185,527 $171,712 $300,000 $300,000 $300,000 Com. Regalado $151,773 $160,849 $300,000 $300,000 $300,000 Com. Winton $193,904 $195,032 $300,000 $300,000 $300,000 Com. Gonzalez $163,626 $187,676 $300,000 $300,000 $300,000 Com. Teele $176,903 $196,650 $300,000 $300,000 $300,000 $871,733 $911,919 $1,500,000 $1,500,000 $1,500,000 320000 280000 240000 200000 160000 120000 80000 40000 Allocation by Division 01 02 03 04 07 ♦ Com. Sanchez (Div 01): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Re4alado (Div 02): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Winton (Div 031: This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Gonzalez (Div 04): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. ♦ Com. Teele (Div 07): This division is unchanged compared to FY2003 Amended Budget to better assist the City in its financial endeavors. Thus, the Commissioners have maintained a static budget reflecting no operational increases. 27 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget OFMCE OF THE CI t Y MANAGER The City Manager implements and enforces the policies, directives, and legislation adopted by the City Commission. As the chief administrative officer, the City Manager is responsible for the daily operations of the City, prepares the budget, assists in planning for the development of the City, supervises employees, interacts with citizen groups and other units of government, and is otherwise responsible for the health, safety and welfare of the residents and visitors to Miami. FY 2004 Table of Organization Classified: 0 Unclassified: 22 Temporary FTE: 0 Total Positions: 22 City Manager Classified: 0 Unclassified: 1 Executive Chiefs Staff Support Classified: 0 Unclassified: 4 Sr. Assistant to the City Manager Classified: 0 Unclassified: 3 28 Staff Support/Agenda Office Classified: 0 Unclassified: 14 12420 DEPARTMENT SUMMARY DETAILS CN of Miami FY2004 Budget OF'ICE OF THE CITY MANAGER Operating Expense $1,295,017 $1,380,199 $1,866,648 $1,829,955 Allocation by Department Personnel FY2004 ESTIMATED $1,690,573 $72,589 $0 $1,763,162 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $1,205,641 $1,298,641 $1,757,448 $1,712,303 Operating Expense $86,467 $81,558 $109,200 $116,152 Capital Outlay $2,909 $0 $0 $1,500 Operating Expense $1,295,017 $1,380,199 $1,866,648 $1,829,955 Allocation by Department Personnel FY2004 ESTIMATED $1,690,573 $72,589 $0 $1,763,162 • Personnel: This category is $21,730 or 1.27% less than the FY2003 Amended Budget because of the transfer of three positions from the Transportation Division to a Special Revenue Fund which is partially offset by increases due to anniversary and cost of living adjustments and the transfer of one position from the Mayors Office. * Operating Expense: This category is $43,563 or 37.51 % less than the FY2003 Amended Budget due primarily to the realignment of personnel into various other departments. Costs associated with operations have been strategically reallocated to better reflect the needs of the department * Capital Outlay: This category is $1,500 or 100.00% less than the FY2003 Amended Budget due to a one-time capital expenditure related to replacements of obsolete and non-functional small capital items. 12420 EJ Capital Outlay 0.0% 0 Operating Expense 4.1% ❑ Personnel 95.9% Total: 100.0% • Personnel: This category is $21,730 or 1.27% less than the FY2003 Amended Budget because of the transfer of three positions from the Transportation Division to a Special Revenue Fund which is partially offset by increases due to anniversary and cost of living adjustments and the transfer of one position from the Mayors Office. * Operating Expense: This category is $43,563 or 37.51 % less than the FY2003 Amended Budget due primarily to the realignment of personnel into various other departments. Costs associated with operations have been strategically reallocated to better reflect the needs of the department * Capital Outlay: This category is $1,500 or 100.00% less than the FY2003 Amended Budget due to a one-time capital expenditure related to replacements of obsolete and non-functional small capital items. 12420 API - w t1Y °F r City of Miami FY2004 Budget OFF�*-".E OF ASSET N-ANAGEMENT Is to ory DESCRIPTION ORGANIZATION Asset Management, as the City's real estate office, manages the leasing of property to and from other parties; categorizes City -owned properties according to use (i.e. City operations, leased to third party, vacant); identifies properties for future sale or lease and establishes market value; maximizes the revenue potential and community use of municipally owned assets; acquires property for public purpose, and monitors and enforces all contractual elements of leases and licenses. This Office also keeps and updates the City's property inventory and works with tax consultants to assure that all properties in the City are assessed accordingly. FY 2004 Table of Organization Classified: 5 Unclassified: 5.33 Temporary FTE: 0 Total Positions: 10.33 Administration Classified: 0 Unclassified: 2.33 Lease Management Classified: 1 Unclassified: 2 Property Management Classified: 4 Unclassified: 1 30 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Citi, of Miami FY2004 Budget OFFICE OF ASSET MANAGEMENT ♦ Maximize the value of City -owned real property through innovative methods to achieve its highest and best use thereby increasing revenue to the City and enhancing the quality of life to the City's residents by acquiring properties for public purpose. ♦ Continue acquisition of land for Little Haiti Park. ♦ Identify land, negotiate and upon successful negotiation acquire land for two fire stations. ♦ Issue Request for Proposals for sale of City -owned property located at 5900 NW 7 Avenue. ♦ Declare surplus and issue Invitation to Bid for sale of City -owned property at 400-30 SW 8 Avenue. ♦ Managed an average of 96 leases/licenses/management agreements that will generate approximately $5 million in revenue during FY2003. ♦ Represented City's interest at Value Adjustment Board hearings for the purpose of defending real property assessments for real property located in Miami. ♦ Negotiated and executed a Restated Interlocal Agreement with Miami Sports and Exhibition Authority (MSEA), Restated Development Agreement with MSEA and Greater Miami Convention & Visitors Bureau (GMCVB) and Sublease Agreement between MSEA and GMCVB for construction and operation of a new aviation and visitors center on Watson Island; negotiated settlement for termination of Bette and Bert Marina's use of space on Watson Island; and reviewed and finalized documents leading to possession of leased property by Grove Harbor Marina & Caribbean Marketplace. ♦ Successfully negotiated the acquisition of seven parcels within the Little Haiti Park area which were subsequently approved by the Commission. 31 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget OFFii,E OF ASSET MANAGEMENT Operating Expense $837,539 $885,651 $1,021,818 $1,021,818 Allocation by Department FY2004 ESTIMATED $760,251 $226,614 $0 $0 $986,865 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $609,688 $602,349 $670,448 $635,449 Operating Expense $227,851 $282,533 $338,370 $338,369 Capital Outlay $0 $769 $0 $35,000 Non -Operating $0 $0 $13,000 $13,000 Operating Expense $837,539 $885,651 $1,021,818 $1,021,818 Allocation by Department FY2004 ESTIMATED $760,251 $226,614 $0 $0 $986,865 * Personnel: This category is $124,802 or 19.64% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments. * Operating Expense: This category is $111,755 or 33.03% less than the FY2003 Amended Budget due to decrease in the professional services other account. The department would reduce the Appraisal consulting services associated with real property assessments; and professional services related to market studies and preparation of appraisals. • Capital Outlay: This category is $35,000 or 100.00% less than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. • Non-Operatina: This category is $13,000 or 100.00% less than the FY2003 Amended Budget due to a one-time reserve allocation that has been eliminated to better align appropriations to anticipated financial needs for FY2004. 32 12420 ® Capital Outlay 0.0% 1] Non -Operating 0.0% ❑ Operating Expense 23.0% Personnel ® Personnel 77.0% Total: 100.0% � * Personnel: This category is $124,802 or 19.64% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments. * Operating Expense: This category is $111,755 or 33.03% less than the FY2003 Amended Budget due to decrease in the professional services other account. The department would reduce the Appraisal consulting services associated with real property assessments; and professional services related to market studies and preparation of appraisals. • Capital Outlay: This category is $35,000 or 100.00% less than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. • Non-Operatina: This category is $13,000 or 100.00% less than the FY2003 Amended Budget due to a one-time reserve allocation that has been eliminated to better align appropriations to anticipated financial needs for FY2004. 32 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget CITY CLERK The City Clerk's Office is the keeper of the official Commission minutes, legislation, lobbyist registration, bid openings, attesting to contracts, keeping meeting schedules, minutes and attendance records for all City boards and committees and attends bond validations proceedings. Elections entails the administration, supervision and certification of Municipal and Civil Service and certain advisory board elections, charter amendment, special or referenda (including Bond Elections), and straw ballot issues. Our Records Management Section ensures compliance of City records with State of Florida Bureau of Archives Records Management mandates, investigates and proposes management technologies, and establishes a repository for inactive, archival and vital records. Special projects include collaborative projects and cost sharing approaches for archival preservation. Direct services include: customer service regarding public informational requests via phone, over the counter and the internet, (excluding records production pursuant to subpoena decus tecum). Public notices regarding meetings of the Commission, advisory boards, elections, etc. are also prepared. The City Clerk's Office has also been designated as a Passport Acceptance Facility. FY 2004 Table of Organization Classified: 0 Unclassified: 10 Temporary FTE: 0 Total Positions: 10 Administration Classified: 0 Unclassified: 4 Public Information Records Management Classified: 01H Classified: 0 Unclassified: 4 Unclassified: 1 Elections Classified: 0 Unclassified: 1 33 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Cite of Miami FY2004 Budget CITY CLERK *To create an effective infrastructure that will ensure security, preservation and accessibility to public records. ♦ To complete transfer of historic photographs to the Historical Museum of Southern Florida and complete preservation and digitization of our city's historical collections at Florida International University Park Green Library. Through a collaborative effort with the City's Grants Administrator, we will seek grant funding to complete these projects, thereby permitting public access to the City's historical collection. Additionally, we will explore community resources for various funding sources and volunteer expertise. ♦ To initiate a citywide microfilm project to create electronic archives, which will reduce cost of permanent record storage, with the assistance of the City's Grants Administrator who will determine if grant funding is available for this purpose. In an effort to focus attention on records retention and disposition timelines, our office will intensify City wide records liaison training. ♦ To continue the implementation of Legistar, a legislative workflow and document management system. ♦ Collaborated with members of the Historical Museum of Southern Florida to transfer historical pictures of the City of Miami to the Museum for preservation and public accessibility. The City Commission adopted Resolution No. 01-400, authorizing the City Clerk to loan the City of Miami Historic Collection of Photographs and Negatives to the Historical Museum of Southern Florida. This prompted the City's Attorney's Office to draft a contractual agreement with the Museum to ensure that the City of Miami maintains ownership of all photographs. ♦ Reviewed the alpha -numeric -mnemonic file code system and determined that it was not viable. Currently reviewing user friendly automated systems to facilitate records disposition, provide a uniform approach to file retrieval and assist the City of Miami with State Records Management compliance. The acquisition of this new system is now planned for consideration during FY'05. ♦ Reviewed and rendered approximately 500 cubic feet of documents eligible for disposition under State law. This resulted in a savings of $2,400 in off site storage fees. A total savings of $4,800 is projected by the end of the FY' 03. ♦ Completed the review of and final report from Daystar Corporation related to the Legistar Project, which represents the City's automated legislative workflow and document management system. Contracted with Daystar Corporation to provide 2 -weeks training for personnel of select departments bn Phase 1 of this project. Conducted preliminary pilot testing of the system with positive results. KE 12420 DEPARTMENT SUMMARY DETAILS CATEGORY Personnel Operating Expense Capital Outlay Capital Outlay Cit"• of Miami FY2004 Budget CITY CLERK FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $594,492 $531,456 $617,537 $634,037 $146,824 $511,536 $269,003 $269,303 $31,160 $13,835 $0 $3,200 $772,476 $1,056,827 $886,540 $906,540 Allocation by Department Personnel FY2004 ESTIMATED $666,680 $836,438 $40,152 $1,543,270 • Personnel: This category is $32,643 or 5.15% more than the FY2003 Amended Budget due to anticipated cost of living and annual performance review increases. • Operating Expense: This category is $567,135 or 210.59% more than the FY2003 Amended Budget due mainly to expenses related to the November 2003 citywide elections; increase in interpreting/translating costs (which are required by the City Commission and which are a part of the Dept. of Community Developments Citizen Participation Plan); increase in continuing education; microfilming of numerous records; expenses related to the historic photograph collection and overall increase in responsibilities of the entire department. • Capital Outlay: This category is $36,952 or 1,154.75% more than the FY2003 Amended Budget due to the anticipated purchase of new equipment such as the microfilm machine that must be replaced as it is obsolete. 35 12420 Capital Outlay 2.6% Operating Expense 54.2% ❑ Personnel 43.2% Total: 100.0% • Personnel: This category is $32,643 or 5.15% more than the FY2003 Amended Budget due to anticipated cost of living and annual performance review increases. • Operating Expense: This category is $567,135 or 210.59% more than the FY2003 Amended Budget due mainly to expenses related to the November 2003 citywide elections; increase in interpreting/translating costs (which are required by the City Commission and which are a part of the Dept. of Community Developments Citizen Participation Plan); increase in continuing education; microfilming of numerous records; expenses related to the historic photograph collection and overall increase in responsibilities of the entire department. • Capital Outlay: This category is $36,952 or 1,154.75% more than the FY2003 Amended Budget due to the anticipated purchase of new equipment such as the microfilm machine that must be replaced as it is obsolete. 35 12420 DESCRIPTION 0-67 of Miami FY2004 Budget CIVIL SERVICE The City Charter provides for a five -member Civil Service Board responsible for adopting, amending, and enforcing the rules and regulations governing appointments and employment of all employees in the classified service, subject to approval by the City Commission. The Board is responsible for investigations concerning the enforcement and effect of Section 36 of the City of Miami Charter and Code of Laws and of the Rules adopted. The Civil Service Board is serving the needs of both the workplace community, which is comprised of City of Miami employees and applicants, as well as the residents of the City of Miami, by serving as overseer to protect the merit system and to ensure that established rules, regulations, policies, and procedures are utilized in the hiring of capable people into the City's workforce. The Board Members enforce a framework that encourages a workforce, which, due to a need to protect the public health, welfare and safety of the citizens, cannot place personal remuneration above their obligation to the public. This quasi-judicial board provides a relatively inexpensive and prompt forum for review of relevant personnel issues and formulation of personnel policy for City government; adjudication of classifies employees' appeals of disciplinary actions; and investigation of employees and resident's complaints and allegations of fraud, discrimination and abuse of power. Such a forum is in keeping with the 14th amendment of the United States Constitution which not only requires that individuals be afforded "due process" in a tangible manner, but it also brings government and legal review to the grass roots level with involvement by way of both commission appointed and employee elected membership. The Chief Executive Officer appointed by the Board is the Executive Secretary. This individual provides staff support to the Board; maintains all official records such as agendas and minutes; and furnishes information on Board actions, rules, policies and regulations to City departments, employees and other interested parties. 36 1242 ORGANIZATION City of Miami FY2004 Budget CAVIL SERVICE FY 2004 Table of Organization Classified: 0 Unclassified: 4 Temporary FTE: 0 Total Positions: 4 Administration Classified: 0 Unclassified: 4 JudiciaULegislative Board Classified: 0 Unclassified: 0 Board Members: 5 Board members and administration staff are shown for information purposes only. These individuals are not employed by the City and are not included in the overall 'Summary of Positions' section found in the Appropriation Summaries tab of this manual. 37 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 City of Miami FY2004 Budget C..VIL SERVICE 3 ♦ Pursuant to Section 36 of the City Charter, the Civil Service Board is charged with the mission of ensuring a merit -based system of employment. The Civil Service Board endeavors to make certain that recruitment, selection and advancement of employees in the classified service occurs on the basis of their relative job-related ability, knowledge, skills, and personal capabilities; that retention of employees is on the basis of the adequacy of their performance, allowing for correction of inadequate performance when possible and separation of employees whose inadequate performance has not been corrected; and that fair treatment of applicants and employees exists in all aspects of personnel administration without regard to subjective traits, personal attributes or political patronage. ♦ To establish procedures and grounds for disciplinary actions and conduct hearings upon request of an employee dismissed, suspended, demoted, laid off or reduced in pay by the department director. ♦ Present draft of Civil Service Rules and Regulations for City Commission action by end of March, 2004. It is the desire of the Board that as much as possible, the provisions of these Rules be in line with National best practices, changes within the legal system, and amendments to City union agreements and administrative policies. The Board will entertain requests for Rule revisions, review suggestions submitted by employees, discuss a draft with their Special Counsel, and conduct public hearings on the drafted Rule changes, prior to presenting the final draft to the Commission for approval. ♦ Update and implement a Citywide Training Program in order to improve the knowledge and adherence to the Rules, by end of January, 2004. The program will train an additional one hundred (100) or more employees (primarily supervisors) by the end of the fiscal year. The Civil Service Board office provides information on the Rules during New Employee Orientation sessions. In addition, the Executive Secretary and Special Counsel conduct workshops on a periodic or as needed basis (such as when new employees are hired, or Board members or Assistant City Attorneys are elected/appointed). The purpose of this objective is to provide a calendared opportunity to communicate information to all employees. ♦ To investigate allegations of fraud and discrimination in the employment process and impose appropriate sanctions. ♦ To hear complaints of employees and investigate allegations concerning abuse of power in appointments, layoffs, demotions, removals without justification, and suspensions. We will also revise and distribute the Manual of Procedures, which details the types of hearings that the Board conducts, the rights and responsibilities of the parties involved, and the processes and procedures that occur with the conduct of these hearings. ♦ To formulate personnel policies for City government and to review applicants' complaints and make recommendations as outlined in Civil Service Rule 4. 38 12420 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Cit» of Miami FY2004 Budget CAVIL SERVICE ♦ Over the past year, the Civil Service Board conducted twenty-one (21) hearings, consisting of grievances, disciplinary appeals, administrative hearings and investigations. ♦ Additionally, during this time the Civil Service Board Office: Prepared over 327 subpoenas for service to witnesses to appear at Board hearings; Conducted 152 Investigative Reports; and conducted twenty-five (25) new employee orientation sessions, and 3 workshops. ♦ Pursuant to Labor/Management Policy 3-92, "Interview Process", the department provided one (1) trained monitor and two (2) trained raters who participated in, and/or reported on twenty-eight (28) interview processes for new hires and promotions at the request of hiring departments citywide. ♦ During the past year, the Board proposed one (1) revision to the Civil Service Rule and Code, which was approved by the City Commission. Additionally, revisions to other Rules are undergoing the review and public hearing process necessary before presentation to the Commission for consideration in the next fiscal year. ♦ The Civil Service Board office also researched twenty-seven (27) requests for extension of probationary periods from various departments; Confirmed and documented nineteen (19) requests for military leaves of absence, and two (2) requests for re-employment; Completed history reports for sixteen (16) employees to assist in the conduct of hearings; and researched two (2) requests to receive credit for previous seniority. 39 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget C -cVIL SERVICE s Operating Expense Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $257,861 $245,512 $267,096 $267,096 $286,291 Operating Expense $23,222 $17,376 $42,630 $42,630 $38,460 Capital Outlay $1,573 $446 $0 $0 $0 Non -Operating $0 $0 $0 $0 $0 $282,656 $263,334 $309,726 $309,726 $324,751 Operating Expense Allocation by Department Personnel 91 Capital Outlay 0.0% El Non -Operating 0.0% ❑ Operating Expense 11.8% Personnel 88.2% Total: 100.0% DETAILS I ♦ Personnel: This category is $19,195 or 7.19% more than the FY2003 Amended Budget due to anniversary and cost of living adjustments. 40 12420 DESCRIPTION ORGANIZATION Cite of Miami FY2004 Budget C 4MIW UNICATIONS The Office of Communications is the link between the City and the public. This office provides communication assistance to the City Manager, departments, the Mayor and Commissioners, as well as, community groups. Assistance will vary depending on the format being used, whether it is television, radio, print, pc based, the internet or a combination of any or all of these mediums. The Communications' Office coordinates coverage of events and public meetings, including programming for broadcast on Miami Television (channel 9 on cable within the City) and providing content for the City's website. FY 2004 Table of Organization Classified: 1 Unclassified: 10 Temporary FTE: 3 Total Positions: 14 Office of the Director Classified: 0 Undassified: 2 Communications Classified: 1 Unclassified: 8 41 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Cite of Miami FY2004 Budget COMMUNICATIONS ♦ To provide professional services and deliver these services with a high degree of quality and technical competence. ♦ To continue improving our service of providing information to all City residents in a timely manner, enhancing communications for the entire public, community groups, city personnel, departments and policy makers. ♦ Evolve from the translated summaries in Spanish of Commission meetings initiated last year to broadcasting Commission meetings simultaneously in Spanish through secondary audio. ♦ To initiate translated summaries in Creole of Commission meetings. ♦ Continue the use and expand upon utilizing the Internet as an information medium. During 2004, we expect to begin providing live streaming video of Commission meetings. ♦ The Office will expand production recently initiated for PC based media. ♦ Will continue efforts to enhance the distribution of the Miami TV cable television signal through microwave or other means into hotels and "closed communities" within the City that currently are not served through Comcast cable. ♦ Materials produced by the section such as videos and photographs have been distributed widely through assorted means. For example, video footage and programming has been requested and provided to Miami -Dade County, other cities, and "Antenna 3" TV in Spain. Photographs of the City have been distributed to numerous media outlets in South Florida on a regular basis. Also to other outlets in Florida and elsewhere nationally, as well as, worldwide outlets in Australia, Colombia, Belgium and Spain. ♦ Due to the support of the administration and policy makers, the Office has dramatically transformed the broadcast quality of the City's cable channel from a tape play back system with poor video and often unintelligible audio to a digitally based system. ♦ Greatly increased the hours of original programming for the cable television channel throughout FY '02-'03. ♦ Content in now regularly produced for both the City website and CityNet. ♦ Originally produced "public service announcements" are now regularly produced in English, Spanish, and Creole. ♦ A first ever citywide newsletter was produced and distributed. ♦ Off-site public meetings away from the City Hall Chamber are for the first time being covered. Since January of '03 we have covered every C.R.A. meeting, all the C.D.B.G. meetings, the F.E.C. Corridor charrette and the Wagner Creek clean-up meetings. Off-site meetings away from the main facility are not covered by other jurisdictions. ♦ The section produced numerous advisories and releases to media outlets in addition to providing translation services in support of city departments and offices. "Media packets" have been distributed to various individuals and outlets. ♦ With the support of many, the office successfully oversaw the restoration of the City Hall Chambers which now provides for greater public participation, seating and multimedia presentations. The city now receives requests for the use of the facilities from various sources including State government agencies. ♦ The Office has coordinated efforts with the Office of Grants Administration to apply for additional grants for City Hall and to pursue additional resources for programming. 42 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget COMMUNICATIONS Operating Expense Allocation by Department FY2004 ESTIMATED $779,004 $85,326 $0 $0 $864,330 Personnel FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $380,788 $486,512 $739,600 $739,600 Operating Expense $18,152 $31,366 $80,400 $52,919 Capital Outlay $1,115 $5,702 $0 $27,481 Non -Operating $0 $0 $0 $0 $400,055 $523,580 $820,000 $820,000 Operating Expense Allocation by Department FY2004 ESTIMATED $779,004 $85,326 $0 $0 $864,330 Personnel go capital Outlay 0.0% I] Non-operating 0.0% ❑ Operating Expense 9.9% ® Personnel 90.1% Total: 100.0% • Personnel: This category is $39,404 or 5.33% more than the FY2003 Amended Budget due to salary increases resulting from reclassification of positions, and from cost of living and anniversary adjustments. • Operating Expense: This category is $32,407 or 61.24% more than the FY2003 Amended Budget due to an increase in postage resulting from an increase in noticing meetings, events, and distributing information to various media outlets, and an increase in other contractual services due to Office is producing a first ever City- wide newsletter and media guide, and an increase in miscellaneous supplies. * Capital Outlay: This category is $27,481 or 100.00% less than the FY2003 Amended Budget due to one-time funding that took place in FY 03. 43 1420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget CIVILIAN INVESTIG.XTIVE PANEL The Civilian Investigative Panel (CIP) serves as an independent citizens' oversight with authority to: Conduct investigations related to allegations of police misconduct; review policies of the police department; forward complaints alleging criminal activity to relevant agencies; and is empowered to issue subpoenas for police related investigations after consultation with the State Attorney. The CIP reviews police policies and procedures and makes recommendations as necessary. In carrying out its mandate, Panel members and staff participate in outreach activities, networking with the community, grass roots organizations as well as civilian oversight, law enforcement and public service agencies. FY 2004 Table of Organization Classified: 0 Unclassified: 8 Temporary FTE: 0 Total Positions: 8 Administration Classified: 0 Unclassified: 3 Internal Affairs Review Policies/Procedures Classified: 01H Analysis Unclassified: 2 Classified: 0 Unclassified: 2 Community Outreach Classified: 0 Unclassified: 1 44 1242( w t�V °F r City of Miami FY2004 Budget F CIV1,-IAN INVESTIGATIVE PANEL IIICISP IRAM 7 N 11 4 ti cory x,04 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 *To encourage and promote the advancement of socially stable and viable Miami communities through civilian oversight into the delivery of law enforcement services. ♦ To conduct investigations, inquiries, and public hearings, to make factual determinations, facilitate resolution and propose recommendations to the City Manager and Police Chief regarding allegations of misconduct by any sworn officer of the City of Miami Police Department. A. Complete review of a minimum of 15 complaint reviews/inquiries per quarter. B. Hold at least 2 public hearings per quarter (based upon caseload/need). ♦ To conduct an analysis of the Miami Police Department's policies and procedures and oversight of its training initiatives in an effort to realize a reduction in misconduct complaints and raise awareness of the needs of Miami's diverse communities. Priority will be placed on collecting and analyzing data on Early Warning systems nationwide to be completed by the third quarter (June, 2004). ♦ To advance community -centered policing initiatives by coordinating/facilitating at least one training forum/workshop per year attended by law enforcement personnel and community members to address mutual concerns and foster open communications. ♦ Functioned as staff liaison to the Civilian Investigative Panel (CIP) Nominating Committee to ensure compliance with its mandate to solicit, screen and refer twenty-four qualified nominees to the Mayor and City Commission (for initial appointment to the CIP). ♦ Located, secured and established a centralized Administrative office for the CIP. ♦ Completed the review of 16 cases to date, 2 were returned to Internal Affairs with recommendations. ♦ Communicated with 41 Civilian Oversight Agencies around the country, soliciting information on function, staffing, job specifications, salaries, and benefits for presentation to the CIP in the creation and development of its organizational structure. ♦ Researched, identified and purchased an advanced data tracking system to provide systematic review and auditing of police complaints. ♦ Coordinated special meetings with City of Miami staff and CIP panel members in identifying needs and preparing budget projections for the CIP. 45 12420 DEPARTMENT SUMMARY DETAILS Cipy-of Miami FY2004 Budget CIVT�IAN INVESTIGATIVE PANEL Non -Operating $0 $240,155 Operating Expense Capital Outla FY2002 FY2001 CATEGORY ACTUAL Personnel $231,132 Operating Expense $8,804 Capital Outlay $219 Non -Operating $0 $240,155 Operating Expense Capital Outla FY2002 FY2003 FY2003 FY2004 ACTUAL ADOPTED AMENDED ESTIMATED $234,583 $371,279 $313,141 $498,561 $14,656 $43,558 $77,006 $166,221 $1,613 $0 $24,690 $9,291 $0 $0 $0 $0 $250,852 $414,837 $414,837 $674,073 Allocation by Department • Personnel: This category is $185,420 or 59.21% more than the FY2003 Amended Budget due to addition of two new positions as the result of increased responsibilities and scope authority, and due to increase in salaries for anniversary and cost of living adjustments. • Operatina Expense: This category is $89,215 or 115.85% more than the FY2003 Amended Budget due to increase in building rent, and other contractual services to cover annual maintenance costs and upgrades of newly acquired IAPro data tracking and retrieval system, outside counsel and contractual investigators. • Capital Outlay: This category is $15,399 or 62.37% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. IT 121,40 0 Capital Outlay 1.4% ❑ Non -Operating 0.0% ❑ Operating Expense 24.7% 19 Personnel 74.0% Personnel Total: 100.0% • Personnel: This category is $185,420 or 59.21% more than the FY2003 Amended Budget due to addition of two new positions as the result of increased responsibilities and scope authority, and due to increase in salaries for anniversary and cost of living adjustments. • Operatina Expense: This category is $89,215 or 115.85% more than the FY2003 Amended Budget due to increase in building rent, and other contractual services to cover annual maintenance costs and upgrades of newly acquired IAPro data tracking and retrieval system, outside counsel and contractual investigators. • Capital Outlay: This category is $15,399 or 62.37% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. IT 121,40 ORGANIZATION Cite of Miami FY2004 Budget 3 CITISTAT The New Department has two related functions. A CitiSTAT team has been formed and has begun implementing a process used extensively in business of setting performance-based departmental objectives. The second function is to jointly launch a new citizen information line call center (311) with Dade County that will handle frequently asked questions and/or direct requests for city/county services to the appropriate departments. The 311 technology includes a complaint tracking system to facilitate citizen follow up on their issues. FY 2004 Table of Organization Classified: 0 Unclassified: 6 Temporary FTE: 0 Total Positions: 6 Administration Classified: 0 Unclassified: 1 CitiStat 1311 Support Staff Classified: 0 Unclassified: 5 47 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Ci of Miami FY2004 Budget 3 CITISTAT ♦ The first step in the CitiSTAT process is to develop and collect the key productivity measurements and ratios that accurately reflect the performance of the team under study. Once set, this data then becomes the base line performance level against which improvement is measured over time in monthly CitiStat (operational review) meetings. Objectives for improvements are determined by setting benchmarks based on similar work performed by other entities (public or private) and by internal goals that reflect our commitment to cost control and customer satisfaction. Process improvement work will follow where the need is identified. The goal of the 311 project is to provide citizens easier access to their government, make better use of our tax dollars by combining our efforts with Dade County and at the same time reduce the level of non emergency calls currently handled by the areas existing 911 centers. The system will also significantly reduce the number of calls requesting information currently handled by various city departments and will allow us to track the number of complaints/ requests for service received and how fast they are closed out. The latter function will provide valuable statistics for service quality for CitiSTAT tracking. The software also has the capability and will be used to generate work orders. The goal will be to use this capability in departments that lack the mechanization needed to improve performance in this area. ♦ The CitiStat process has been completed for Solid Waste and is currently on hold in other departments pending implementation of the strategic planning process. ♦ The 311 call center is scheduled for a soft launch with the County in February. There will be 8 phase one departments that will utilize the 311 work order generation software to dispatch, track and follow up citizen requests and 12 other departments that will route some or all of their calls through 31 land get the benefit of having frequently asked questions handled. ♦ The CITISTAT process in Solid Waste has resulted in process improvement, better tracking of citizen requests, and a plan to provide better control over commercial haulers and improve tax revenues. ♦ The 311 work that has been completed is process improvement related and is a subset of the CitiStat process improvement goals. Parks, Zoning, Code Enforcement, Public Works and Solid Waste have gone through an extensive review of the processes they use to handle requests from citizens in preparation for 311. The changes proposed will make significant improvements in departmental work flow. NET, Purchasing and Planning are next on the schedule. Twelve other City departments that will be getting a more limited process improvement benefit from 311 implementation have also been reviewed and a preliminary 311 plan developed. 48 12420 DEPARTMENT SUMMARY DETAILS CATEGORY Personnel Operating Expense Capital Outlay City of Miami FY2004 Budget 3 CITISTAT FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED $0 $0 $409,100 $259,600 $413,500 $0 $0 $20,000 $104,300 $10,305 $0 $0 $0 $65,200 $0 $0 $0 $429,100 $429,100 $423,805 Operating Expense Allocation by Department Personnel • Personnel: This category is $153,900 or 59.28% more than the FY2003 Amended Budget because the office of CitiSTAT was not fully staffed in FY2003- * Operating Expense: This category is $93,995 or 90.12% less than the FY2003 Amended Budget due to our consultant budget being dramatically reduced as a result of being fully staffed in the new fiscal year. • Capital Outlay: This category is $65,200 or 100.00% less than the FY2003 Amended Budget due to all supporting equipment being purchased in FY2003 making it no longer necessary to have funds appropriated in FY2004. 49 12420 M Capital Outlay 0.0% Operating Expense 2.4% ❑ Personnel 97.6% Total: 100.0% • Personnel: This category is $153,900 or 59.28% more than the FY2003 Amended Budget because the office of CitiSTAT was not fully staffed in FY2003- * Operating Expense: This category is $93,995 or 90.12% less than the FY2003 Amended Budget due to our consultant budget being dramatically reduced as a result of being fully staffed in the new fiscal year. • Capital Outlay: This category is $65,200 or 100.00% less than the FY2003 Amended Budget due to all supporting equipment being purchased in FY2003 making it no longer necessary to have funds appropriated in FY2004. 49 12420 DESCRIPTION ORGANIZATION C of Miami FY2004 Budget DEPARTMENTOF BUILDING The Building Department protects the health, safety, and welfare of the public, and enhances the general quality of life through interpretation and enforcement of the Building Code and other regulations governing construction and land use. FY 2004 Table of Organization Classified: 72 Unclassified: 7 Temporary FTE: 0 Total Positions: 79 Office of the Director Classified: 3 Unclassified: 5 Code Enforcement Classified: 10 Unclassified: 1 Inspection Services Classified: 59 Unclassified: 1 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Cite of Miami FY2004 Budget DEPARTMENT OF BUILDING ♦ To provide high quality service requested and deserved by the construction industry and general public. To acquire a land use management computer system,(state of the art) to improve efficiency and effectiveness for the Department. ♦ To scan and digitize building department records, documents, in order to provide timely records request in addition to increasing storage availability and reducing storage costs. ♦ To acquire a state of the art land use management computer system which will increase department efficiency and effectiveness. ♦ To acquire an electronic queuing system (Q-matic) to improve customer satisfaction and service in the permit counter and plans review area. ♦ To implement a survey in order to analyze areas of potential improvement in the Department. ♦ To hire a new building roofing inspector in order to provide 24-hour roofing inspections. ♦ To have the departments floor layout/design match our workflow. ♦ Established a position (Permittplans processing assistant) in the lobby in order provide information to customers (homeowners and contractors) upon entering the department. ♦ Developed a website with ITD which allows the following: A. Scheduling/canceling of permitted inspections. B. Inspections history and plans review results. C. Payment of re -inspections fees. ♦ A monitoring system was established for plans review and business process improvement; the system is reviewed on a quarterly basis. ♦ Prepared and distributed pamphlets and flyers detailing the workings of the permitting and plans review process. ♦ Participated in the permitting and inspecting of major construction projects during the past five years, totaling $1,771,866,366. 51 w t�Y °Fr C 'of Miami FY2004 Budget DEPARTMENT OF BUILDING ttClll ItATE1 �, 9��cO• �04�4 DEPARTMENT SUMMARY DETAILS CATEGORY Personnel Operating Expense Capital Outlay Non -Operating Operating Expense FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED $3,859,690 $4,174,907 $4,930,832 $4,666,835 $5,191,440 $204,159 $287,222 $304,061 $632,058 $571,765 $32,128 $19,374 $0 $0 $8,190 $0 $0 $0 $0 $0 Capital Outls $4,095,977 $4,481,503 $5,234,893 $5,298,893 $5,771,395 Allocation by Department Personnel ER Capital Outlay 0.1% 0 Non -Operating 0.0% ❑ Operating Expense 9.9% ® Personnel 90.0% Total: 100.0% • Personnel: This category is $524,605 or 11.24% more than the FY2003 Amended Budget due to an increase in salaries resulting from reclassification of seven positions, promotions, and increases resulting from anniversary, longevity and cost of living adjustments. • Operating Expense: This category is $60,293 or 9.54% less than the FY2003 Amended Budget due to decreases in professional services and other contractual services. • Capital Outlay: This category is $8,190 or 100.00% more than the FY2003 Amended Budget due to a need of three new printers, and chairs for employees and lobby area. 52 12420 ��Y oFr City of Miami FY2004 Budget N DEPARTMENT JF BUILDING ISC11► 111TE1 11 !E y��coM �04�4 DIVISIONAL SUMMARY DETAILS 5000000 4500000 4000000 3500000 3000000 2500000 2000000 1500000 1000000 500000 Allocation by Division 01 03 04 ♦ Administration (Div 01): This division is $66,049 or 9.98% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustment. Additionaly capital outlay was increased resulting from two new printers. ♦ Inspection Services (Div 03): This division is $397,271 or 9.60% more than the FY2003 Amended Budget due to an increase in salaries resulting from reclassification of positions, and promotions resulting from memorandum of understanding, and increases in resulting from anniversary, longevity and cost of living adjustments. Additionaly new -equipment was increased due to small capital needs. ♦ Code Administration (Div 04): This division is $9,182 or 1.84% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustments. 53 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Administration $510,510 $612,299 ' $661,812 $661,812 $727,861 Inspection Services $3,238,419 $3,522,611 $4,073,150 $4,137,153 $4,534,424 Code Administration $347,048 $346,593 $499,931 $499,928 $509,110 $4,095,977 $4,481,503 $5,234,893 $5,298,893 $5,771,395 5000000 4500000 4000000 3500000 3000000 2500000 2000000 1500000 1000000 500000 Allocation by Division 01 03 04 ♦ Administration (Div 01): This division is $66,049 or 9.98% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustment. Additionaly capital outlay was increased resulting from two new printers. ♦ Inspection Services (Div 03): This division is $397,271 or 9.60% more than the FY2003 Amended Budget due to an increase in salaries resulting from reclassification of positions, and promotions resulting from memorandum of understanding, and increases in resulting from anniversary, longevity and cost of living adjustments. Additionaly new -equipment was increased due to small capital needs. ♦ Code Administration (Div 04): This division is $9,182 or 1.84% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustments. 53 12420 DESCRIPTION ORGANIZATION C" of Miami FY2004 Budget DEPARTMENT OF PUBLIC FACILITIE P The Department of Conferences, Conventions and Public Facilities is responsible for the planning, management, maintenance and operation of Dinner Key Marina, Marine Stadium Marina, Miamarina at Bayside, Orange Bowl Stadium, Coconut Grove Expo Center, Manuel Artime Community Center and Miami Convention Center/James L. Knight Center. Promotional responsibilities include booking and supporting sporting, cultural and entertainment events presented in these facilities by local and international artists and associations. FY 2004 Table of Organization Classified: 34.5 Unclassified: 2.66 Temporary FTE: 42 Total Positions: 79.16 54 19420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City Of Miami FY2004 Budget DEPARTME1,4 T OF PUBLIC FACILITIES ♦ To provide first class facilities and services that will be used to present the community with quality sporting, cultural, and entertainment events and generate an economic impact for the City of Miami. ♦ To install fuel dock at Dinner Key Marina to improve services to the boating community. ♦ To host the FTAA business forum at the James L. Knight International Center. ♦ To improve concession services at the Orange Bowl Stadium and increase revenues by $200,000. ♦ To renovate the restroom facilities at the James L. Knight International Center. ♦ To upgrade the interior of the Manuel Artime Community Theater to enhance the public's enjoyment of cultural performances. ♦ Developed new web sites for the Manuel Artime Theater and Coconut Grove Expo Center. ♦ Developed a plan for the implementation of a managed mooring facility at Dinner Key Boatyard and obtained a grant from FIND to design and permit the project. 55 12420 DEPARTMENT SUMMARY DETAILS C' of Miami FY2004 Budget DEPARTMENT OF PUBLIC FACILITIE 'v Operating Expe Allocation by Department rsonnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $2,293,768 $2,517,004 $2,556,408 $2,575,946 $3,144,330 Operating Expense $2,280,887 $2,118,712 $2,525,622 $2,450,352 $2,382,953 Capital Outlay $63,676 $33,192 $0 $900 $0 Non -Operating $0 $0 $0 $0 $0 $4,638,331 $4,668,908 $5,082,030 $5,027,198 $5,527,283 Operating Expe Allocation by Department rsonnel • Personnel: This category is $568,384 or 22.07% more than the FY2003 Amended Budget due partially to an increase of seven staff positions at the City marinas and the three for general administration at other facilities and partially due to cost of living, annual performance and longevity increases. • Operatina Expense: This category is $67,399 or 2.75% less than the FY2003 Amended Budget due to reduction in anticipated repair and maintenance costs for the Orange Bowl and Coconut Grove Expo Center. Additionally, there is a reduction in the advertising account for the Coconut Grove Expo Center. • Capital Outlay: This category is $900 or 100.00% less than the FY2003 Amended Budget due to one-time purchases of small captial equipment in the previous fiscal year which is not anticipated for next fiscal year. 56 11420 E3 Capital Outlay 0.0% 0 Non -Operating 0.0% ❑ Operating Expense 43.1% ® Personnel 56.9% Total: 100.0% • Personnel: This category is $568,384 or 22.07% more than the FY2003 Amended Budget due partially to an increase of seven staff positions at the City marinas and the three for general administration at other facilities and partially due to cost of living, annual performance and longevity increases. • Operatina Expense: This category is $67,399 or 2.75% less than the FY2003 Amended Budget due to reduction in anticipated repair and maintenance costs for the Orange Bowl and Coconut Grove Expo Center. Additionally, there is a reduction in the advertising account for the Coconut Grove Expo Center. • Capital Outlay: This category is $900 or 100.00% less than the FY2003 Amended Budget due to one-time purchases of small captial equipment in the previous fiscal year which is not anticipated for next fiscal year. 56 11420 DIVISIONAL SUMMARY City of Miami FY2004 Budget DEPARTMEI 4T OF PUBLIC FACILITIES 1800000 1600000 1400000 1200000 1000000 800000 •600000 400000 200000 0 Allocation by Division 02 05 90 91 92 93 1 94 57 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Coconut Grove Center $782,979 $775,689 $849,163 $821,746 $837,777 Orange Bowl $1,385,591 $1,384,471 $1,694,919 $1,679,545 $1,739,727 Marine Stadium $528,068 $566,684 $547,444 $547,443 $620,109 Miamarina $529,442 $575,530 $566,172 $607,581 $703,923 Manuel Artime Center $338,970 $272,975 $280,958 $280,957 $312,042 Dinner Key Marina $1,073,115 $1,019,688 $1,000,632 $1,025,823 $1,313,705 Dinner Key Boatyard $166 $73,871 $142,742 $64,103 $0 $4,638,331 $4,668,908 $5,082,030 $5,027,198 $5,527,283 1800000 1600000 1400000 1200000 1000000 800000 •600000 400000 200000 0 Allocation by Division 02 05 90 91 92 93 1 94 57 12420 DETAILS C � of Miami FY2O04 Budget DEPARTME.+TT OF PUBLIC FACILITIES' ♦ Coconut Grove Center (Div 02): This division is $16,031 or 1.95% more than the FY2003 Amended Budget due mainly to normal cost of living, annual performance and longevity increases. ♦ Orange Bowl (Div 05): This division is $60,182 or 3.58% more than the FY2003 Amended Budget due mainly to an increase in security and temporary staffing costs from an additional game to be played by the University of Miami Hurricanes and due to normal cost of living, annual performance and longevity increases. ♦ Marine Stadium (Div 90): This division is $72,666 or 13.27% more than the FY2003 Amended Budget due mainly to an increase of personnel costs from new staff and normal cost of living, annual performance and longevity increases. ♦ Miamarina (Div 91): This division is $96,342 or 15.86% more than the FY2003 Amended Budget due mainly to an increase of personnel costs from new staff and normal cost of living, annual performance and longevity increases. ♦ Manuel Artime Center (Div 92): This division is $31,085 or 11.06% more than the FY2003 Amended Budget due mainly to an increase of temporary personnel costs and normal cost of living, annual performance and longevity increases. ♦ Dinner Kev Marina (Div 93): This division is $287,882 or 28.06% more than the FY2003 Amended Budget due mainly to an increase in security costs being provide to dockage tenants and normal cost of living, annual performance and longevity increases. ♦ Dinner Key Boatyard (Div 94): This division is $64,103 or 100.00% less than the FY2003 Amended Budget due to the City's decision to contract the management of this facility to an out -side party. 58 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget -3 FINANCE The Finance Department manages and invests the City's surplus funds in accordance with the City Charter and with policies set by the City Commission. Functions include issuing municipal bonds, collecting revenues from licenses and other fees, and providing general accounting services. The department is responsible for accounts payable, general ledger, grants monitoring, payroll, treasury management, computer training for the financial system, and preparation of routine accounting reports as well as the City's annual financial statement. FY 2004 Table of Organization Classified: 64 Unclassified: 7 Temporary FTE: 10 Total Positions: 81 Accounting Classified: 32 Unclassified: 2 Administration Classified: 0 Unclassified: 3 Treasury Management Classified: 32 Unclassified: 2 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Ci of Miami FY2004 Budget FINANCE ♦ To provide a centralized financial management function directed toward the control and judicious use of financial resources. ♦ To take on a lead role in the efforts to replace the current Financial, Human Resources, Payroll, Procurement and Budget information systems with an enterprise wide resource planning system. ♦ To develop a comprehensive debt management policy which will address the needs and concerns of the City of Miami and to submit that policy to the Association of Public Treasurers of the United States and Canada for certification. ♦ Successfully implemented Governmental Accounting Standards Board Statement No. 34, Basic Financial Statements - and Management's Discussion and Analysis - for State and Local Governments, with the September 30, 2002 financial statements. ♦ Received the Excellence in Reporting Award for the 2001 CAFR. ♦ Published the Fiscal Year 2002 Single Audit Report with no findings. ♦ Updated Occupational License records with the business community resulting in approximately $500, 000 of additional new recurring revenues. ♦ Successfully completed an inventory of fixed assets city-wide. ♦ Refunded approximately $28.5 million of Sunshine State Commercial Paper (Series 1994 & 1995) reducing the variable rate exposure by converting to a fixed rate and refunded approximately $19.2 million of General Obligation bonds resulting in a net present value savings of $1.4 million. ♦ Re -designed the application for Occupational Licenses making it easier to use by the business community as well as making it available on-line on the City's intemet webpage. ♦ Implemented procedures in the Cash Receipts Section to monitor the internet credit card payments for building and zoning permit renewals. .E 12 420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget 3 FINANCE Operating Expense Capital Outh $4,157,069 $4,341,441 $5,030,386 $5,030,386 Allocation by Department FY2004 ESTIMATED $4,193,400 $1,223,868 $900 $0 $5,418,168 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $2,944,258 $3,177,963 $3,784,961 $3,794,961 Operating Expense $1,163,201 $1,137,797 $1,240,425 $1,205,425 Capital Outlay $49,610 $25,681 $5,000 $30,000 Non -Operating $0 $0 $0 $0 Operating Expense Capital Outh $4,157,069 $4,341,441 $5,030,386 $5,030,386 Allocation by Department FY2004 ESTIMATED $4,193,400 $1,223,868 $900 $0 $5,418,168 • Personnel: This category is $398,439 or 10.50% more than the FY2003 Amended Budget due to cost of living adjustments, anniversary and longevity increases. In addition, four new occupational code inspectors positions were approved for FY2004. • Operating Expense: This category is $18,443 or 1.53% more than the FY2003 Amended Budget due to an increase in professional services for collection of doubtful accounts. • Capital Outlay: This category is $29,100 or 97.00% less than the FY2003 Amended Budget due to most of the supporting equipment being purchased in FY2003 making it no longer necessary to have as much allocations in FY2004. 61 12420 0 Capital Outlay 0.0% j n Non -Operating 0.0% ❑ Operating Expense 22.6% Personnel ® Personnel 77.4% Total: 100.0% • Personnel: This category is $398,439 or 10.50% more than the FY2003 Amended Budget due to cost of living adjustments, anniversary and longevity increases. In addition, four new occupational code inspectors positions were approved for FY2004. • Operating Expense: This category is $18,443 or 1.53% more than the FY2003 Amended Budget due to an increase in professional services for collection of doubtful accounts. • Capital Outlay: This category is $29,100 or 97.00% less than the FY2003 Amended Budget due to most of the supporting equipment being purchased in FY2003 making it no longer necessary to have as much allocations in FY2004. 61 12420 DIVISIONAL SUMMARY DETAILS 0"Of of Miami FY2004 Budget FINANCE 2800000 2400000 2000000 1600000 1200000 800000 400000 Allocation by Division 01 02 03 04 ♦ Accountina (Div 02): This division is $27,050 or 1.04% more than the FY2003 Amended Budget due to the increase of personnel expenses resulting from cost of living, anniversary and longevity adjustments. ♦ Treasury Mamt. (Div 03): This division is $385,319 or 21.09% more than the FY2003 Amended Budget due to cost of living, anniversary and longevity adjustments in addition to four occupational code inspectors positions approved for FY 2004. ♦ Prk. Garage Surchra (Div 04): This division is $24,587 or 4.15% less than the FY2003 Amended Budget due to a lower expectation of Parking Surcharge Collection for FY2004. Therefore, this lowers the cost due to the collection agency. M. 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office of the Director $1,897 $0 $0 $0 $0 Accounting $2,000,208 $2,208,845 $2,610,620 $2,610,620 $2,637,670 Treasury Mgmt. $1,535,004 $1,566,630 $1,826,766 $1,826,766 $2,212,085 Prk. Garage Surchrg $619,960 $565,966 $593,000 $593,000 $568,413 $4,157,069 $4,341,441 $5,030,386 $5,030,386 $5,418,168 2800000 2400000 2000000 1600000 1200000 800000 400000 Allocation by Division 01 02 03 04 ♦ Accountina (Div 02): This division is $27,050 or 1.04% more than the FY2003 Amended Budget due to the increase of personnel expenses resulting from cost of living, anniversary and longevity adjustments. ♦ Treasury Mamt. (Div 03): This division is $385,319 or 21.09% more than the FY2003 Amended Budget due to cost of living, anniversary and longevity adjustments in addition to four occupational code inspectors positions approved for FY 2004. ♦ Prk. Garage Surchra (Div 04): This division is $24,587 or 4.15% less than the FY2003 Amended Budget due to a lower expectation of Parking Surcharge Collection for FY2004. Therefore, this lowers the cost due to the collection agency. M. 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget ARE RESCUE This Department's primary responsibilities entail the preservation of life and property through prevention (which includes inspection of residential, industrial and commercial structures for conformance with fire codes), control and quick suppression of fires; and provision of emergency medical and rescue services. The Fire -Rescue Department also investigates fires and assists law enforcement agencies in cases of suspected arson. FY 2004 Table of Organization Classified: 689 Unclassified: 18 Temporary FTE: 0 Total Positions: 707 Office of the Chief Classified: 8 Unclassified: 8 Disaster Mgmt/Public Support Services Affairs Classified: 27 Classified: 1 Unclassified: 1 Unclassified: 3 1H EmergencyResponse Training & Safety Classified: 5711H Classified: 11 Unclassified: 1 Unclassified:1 Fire Prevention Bureau Management Services Classified: 38[H Classified: 1 Unclassified: 1 Unclassified: 2 Communication Fire Rescue Classified: 32 Unclassified: 1 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 CT of Miami FY2004 Budget FIRE RESCUE *To consistently improve the level and quality of service to all areas within the City of Miami by evaluating and adjusting the present resources to meet the community's current needs. To leverage the City of Miami's resources with county, state and federal resources in order to enhance the preparedness and response capabilities of the Miami Urban Area and its contiguous response partners. *Acquire property for stations 13, 14 and develop construction plans for stations 10, 11, 13 and 14 by the end of the second quarter. ♦ Begin total refurbishment of fire station 1 by the end of fiscal year 2004. ♦ To implement the newly formulated citywide Comprehensive Emergency management Plan and the Urban Areas Security Initiative II Grant program. This program will coordinate the preparedness and response planning for all disasters including terrorism for the Miami urban areas. The City of Miami is the lead municipality for this program. Implementation will begin in fiscal year 2004. ♦ To acquire and implement new computer aided dispatch and records management system for the Department of Fire -Rescue. This system will include automatic vehicle locators, which will decrease response time by facilitating the dispatch of the closest available unit. ♦ Acquire and implement a new fire station notification system. This system will improve firefighter comfort, and safety. The system will also greatly improve the reliability of the station alerting process. ♦ Established criteria, developed program and provided incident command training for all Chief Fire Officers. ♦ Renewed publication for departmental annual report. Published yearbook, which is done once every 10 years. ♦ Completed radio system upgrade project. ♦ Acquired and placed into service mobile clean burn fire training building. ♦ Enhanced departmental capabilities by acquiring the following grants: State of Florida EMS matching grant for implementation of public access defibrillation program, in the amount of $161,989. FEMA/Assistance to Firefighters grant in the amount of $750,000. Urban Areas Security Initiative II grant program, in the amount of $13,184,569 for Miami urban area. Weapons of Mass Destruction administration preparedness/FEMA grant award, in the amount of $740,000. Miami -Dade county EMS grant award, in the amount of $109,993. 64 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget JO IRE RESCUE Operating Expense Capital OuS $46,785,294 $51,870,549 $56,331,638 $57,200,029 $58,428,406 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $44,156,018 $49,459,911 $53,481,530 $54,289,915 $55,184,571 Operating Expense $2,467,603 $2,273,556 $2,830,108 $2,889,634 $3,242,723 Capital Outlay $153,548 $113,282 $20,000 $20,480 $1,112 Non -Operating $8,125 $23,800 $0 $0 $0 Operating Expense Capital OuS $46,785,294 $51,870,549 $56,331,638 $57,200,029 $58,428,406 Allocation by Department Personnel • Personnel: This category is $894,656 or 1.65% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. • Operatinci Expense: This category is $353,089 or 12.22% more than the FY2003 Amended Budget due to increases in Professional Services. • Capital Outlay: This category is $19,368 or 94.57% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. 65 12420 ® Capital Outlay 0.0% E] Non -Operating 0.0% ❑ Operating Expense 5.5% Personnel 94.4% Total: 100.0% • Personnel: This category is $894,656 or 1.65% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. • Operatinci Expense: This category is $353,089 or 12.22% more than the FY2003 Amended Budget due to increases in Professional Services. • Capital Outlay: This category is $19,368 or 94.57% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. 65 12420 DIVISIONAL SUMMARY CV of Miami FY2004 Budget FIRE RESCUE Allocation by Division 50000000 40000000 30000000 20000000 10000000 0 01 02 03 04 05 06 07 08 Z. 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office Of The Chief $1,252,080 $1,293,832 $1,451,309 $1,460,363 $1,602,588 Fire Training $1,389,177 $997,345 $1,190,984 $1,206,177 $1,022,917 Fire Prevention Bureau $2,558,958 $2,512,449 $3,039,753 $2,998,691 $3,372,430 Management Services $2,157,199 $2,409,917 $649,676 $838,447 $413,068 Operations Rescue $1,949 $2,009 $0 $0 $0 Fire Fighting 37,384,575 42,004,076 $45,088,389 $45,862,546 $46,933,402 Fire Garage $1,793,333 $2,189,453 $2,564,120 $2,632,095 $2,660,884 Communication / DM $248,023 $461,468 $2,347,407 $2,201,710 $2,423,117 $46,785,294$51,870,549 $56,331,638 $57,200,029 $58,428,406 Allocation by Division 50000000 40000000 30000000 20000000 10000000 0 01 02 03 04 05 06 07 08 Z. 12420 DETAILS Citv of Miami FY2004 Budget ,IRE RESCUE ♦ Office Of The Chief (Div 01): This division is $142,225 or 9.74% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. ♦ Fire Training (Div 02): This division is $183,260 or 15.19% less than the FY2003 Amended Budget due to decreases in personnel expenses. ♦ Fire Prevention Bureau (Div 03): This division is $373,739 or 12.46% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. Certified Paramedic Supplement increased as a result of increases in pay supplement per union contract. ♦ Management Services (Div 04): This division is $425,379 or 50.73% less than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. Futhermore, this division decrease due to the transfer of personnel to the Communications division. Reductions were also made to various line items to cover the expenses relating to the transfer of personnel to the Communications division. ♦ Fire Fighting (Div 06): This division is $1,070,856 or 2.33% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. Certified Paramedic Supplement increased as a result of increases in pay supplement per union contract. ♦ Fire Garage (Div 07): This division is $28,789 or 1.09% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. ♦ Communication / DM (Div 08): This division is $221,407 or 10.06% more than the FY2003 Amended Budget due to increases in personnel expenses resulting from cost of living, anniversary, promotional, and longevity adjustments. Additionally, this division increase is as of a result of transfer of personnel from the Management Services division. 67 12420 DESCRIPTION ORGANIZATION C of Miami FY2004 Budget a GSA Municipal Services Department/General Services Administration consists of five intra -governmental divisions that provide internal service support to other departments in the areas of fleet management, property maintenance, radio communications, graphic reproductions, Miami Riverside Center facility management and mail delivery. FY 2004 Table of Organization Classified: 155 Unclassified: 5 Temporary FTE: 11 Total Positions: 171 Administration Classified: 6 Unclassified: 3 Property Maintenance Classified: 40 Unclassified: 2 Fleet Management Classified: 79 Unclassified: 0 Miami Riverside Center Classified: 7 Unclassified: 0 68 Communications Classified: 14 Unclassified: 0 Graphic Reproductions Classified: 9 Unclassified: 0 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Citv of Miami FY2004 Budget -a. GSA ♦ To continue improving essential support services by increasing efficiencies and response time to other City departments, enabling them to better serve the citizens of Miami. ♦ Automate the City Commission agenda process by creating a completely digital agenda. ♦ Complete the conversion of the City's heavy and light fleet (minus Police) to utilize the new, hands-free automated fueling system. Outfitting city vehicles and equipment with the automated components will ensure accurate information is captured in the fleet management maintenance system (FMMS). Vehicle mileage will be automatically recorded with no manual input from city driver (s). This will eliminate mileage errors and ensure accuracy in the FMMS which is critical to proper preventive maintenance scheduling. ♦ Continue improving the citywide radio communications system by installing a new radio tower and equipment shelter at Fire Station 11. ♦ Replace the cooling towers at Miami Riverside Center to increase the efficiency of the building's HVAC system, decrease maintenance, and reduce downtime. ♦ Finalize the implementation of MP2. This includes purging system of old work orders, ensuring that inventory levels are accurate, and utilizing reports to measure performance and service delivery times. ♦ FY 2003 Objective: Manage and implement the 800 MHZ radio communication system. Completed implementation of the new 800 MHZ radio communication system, including programming and distribution of radios for Police, Fire, and local government use. ♦ FY 2003 Objective: Bring the fuel facility into compliance with state and county requirements. Completed installation of four new above ground storage tanks for diesel, gasoline, oil and lubricants. Also, completed the installation of the new gasoline and diesel dispensers, automated fuel management system, leak detection system, and vapor recover system. ♦ FY 2003 Objective: Provide Fleet personnel with safety and technical training to promote a safer work environment, improve employee technical skills, and provide data for management planning purposes. Sixty-two Fleet employees attended safety related training courses. Forty-nine Fleet employees attended technical training courses. Thirty-four Fleet employees attended professional development and office skills improvement courses. ♦ Installed the Transient Voltage Surge Protection System protecting the Miami Riverside Center's electrical system against damage caused by lightning strikes. ♦ Developed automated process to capture and distribute Graphic Reproductions internal service charges via email to all customers utilizing an Access database and Crystal reporting software. ♦ Implemented an aggressive preventive maintenance program including adding a second shift to perform preventive maintenance on heavy equipment This will increase the availability of heavy equipment, lengthen equipment useful lives, reduce repair costs, reduce vehicle downtime, increase the level of services to the community, and protect the investment in new heavy equipment. ♦ Procured and implemented a fully automated vehicle and equipment key storage system for approximately 2,000 vehicle keys. C-7 FUM DEPARTMENT SUMMARY DETAILS Cr of Miami FY2004 Budget GSA $12,637,240 $13,209,486 $15,062,000 $15,120,434 $15,039,270 Operating Expem Capital Outlay Allocation by Department ersonnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $6,580,054 $7,201,004 $8,457,533 $8,514,167 $8,875,657 Operating Expense $5,780,931 $5,578,307 $6,544,467 $6,546,267 $6,147,853 Capital Outlay $276,255 $430,175 $60,000 $60,000 $15,760 Non -Operating $0 $0 $0 $0 $0 $12,637,240 $13,209,486 $15,062,000 $15,120,434 $15,039,270 Operating Expem Capital Outlay Allocation by Department ersonnel Personnel: This category is $361,490 or 4.25% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments, and funding of two (2) temporary positions in the Miami Riverside Center Division. Also, Group Insurance is being budgeted for the first time in FY 2004. Operating Expense: This category is $398,414 or 6.09% less than the FY2003 Amended Budget due to decreases in motor vehicle parts, repairs / maintenance outside, other contractual services and motor fuel. Capital Outlay: This category is $44,240 or 73.73% less than the FY2003 Amended Budget due to decrease in forecasted small capital purchases for FY 2004. 70 19, 4,2 0 fo Capital Outlay 0.1% El Non -Operating 0.0% ❑ Operating Expense 40.9% In Personnel 59.0% Total: 100.0% Personnel: This category is $361,490 or 4.25% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments, and funding of two (2) temporary positions in the Miami Riverside Center Division. Also, Group Insurance is being budgeted for the first time in FY 2004. Operating Expense: This category is $398,414 or 6.09% less than the FY2003 Amended Budget due to decreases in motor vehicle parts, repairs / maintenance outside, other contractual services and motor fuel. Capital Outlay: This category is $44,240 or 73.73% less than the FY2003 Amended Budget due to decrease in forecasted small capital purchases for FY 2004. 70 19, 4,2 0 DIVISIONAL SUMMARY City of Miami FY2004 Budget AM GSA 10000000 8000000 6000000 4000000 2000000 0 Allocation by Division 01 05 06 09 19 90 71 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office Of The Director $507,389 $704,767 $989,740 $1,006,173 $969,021 Print Shop $697,018 $727,187 $678,673 $689,212 $774,714 Communication Srvc. $829,337 $998,834 $1,065,526 $1,059,101 $998,493 Fleet Maintenance $7,415,285 $7,005,699 $8,253,542 $8,209,837 $8,064,706 GSA MRC Building $1,105,787 $1,471,629 $1,285,568 $1,306,658 $1,347,455 Building Maintenance $2,082,424 $2,301,370 $2,788,951 $2,849,453 $2,884,881 $12,637,240 $13,209,486 $15,062,000 $15,120,434 $15,039,270 10000000 8000000 6000000 4000000 2000000 0 Allocation by Division 01 05 06 09 19 90 71 12420 DETAILS 0,01"? Of Miami FY2OO4 Budget 3 GSA ♦ Office Of The Director (Div 01): This division is $37,152 or 3.69% less than the FY2003 Amended Budget due to a decrease in personnel expenses and travel expenses. ♦ Print Shop (Div 05): This division is $85,502 or 12.41% more than the FY2003 Amended Budget due to an increase in personnel expenses resulting from cost of living, anniversary, and longevity adjustments, the budgeting of group insurance for the first time in FY 2004 and an increase in operating expenses based on service requests. ♦ Communication Srvc. (Div 06): This division is $60,608 or 5.72% less than the FY2003 Amended Budget due to a decrease in operating expenses related to radio repairs being performed in-house and a reduction in capital outlay. ♦ Fleet Maintenance (Div 09): This division is $145,131 or 1.77% less than the FY2003 Amended Budget due to decreases in overtime and variable operating expenses related to motor vehicle parts and repairs/maintenance. ♦ GSA MRC Building (Div 19): This division is $40,797 or 3.12% more than the FY2003 Amended Budget due to an increase in personnel expenses resulting from cost of living, anniversary, and longevity adjustments, funding of two(2) temporary positions, and budgeting of group insurance for the first time in FY 2004. ♦ Building Maintenance (Div 90): This division is $35,428 or 1.24% more than the FY2003 Amended Budget due to an increase in personnel expenses resulting from cost of living, anniversary, and longevity adjustments. Also Group Insurance is being budgeted for the first time in FY 2004. 72 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget GRANTS ADMINISTRATION The Office of Grants & Community Partnerships (OGCP) helps to identify, research, prepare, and coordinate grants and technical assistance opportunities for the City of Miami. The OCGP also serves a review and oversight function in monitoring compliance by City entities responsible for managing grants. The Office also helps coordinate corporate donations, municipal marketing partnerships, and collaboration with community-based organizations. FY 2004 Table of Organization Classified: 4 Unclassified: 3 Temporary FTE: 1 Total Positions: 8 Administration Classified: 0 Unclassified: 2 Grants Classified: 4 Unclassified: 1 73 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Ci' of Miami FY2004 Budget GRANTS AD1Vi-tNISTRATION *To restructure the grants function to maximize opportunities for external funding, increase efficiency, and improve coordination of City priorities and projects. ♦ To match granting opportunities with City priorities. ♦ Create a work environment that focuses on creativity, effectiveness and service. ♦ Track all grant opportunities and proposals in order to measure effectiveness at raising funds. ♦ Assign duties of grant "portfolio coordinators" to grant writers and create system that will track grants until project completion and funds are reimbursed. ♦ Centralization of several grant positions from other departments. ♦ Revision of APM as it relates to grants functions within the City. ♦ Increased in amount applied for to 9.6 million (as of Aug 15, 2003) from 4.9 million in 2002. ♦ Created web presence in order to inform departments of OGA services and therefore increase our utilization. ♦ Fully staffed open positions in order to better serve City departments by applying for more available grants. ♦ Audited certain positions to put more resources in the application process, while working with Finance and Budget more closely to ensure grant compliance. 74 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget GRANTS ADMINISTRATION CATEGORY Personnel Operating Expense Capital Outlay FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED $0 $0 $384,393 $437,680 $448,648 $0 $0 $40,000 $40,000 $39,200 $0 $0 $0 $0 $0 $0 $0 $424,393 $477,680 $487,848 Operating Expense Allocation by Department Personnel DETAILS ♦ Personnel: This category is $10,968 or 2.51% more than the FY2003 Amended Budget due to anniversaries, longevity and cost of living adjustments. Operatina Expense: This category is $800 or 2.00% less than the FY2003 Amended Budget because of a more efficient use of resources, 75 12420 93 Capital Outlay 0.0% Operating Expense 8.0% ❑ Personnel 92.0% Total: 100.0% DETAILS ♦ Personnel: This category is $10,968 or 2.51% more than the FY2003 Amended Budget due to anniversaries, longevity and cost of living adjustments. Operatina Expense: This category is $800 or 2.00% less than the FY2003 Amended Budget because of a more efficient use of resources, 75 12420 DESCRIPTION ORGANIZATION Ci of Miami FY2004 Budget HEAtdNG BOARDS The Office of Hearing Boards processes applications, petitions, advertisings, signs of posting, notifications to property owners and schedules public hearings and meetings to be held by the Planning and Zoning portion of the City Commission, Zoning, Planning Advisory, Impact Fee, Code Enforcement, Ticketing Appellate, Nuisance Abatement and Waterfront Advisory Boards as well as the Arts and Entertainment Council. The Executive Secretary, who heads the office, is the custodian of all records, cases and documents pertaining to orders and resolutions issued by the various boards including all Covenant documentation. In addition, is responsible for scheduling all City meetings at the City Commission chambers and staff room. This office also processes and schedules all violation cases, issues subpoenas and releases liens for the Code Enforcement and Ticketing Appellate Boards. FY 2004 Table of Organization Classified: 7 Unclassified: 1 Temporary FTE: 0 Total Positions: 8 Administration Classified: 7 Unclassified: 1 76 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget HEA�dNG BOARDS *To enhance customer relations by familiarizing the public with the overall process of the office. ♦ To continue the development of the informational spot for all citizens through City of Miami Television through the City's Calendar of Events on the web site, to disseminate all board dates and agendas. ♦ To utilize the Legistar System beginning with the Planning and Zoning portion of the City Commission agenda and incorporating the rest of the boards. ♦ To continue to support various departments in achieving efficiency in the areas of planning, zoning and code enforcement. ♦ To give support to Law Department and Net Administration in making sure the code enforcement process flows efficiently. ♦ To give support to the Planning and Zoning Department to streamline the applications process. ♦ Coordinated efforts with various departments/offices to implement the Legistar Program. ♦ Significantly increased office space by sending files to storage and destruction, as applicable. ♦ Implemented a filing system which facilitated the filing procedures of the office. 77 12420 DEPARTMENT SUMMARY DETAILS Cl of Miami FY2004 Budget HEALING BOARDS Operating Expe Capital Outlay Allocation by Department monnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $369,910 $6,714 $427,536 $421,536 $448,353 Operating Expense $248,702 $9,908 $308,400 $321,400 $321,581 Capital Outlay $239 $7,500 $0 $0 $8,000 Non -Operating $0 $0 $7,962 $962 $0 $618,851 $24,122 $743,898 $743,898 $777,934 Operating Expe Capital Outlay Allocation by Department monnel • Personnel: This category is $26,817 or 6.36% more than the FY2003 Amended Budget due to reclassification of one temporary position to a full time, and cost of living, anniversary and longevity adjustments • Capital Outlay: This category is $8,000 or 100.00% more than the FY2003 Amended Budget due to a need of two laptops to be used by the departmental board liaisons. 78 12420 0 Capital Outlay 1.0% ED Non -Operating 0.0% ❑ Operating Expense 41.3% ® Personnel 57.6% Total: 100.0% • Personnel: This category is $26,817 or 6.36% more than the FY2003 Amended Budget due to reclassification of one temporary position to a full time, and cost of living, anniversary and longevity adjustments • Capital Outlay: This category is $8,000 or 100.00% more than the FY2003 Amended Budget due to a need of two laptops to be used by the departmental board liaisons. 78 12420 DESCRIPTION City of Miami FY2004 Budget EMPLOYL� RELATIONS The Department of Employee Relations is responsible for planning, directing and administering the City's comprehensive human resources program for civil service, unclassified ,and temporary employees. The department manages all personnel activities based on policies and procedures developed in accordance with City Commission mandates, labor agreement, Civil Service Rules and Regulations, federal and state legislation. Employee Relations is also responsible for the Office of Labor Relations and all activities concerning unions representing City employees. This includes negotiating labor contracts, investigating and drafting disciplinary actions for the majority of City departments and reviewing activities related to classification and, pay and dealing with issues regarding management -employee relations. The department also administers the City's Equal Employment Opportunity Program, including investigating complaints and monitoring compliance with local, state and federal employment discrimination laws; monitoring the Affirmative Action Plan and the hiring and promotions of all civil service- positions. Additionally, the office promotes positive community relations through the Equal Opportunity/Advisory Board and the Commission on -the Status of Women. 79 12420 ORGANIZATION Ci, of Miami FY2004 Budget EMPLOYEE-iRELATIONS FY 2004 Table of Organization Classified: 27 Unclassified: 14 Temporary FTE: 1 Total Positions: 42 Administration Classified: 0 Unclassified: 3 Classification & Pay Medical & Support Classified: 3 Classified: 3 Unclassified: 1 Unclassified: 0 Testing & Validation Training Classified: 5 Classified: 2 Unclassified: 0 Unclassified: 1 Equal Opportunity/ Employment, Selection & Diversity Programs Records Classified: 0 Classified: 14 Unclassified: 3 Unclassified: 0 80 Labor Relations Classified: 0 Unclassified: 6 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget EMPLOYEL3RELATIONS ♦ To design and deliver excellent human resource services that align with the strategic initiatives of the City and supports the development of our employee's and organizational capacity to achieve desired results. Labor Relations will further develop and strengthen the working relationship with Labor in order to partner for proactive change that will benefit the long-term future for our employees and the citizens of Miami. ♦ Streamline recruiting and selection processes to increase flow of qualified, diverse applicants to better meet the organization's needs in a timely manner. Improve quality of applicant referrals by increasing use of valid skills assessment software. ♦ Increase internal management development and service employee learning initiatives to positively impact development of service culture and organizational results. ♦ Assist in implementation of strategic/business planning process that cascades throughout organization providing clear goals, performance measurements and pay -for -performance rewards for all employees. Install internal communications infrastructure to support citywide change management initiatives. ♦ Administer extensive classification and pay study in order to formulate recommendations for union negotiations and pay -for -performance system (s). ♦ Implement citywide procedures to ensure fair, consistent and timely progressive disciplinary action throughout organization and an environment free of discrimination. ♦ Successfully negotiate four labor contracts that realize increased productivity, reduced labor expense and fair practices. ♦ Created more customer/user friendly Employee Relations and Labor Relations environment focused on timely responses, equitable solutions, collaboration and results. Collaborated with the Police Department to increase quality and frequency of swom-officer recruitments to address exceptionally high attrition rates. ♦ Partnered with Chiefs and Department Directors to cascade new business model throughout their management ranks by effective organization planning and executive recruitment. ♦ Developed "Progressive Disciplinary" management training program training 250 supervisors on "best practices" approach to improving employee performance. ♦ Provided responsive EAP and EEO consultation as well as facilitated intervention services to assist individual and team performance. ♦ Communicated new contract language and changes with City's administrative departments and assisted with the implementation of the negotiated collective bargaining agreements to ensure compliance with the various labor agreements. ♦ Developed and implemented two retroactive pay increases for AFSCME 871 employees, a union time pool tracking program, Deferred Retirement Option Plan for GESE Pension members and 14 administrative policies. 81 12420 DEPARTMENT SUMMARY DETAILS CF of Miami FY2004 Budget EMPLOYEERELATIONS FY2001 CATEGORY ACTUAL Personnel Operating Expense Capital Outlay Non -Operating Operating Expense Capital Outia $2,143,173 $636,736 $12,610 FY2002 FY2003 FY2003 FY2004 ACTUAL ADOPTED AMENDED ESTIMATED $2,377,959 T $2,727,990 $2,490,453 $2,833,244 $731,492 $870,225 $947,045 $969,274 $4,664 $0 $20,180 $12,155 $0 $0 $0 $0 $0 $2,792,519 $3,114,115 $3,598,215 $3,457,678 $3,814,673 Allocation by Department • Personnel: This category is $342,791 or 13.76% more than the FY2003 Amended Budget due to the transfer of salary savings to operating line items to fund various mid -year projects; one new position, Training Coordinator, three position upgrades; AFSCME Term -Life Insurance Premiums; and anniversary, longevity and cost of living adjustments. This increase is offset by a decrease in citywide tuition expenses, the elimination of one permanent position and temporary position. • Operatinct Expense: This category is $22,229 or 2.35% more than the FY2003 Amended Budget due mainly to the establishment of a citywide advertising account; funding for executive search services and arbitration. This increase is offset by a decrease in the citywide training account • Capital Outlay: This category is $8,025 or 39.77% less than the FY2003 Amended Budget since capital purchases are funded on an as needed basis, when feasible. 82 12420 ED Capital Outlay 0.3% Non -Operating 0.0% ❑ Operating Expense 25.4% ® Personnel 74.3% Personnel Total: 100.0% • Personnel: This category is $342,791 or 13.76% more than the FY2003 Amended Budget due to the transfer of salary savings to operating line items to fund various mid -year projects; one new position, Training Coordinator, three position upgrades; AFSCME Term -Life Insurance Premiums; and anniversary, longevity and cost of living adjustments. This increase is offset by a decrease in citywide tuition expenses, the elimination of one permanent position and temporary position. • Operatinct Expense: This category is $22,229 or 2.35% more than the FY2003 Amended Budget due mainly to the establishment of a citywide advertising account; funding for executive search services and arbitration. This increase is offset by a decrease in the citywide training account • Capital Outlay: This category is $8,025 or 39.77% less than the FY2003 Amended Budget since capital purchases are funded on an as needed basis, when feasible. 82 12420 DIVISIONAL SUMMARY DETAILS City of Miami FY2004 Budget EMPLOYEE -RELATIONS 3200000 2800000 2400000 2000000 1600000 1200000 800000 400000 Allocation by Division 01 05 07 ♦ Human Resources (Div 01): This division is $252,427 or 8.99% more than the FY2003 Amended Budget due to one new position; two position upgrades; increase in contractual services for citywide advertisement, physical exams, background investigations, executive search services, expert consultant services to support citywide initiatives; capital purchases; and anniversary, longevity, and cost of living adjustments. This increase is offset by decreases in travel, citywide tuition reimbursements, training accounts and one less temporary position. ♦ Labor Relations (Div 05): This division is $90,533 or 20.49% more than the FY2003 Amended Budget due to the upgrade of one position; $50,000 in anticipated salary savings was reduced from the FY2003 budget for two vacancies; $5,000 was transferred to the Human Resources Division to help fund various mid -year projects; and anniversary, longevity, and cost of living adjustments. There was also an increase in contractual services for arbitration in anticipation of upcoming labor negotiations. This increase is offset by the elimination of one position. ♦ Equal Opportunity / Dp (Div 07): This division is $14,035 or 6.74% more than the FY2003 Amended Budget due to funds provided for travel, equipment leases, and anniversary, longevity and cost of living adjustments. 83 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Human Resources $2,030,519 $2,391,700 $2,793,307 $2,807,588 $3,060,015 Labor Relations $583,156 $548,730 $596,655 $441,837 $532,370 Equal Opportunity / Dp $178,844 $173,685 $208,253 $208,253 $222,288 $2,792,519 $3,114,115 $3,598,215 $3,457,678 $3,814,673 3200000 2800000 2400000 2000000 1600000 1200000 800000 400000 Allocation by Division 01 05 07 ♦ Human Resources (Div 01): This division is $252,427 or 8.99% more than the FY2003 Amended Budget due to one new position; two position upgrades; increase in contractual services for citywide advertisement, physical exams, background investigations, executive search services, expert consultant services to support citywide initiatives; capital purchases; and anniversary, longevity, and cost of living adjustments. This increase is offset by decreases in travel, citywide tuition reimbursements, training accounts and one less temporary position. ♦ Labor Relations (Div 05): This division is $90,533 or 20.49% more than the FY2003 Amended Budget due to the upgrade of one position; $50,000 in anticipated salary savings was reduced from the FY2003 budget for two vacancies; $5,000 was transferred to the Human Resources Division to help fund various mid -year projects; and anniversary, longevity, and cost of living adjustments. There was also an increase in contractual services for arbitration in anticipation of upcoming labor negotiations. This increase is offset by the elimination of one position. ♦ Equal Opportunity / Dp (Div 07): This division is $14,035 or 6.74% more than the FY2003 Amended Budget due to funds provided for travel, equipment leases, and anniversary, longevity and cost of living adjustments. 83 12420 1kv of U& I of Miami FY2004 Budget 1- ;FORMATIONECHNOLOGY 111111 tt1TE1 � � 4 7.�roy �o4ti DESCRIPTION ORGANIZATION The Information Technology Department (ITD) is responsible for the implementation, operation, and support of the City's computer systems, Network, Internet and Telecommunication's infrastructure. The scope of support spans to all City offices including City Hall, Police stations, Fire stations, NET offices, Parks, Marinas and the Miami Convention Center. This Wide Area Network (WAN) links all departments into one communication network, enabling e-mail, internet, intranet and mainframe access for employees. Additionally, the City's web site provides access to government information and services to citizens and business. FY 2004 Table of Organization Classified: 79 Unclassified: 4 Temporary FTE: 5 Total Positions: 88 Administration Classified: 3 Unclassified: 3 Systems and Programming Classified: 34 Unclassified: 0 Computer Operations Classified: 7 Unclassified: 0 84 Technical Services and Network Support Classified: 30 Unclassified: 0 Telecommunications and Cable Classified: 5 Unclassified: 1 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH MENTS IN FY2003 City of Miami FY2004 Budget I%INFORMATION 'I L.CHNOLOGY ♦ Provide information technology (IT) that will position the City to achieve its vision and business goals. Deliver modern, flexible, and cost-effective IT tools that will enable staff to better serve the community of Miami. ♦ Provide convenient access to information and services for citizens, businesses and City staff. *Acquire and implement a modem computer-aided system to improve Public Safety CAD/CARE emergency dispatch and reporting operations for Police and Fire Departments. ♦ Acquire and begin implementation of an Enterprise Resource Planning (ERP) system to provide modem, reliable, efficient and integrated support to the City's finance, human resources, budget, payroll, and purchasing functions. This multi-year project includes re-engineering current processes, identifying and incorporating industry best practices, acquisition and implementation of a commercial off-the-shelf software system and staff training to improve business operations. ♦ Maintain and improve the information technology infrastructure by systematically replacing old equipment; consolidate to increase operational efficiency; introduce new technologies to increase productivity; improve security by identifying and correcting vulnerabilities. ♦ Begin planning and implementation of a fiber optic institutional network to provide the City with greatly expanded telecommunication capacity at reduced cost. ♦ Created an information technology disaster recovery plan and established a contract for disaster recovery services (hot site and workgroup facilities) that will not only protect IT assets but allow critical government services to continue in the event of a man-made or natural disaster. ♦ Materially improved the security of the City's network, websites, and systems by completing over 400 security related improvements identified during IT security reviews. ♦ Implemented the City's first electronic government transaction enabling on-line building permit inspection scheduling, including credit card payment via the internet. ♦ Completed the modernization and migration of City electronic mail system to Windows 2000 and Exchange 2000 and refresh of over 400 desktop computers and servers as part of the ongoing replacement program. ♦ Modernized processes and consolidated IT help desk operations, completing in excess of 3,000 work orders for IT assistance. ♦ Implemented, expanded, upgraded and introduced automated systems to improve services and productivity, e.g., Kronos timekeeping system, Legistar legislative processing system, GEMS/SCI financial application, burglar alarm application applications, etc. 85 12420 DEPARTMENT SUMMARY DETAILS Cr ' of Miami FY2004 Budget L4FORMATION 'Y JECHNOLOGY Cal $6,332,233 $7,454,094 $8,900,926 $8,779,627 Allocation by Department FY2004 ESTIMATED $5,917,367 $5,717,767 $23,460 $0 $11,658,594 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $3,791,501 $4,130,208 $5,183,827 $4,965,527 Operating Expense $2,401,158 $3,266,488 $3,692,099 $3,756,601 Capital Outlay $139,574 $57,398 $25,000 $57,499 Non -Operating $0 $0 $0 $0 Cal $6,332,233 $7,454,094 $8,900,926 $8,779,627 Allocation by Department FY2004 ESTIMATED $5,917,367 $5,717,767 $23,460 $0 $11,658,594 • Personnel: This category is $951,840 or 19.17% more than the FY2003 Amended Budget due to salary increases resulting from, promotions, cost of living increases, anniversaries and longevity adjustments, and the addition of ten positions. • Operating Expense: This category is $1,961,166 or 52.21% more than the FY2003 Amended Budget due to the increase in Repair/Maintenance and software license support expenses resulting from additional systems. • Capital Outlay: This category is $34,039 or 59.20% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. 86 12420 E Capital Outlay 0.2% Non -Operating 0.0% ❑ Operating Expense 49.0% ® Personnel SM% Total: 100.0% • Personnel: This category is $951,840 or 19.17% more than the FY2003 Amended Budget due to salary increases resulting from, promotions, cost of living increases, anniversaries and longevity adjustments, and the addition of ten positions. • Operating Expense: This category is $1,961,166 or 52.21% more than the FY2003 Amended Budget due to the increase in Repair/Maintenance and software license support expenses resulting from additional systems. • Capital Outlay: This category is $34,039 or 59.20% less than the FY2003 Amended Budget due to a decrease in Small Capital needs. 86 12420 City of Miami FY2004 Budget 01 `FICE OF AUDITOR GENERAL * IIC111 IiAiE1 „� 9 11 11 ti Cpy �p4 DESCRIPTION ORGANIZATION The Office of Auditor General provides independent, objective assurance, and consulting activity through its audits of all departments and/or programs under the auspices of the City. These audits add value, improve the City's operations, and helps the City accomplish its mission by bringing a systematic, disciplined approach of evaluating and improving the effectiveness of risk management controls, and the governance processes. FY 2004 Table of Organization Classified: 4 Unclassified: 7 Temporary FTE: 1 Total Positions: 12 Office of the Director Classified: o Unclassified: 2 Internal Audits Classified: 4 Unclassified: 5 87 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 C , of Miami FY2004 Budget O�TICE OF AUDIri OR GENERAL ♦ To assist the City Commission in its effort to enhance accountability, effectiveness, and efficiency of the overall operation of the City government. ♦ To identify through annual risk-based audit plan and perform 15 moderate to high risk types of audits. ♦ To identify inefficiencies and/or wastes in the amount of $450,000, within the City government and recommend corrective actions. ♦ To identify additional revenues due to the City in the amount of $450,000 during the fiscal year 2004. ♦ To perform audits in a more timely manner by reducing the average time (budgeted hours) it takes to complete an audit from 475 hours to 450 hours. ♦ To ensure that each auditor attains the 40 credit hours of continuing professional education mandated by Governmental Auditing Standards. ♦ To ensure that 100 percent of the recommendations pertaining to audit findings were properly implemented and adhered to. ♦ Identified approximately $300,000 of additional revenues and/or cost savings citywide. ♦ Non -City residents were not assessed the required $100 surcharge for emergency medical treatment/transportation services as required by Section 2-234 of the City Code. We estimate that approximately $1,828,200 of surcharge were not collected during October 1, 1998, through September 30, 2002. The said surcharge will be collected in the future. ♦ Our operational, performance, and compliance audits identified several internal control deficiencies, lack of compliance with certain programs, and contract/lease requirements. The recommendations would add value and enhance effectiveness of management, internal control, and the governance processes, if properly implemented. 4 The Office of Auditor General provided technical expertise on a wide range of issues to various City departments. M x.2420 DEPARTMENT SUMMARY DETAILS ON of Miami FY2004 Budget 0-r-FICE OF AUDI1 OR GENERAL CATEGORY Personnel Operating Expense Capital Outlay Operating Expense FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED 'ESTIMATED $452,338 $475,059 $939,797 $828,104 $812,597 $13,620 $14,064 $26,200 $29,000 $32,350 $1,230 $0 $0 $3,000 $0 $467,188 $489,123 $965,997 $860,104 $844,947 Allocation by Department Personnel • Personnel: This category is $15,507 or 1.87% less than the FY2003 Amended Budget because of cost of living adjustments (COLA), anniversary and longevity increases. • Operating Expense: This category is $3,350 or 11.55% more than the FY2003 Amended Budget due to new training requirements. • Capital Outlay: This category is $3,000 or 100.00% less than the FY2003 Amended Budget there are no capital needs anticipated for FY2004. 89 X2420 F9 Capital Outlay 0.0% El Operating Expense 3.8% ❑ Personnel 96.2% Total: 100.0% • Personnel: This category is $15,507 or 1.87% less than the FY2003 Amended Budget because of cost of living adjustments (COLA), anniversary and longevity increases. • Operating Expense: This category is $3,350 or 11.55% more than the FY2003 Amended Budget due to new training requirements. • Capital Outlay: This category is $3,000 or 100.00% less than the FY2003 Amended Budget there are no capital needs anticipated for FY2004. 89 X2420 DIVISIONAL SUMMARY DETAILS C of Miami FY2004 Budget OVICE OF AUDI1 OR GENERAL 700000 600000 500000 400000 300000 200000 100000 0 Allocation by Division 01 02 03 ♦ Director's Office (Div 01): This division is $45,955 or 25.06% more than the FY2003 Amended Budget because of the implementation of the Charter amendment which established the Independent Office of Auditor General. ♦ Audit Division (Div 02): This division is $61,412 or 9.07% less than the FY2003 Amended Budget because of the attrition of higher paid employees. 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Director's Office $115,033 $145,432 $175,505 $183,368 $229,323 Audit Division $352,155 $343,691 $790,492 $676,736 $615,324 Profess'I Compliance $0 $0 $0 $0 $300 $467,188 $489,123 $965,997 $860,104 $844,947 700000 600000 500000 400000 300000 200000 100000 0 Allocation by Division 01 02 03 ♦ Director's Office (Div 01): This division is $45,955 or 25.06% more than the FY2003 Amended Budget because of the implementation of the Charter amendment which established the Independent Office of Auditor General. ♦ Audit Division (Div 02): This division is $61,412 or 9.07% less than the FY2003 Amended Budget because of the attrition of higher paid employees. 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget The City Attorney is the chief legal officer of the City. The City Attorney is the legal advisor to the City Commission, Mayor, City Manager, and department directors, and all boards and committees established by the City Charter or Code. The thirty-one (31) attorneys of the City Attorney's office provide legal services for the City and its agents in their official capacities in all matters of litigation, and provide specialized legal counsel in areas of civil law related to municipal corporations. FY 2004 Table of Organization Classified: 26 Unclassified: 36 Temporary FTE: 2 Total Positions: 63 Administration Classified: 6 Unclassified: 4 Litigation Classified: 6 Unclassified: 9 General Government Classified: 5 Unclassified: 10 91 Legislationil.abod Police Legal Classified: 4 Unclassified: 6 Land Use/Workees Comp Classified: 5 Unclassified: 6 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Ci of Miami FY2004 Budget LAW ♦ Continued improvement of client-attomey interaction and communications through increased client -driven training offerings, with immediate goal of implementing process for optimal client-attomey contact and opportunities for constructive feedback. Continued elected officials and administration workshops and law-related training sessions. ♦ Develop and draft, in conjunction with the Public Works Department, a Comprehensive Alley Closure Ordinance and Implementation Program to rid the City of archaic alleys and anachronistic, time-consuming alley -related closing and replatting requirements. ♦ Continue to reduce the turn -around time for pending contracts through utilization of the Office's recently enhanced contract -tracking, notification and accountability procedures. ♦ Continue to implement enhanced interaction with Risk Management Department in pre -litigation claims' investigation. ♦ Implement and coordinate transition program and workflow procedures with new, City -designated Worker's Compensation Claims Administrator. ♦ Continue to alert the administration and our elected officials of significant judicial decisions and legislative action (federal, state and local) through use of periodic inter -departmental notification publications. ♦ Continued improvement of client-attomey interaction and communication through client -driven, judicial or statutory prompted training sessions and workshops. ♦ This Office prevailed in many court decisions during the subject period. In one, of note, this Office successfully defended a constitutional challenge to various provisions of the City's Towing Ordinance. In Specialized Towing and Transportation, Inc. v. City of Miami, Plaintiff claimed that federal law preempted the Towing Ordinance, which regulates non-consensual towing of vehicles from private property. The Federal Court agreed with the City and found that all the regulations, including the City's annual license fees, were genuinely responsive to the City's legitimate safety concerns and therefore exempt from federal preemption. ♦ Enhanced pre -litigation interaction with Risk Management through implementation of improved action notification procedures. Consequently, Risk Management's Claims Adjusters now have clearly outlined advance schedules of all pending litigation matters that require their active participation and attendance. ♦ Drafted new Alcoholic Beverage Ordinance to more efficiently regulate the excessive and illegal consumption of alcoholic beverages at various types of stores, bars and dining facilities in the City. Further, clarified establishment types and delineated the hours in which alcoholic beverages may be sold at those facilities. This ordinance greatly facilitates the City's enforcement of alcoholic beverage laws and related City Code provisions. 92 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget -3 LAW Operating Expense Capital Outli $3,533,496 $3,976,637 $4,788,319 $4,810,359 $5,080,515 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $3,276,549 $3,657,255 $4,526,619 $4,548,659 $4,723,958 Operating Expense $216,856 $306,951 $256,700 $256,700 $336,918 Capital Outlay $40,091 $12,431 $5,000 $5,000 $19,639 Operating Expense Capital Outli $3,533,496 $3,976,637 $4,788,319 $4,810,359 $5,080,515 Allocation by Department Personnel • Personnel: This category is $175,299 or 3.85% more than the FY2003 Amended Budget due to merit increases, anniversary, and cost of living adjustments. • Operatina Expense: This category is $80,218 or 31.25% more than the FY2003 Amended Budget due to a decrease in professional services to better align appropriations to anticipated financial needs for FY2004. • Capital Outlay: This category is $14,639 or 292.78% more than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. 93 12420 0 Capital Outlay 0.4% Operating Expense 6.6% ❑ Personnel 93.0% Total: 100.0% • Personnel: This category is $175,299 or 3.85% more than the FY2003 Amended Budget due to merit increases, anniversary, and cost of living adjustments. • Operatina Expense: This category is $80,218 or 31.25% more than the FY2003 Amended Budget due to a decrease in professional services to better align appropriations to anticipated financial needs for FY2004. • Capital Outlay: This category is $14,639 or 292.78% more than the FY2003 Amended Budget due to one-time capital expenditures related to replacements of obsolete and non-functional small capital items. 93 12420 DESCRIPTION ORGANIZATION C' of Miami FY2004 Budget Office of Strategic Planning, Budgeting, and Performances The Office of Strategic Planning, Budgeting, and Performance (OSPBP) is responsible for preparing the annual budget, a five year plan detailing the City's future endeavors and other' analysis, management related reports and studies. Additionally, it manages and assists all City Departments with the monitoring, adjustments and supervision of related annual and monthly expenditures. FY 2004 Table of Organization Classified: 13 Unclassified: 6 Temporary FTE: 0 Total Positions: 19 Administration classified: 0 Unclassified: 2 Budget Management Classified: 13 Undassified: 4 M 12421 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget Office of Sti -itegic Planning, Budgeting, and Performance ♦ Automated routine task by fully utilizing current departmental technological resources. ♦ Improved the City's budget(planning process by conducting extensive research as the base for a detail revenue manual. ♦ Identified funding and prepared 9 mandatory ordinances resulting in $70.3 million in appropriations to 62 capital projects. 95 12420 DEPARTMENT SUMMARY DETAILS Ci of Miami FY2004 Budget Office of Strategic Planning, Budgeting, and Performance Operating Expense $1,494,308 $1,416,840 $1,580,503 $1,383,594 $1,383,221 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $1,426,831 $1,377,198 $1,517,003 $1,318,494 $1,356,568 Operating Expense $42,890 $33,848 $63,500 $65,100 $26,653 Capital Outlay $24,587 $5,794 $0 $0 $0 Operating Expense $1,494,308 $1,416,840 $1,580,503 $1,383,594 $1,383,221 Allocation by Department Personnel * Personnel: This category is $38,074 or 2.89% more than the FY2003 Amended Budget due to cost of living adjustments, anniversary and longevity increases. • Operatina Expense: This category is $38,447 or 59.06% less than the FY2003 Amended Budget due to a one-time consulting service and other contractual services being employed every other year. 12420 Q Capital Outlay 0.0% ❑ Operating Expense 1.9% ❑ Personnel 98.1% Total: 100.0% * Personnel: This category is $38,074 or 2.89% more than the FY2003 Amended Budget due to cost of living adjustments, anniversary and longevity increases. • Operatina Expense: This category is $38,447 or 59.06% less than the FY2003 Amended Budget due to a one-time consulting service and other contractual services being employed every other year. 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget tiEPARTMENT 6.4 PARKS AND RECREATION Parks and Recreation operates all City pools and parks, offering year -around, seven day a week, comprehensive programs of recreation, art, music, education, cultural activities, and leisure opportunities for all age groups. Special services include child day care and preschool centers, summer camps, programs for the disabled, senior citizen programs, educational programming for children during the summer and after school hands-on technology programs at major parks and arts and cultural programming including a music and film series. FY 2004 Table of Organization Classified: 134 Unclassified: 8 Temporary FTE: 120 Total Positions: 262 Office of the Director Classified: 10 Unclassified: 5 Grounds Maintenance Virginia Key Classified: 69[H Classified: 2 Unclassified: 0 Unclassified: 0 DisaL�lities Recreation Classified: 2 Classified: 49 Unclassified: 1 Unclassified: 2 Child Day Care Classified: 2 Unclassified: 0 97 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 C of Miami FY2004 Budget �►EPARTMENT OF, PARKS AND RECREATIOY ♦ The goal of the Department of Parks and Recreation is to serve all of the residents of the City of Miami by providing safe, clean, and wholesome recreational, educational and cultural activities in order to promote a sense of community. ♦ Expand recreational programming in the Parks Department by: a. pursuing a minimum of 10 outside sources of funding, b. hosting more than 3 million persons in recreational activities in the major parks facilities, c. providing lunches and snacks to children during the summer months at our city parks, d. establishing a minimum of five new partnerships with private and/or non profit organizations in providing enhanced and new programs, e. expanding the summer Learn To Swim Program to reach no less than 3,000 youths and adults citywide, f. implementing an after school homework assistance and tutoring program at all major recreation facilities, g. enhancing technology opportunities by developing computer labs at 9 parks, h. increasing participation in the summer art, music and cultural activities of the "Heart of Our Parks" program by 10%, i. implementing a citywide soccer league for children through six major parks, j. pursuing additional excellence in parks for at risk youth, k. increase volunteer participation in internship programs for at -risk youth, and I. promote advertising through public art in the parks. ♦ Increase services in the Disabilities Division by servicing more than 350 disabled persons each week by providing leisure transportation, independent living skills, and activities. ♦ Provide child care services in the form of lead testing for approximately 90 day care children and food services for 187 day care/pre-school participants. ♦ Increase the number of special events in the City of Miami by 5%. ♦ Providing a safe and clean environment through the Operations Division by increasing the level of involvement in the construction, renovation, and maintenance of athletic fields and turf, irrigation systems, landscaping, reforestation, invasive plant management, and boat ramp operations. ♦ Complete at least $2.5 million worth of Capital Projects in City parks utilizing funds from the Homeland Defense/Neighborhood Improvement Bond, and the Safe Neighborhood Parks Bond Program, State of Florida Department of Environmental Protection and the Florida Inland Navigation District. M x:2420 `Iices IIpill IITED ,IT >ti SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget DEPARTMENT Gig PARKS AND RECREATION ♦ Served approximately 2,400 residents in summer Learn -To -Swim classes. ♦ Served an increase of approximately 800 daily lunches over the FY 2002 figures, during the Summer 2003 Program. ♦ Expanded the Summer 2003 Program to include an art, music, and cultural component "Heart of Our Parks", and the educational component "Summer Reading Program". ♦ Provided more than 2.2 million passive and active recreation opportunities to residents and visitors throughout our parks system. ♦ Completed approximately $309,000 of Homeland Defense Neighborhood Improvement Bond projects at Moore, Curtis, and Bryan Parks with another $927,000 in projects underway and approximately $300,000 in process for bidding. ♦ Assisted in the building of a new day care center at Lemon City Park, the renovation of the West End Park recreation building, the renovation of historical Ft. Dallas, and Wagner Barracks in Lummus Park, and the restoration of Margaret Pace Park. ♦ Purchased and installed new equipment, furnishings, and other improvements at Roberto Clemente, Kinloch, Eaton, Kennedy, and Antonio Maceo Parks. ♦ Applied, obtained, and managed an approximate total of $1.8 million dollars in grants from Miami -Dade County Safe Neighborhood Parks Program, Miami -Dade County ADA Office, State of Florida Department of Environmental Protection, and Florida Inland Navigation District. ♦ Secured $316,965 from the Miami -Dade County Public Schools to provide reading instruction in the parks. ♦ Secured $7,320 from Regis House to support Leam-To-Swim programs. ♦ Received approximately 8,500 books donated by Reader's Digest for reading activities in the parks. ♦ Organized and coordinated citywide recreation leagues and activities with the participation of approximately 20,000 residents. ♦ Completed physical improvements and renovation of existing facilities throughout the City's parks system for a total of approximately $1.6 million dollars. Improvements entailed new playground and fitness equipment, volleyball courts, steel picket and chain link fences, basketball and tennis courts, site furnishings, walkways, shelters, bleachers, and a water -theme playground. M 12420 DEPARTMENT SUMMARY DETAILS Citu of Miami FY2004 Budget .oEPARTMENT 6E PARKS AND RECREATI0Y Operating Expense Non -Operatic $9,266,912 $9,842,787 $11,188,789 $11,188,789 $11,850,384 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $7,309,948 $8,157,403 $9,321,998 $9,321,998 $9,990,941 Operating Expense $1,788,286 $1,657,309 $1,856,644 $1,856,644 $1,857,943 Capital Outlay $24,414 $28,075 $10,147 $10,147 $0 Non -Operating $144,264 $0 $0 $0 $1,500 Operating Expense Non -Operatic $9,266,912 $9,842,787 $11,188,789 $11,188,789 $11,850,384 Allocation by Department Personnel M Capital Outlay 0.0% i El Non -Operating 0.0% El Operating Expense 15.7% ® Personnel 84.3% Total: 100.0% • Personnel: This category is $668,943 or 7.18% more than the FY2003 Amended Budget because of cost of living adjustments, anniversary, and longevity increases. In addition, nine new positions were approved for FY2004. + Operating Expense: This category is $1,299 or 0.07% more than the FY2003 Amended Budget due to an increase in advertisement to effectively promote programs and events and the funding of field trips and admissions that were previously paid from state appropriations. * Capital Outlay: This category is $10,147 or 100.00% less than the FY2003 Amended Budget due to budget constraints for FY2004. 100 12420 DIVISIONAL SUMMARY City of Miami FY2004 Budget DEPARTMENT CF. PARKS AND RECREATION 5000000 4000000 3000000 2000000 1000000 0 Allocation by Division 01 02 03 90 91 92 101 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Director's Office $670,904 $714,981 $987,606 $988,006 $1,130,943 Programs $585,016 $543,527 $676,991 $676,991 $668,156 Recreation & Ops $4,302,345 $4,377,761 $4,672,135 $4,671,737 $4,840,178 Disabilities Programs $72,448 $87,027 $93,205 $93,205 $307,729 Grounds Maintenance $3,426,043 $3,886,785 $4,449,114 $4,449,112 $4,645,812 Virginia Key $210,156 $232,706 $309,738 $309,738 $257,566 $9,266,912 $9,842,787 $11,188,789 $11,188,789 $11,850,384 5000000 4000000 3000000 2000000 1000000 0 Allocation by Division 01 02 03 90 91 92 101 DETAILS City of Miami FY2004 Budget L EPARTMENT C PARKS AND RECREATION ♦ Director's Office (Div 01): This division is $142,937 or 14.47% more than the FY2003 Amended Budget due to one person transfer from FACE (Film, Art, Culture and Entertaiment Department) and one new position added. In addition, this increase reflects anniversay and cost of living adjustments. ♦ Programs (Div 021: This division is $8,835 or 1.31% less than the FY2003 Amended Budget because of less resources allocated in temporary salaries and utilities due to budget contraints for FY2004. ♦ Recreation & Ops (Div 03): This division is $168,441 or 3.61 % more than the FY2003 Amended Budget due to additional funding in playgrounds supplies, two new positions added and increases for anniversary, and cost of living adjustments. ♦ Disabilities Programs (Div 90): This division is $214,524 or 230.16% more than the FY2003 Amended Budget due to two new positions added and increases for anniversary and cost of living adjustments. Additionally, code requirements mandate the facility to maintain fire and security monitory services. Furthermore, this program also has to fund field trips and adminissions from now on, that were previously paid from the state appropriations. ♦ Grounds Maintenance (Div 911: This division is $196,700 or 4.42% more than the FY2003 Amended Budget due to the addition of three new grounds maintenance positions and anniversary, longevity and cost of living adjustments. Additionally, more funding was allocated towards playgrounds and safety supplies. ♦ Virginia Key (Div 92): This division is $52,172 or 16.84% less than the FY2003 Amended Budget because of a lower allocation of funds for temporary salaries due to financial constraints. 102 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget General Employees', And Sanitation Employees' Retirement Trust The General Employees and Sanitation Employees' Retirement Trust (GESE) consists of four board members appointed by the City's Elected Officials, four appointed by general employees and sanitation employees of the City of Miami as union representatives and one appointment is made by the City Administrator. The Board members are named fiduciaries of the fund and as such they hold, manage, control and safeguard the fund solely in the interest of members and beneficiaries of the retirement plan. The Board is supported by an administrative staff which operates the daily functions of the Trust, with it's expenses paid by the City of Miami. FY 2004 Table of Organization Pension Board Members GESE Members: 9 GESE Administration FT: 10 Board members and administration staff are shown for information purposes only. These individuals are not employed by the City and are not included in the overall 'Summary of Positions' (pg. 19-20) 103 12420 DEPARTMENT SUMMARY DETAILS Cite of Miami FY2004 Budget General Employees, And Sanitation Employees' Retirement Trus` Non -Operating Persoi $10,681,470 $4,385,111 $5,982,137 $5,978,629 $13,779,217 Allocation by Department Operating Ex FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED' ESTIMATED Personnel $23,315 $23,315 $23,316 $23,316 $23,316 Operating Expense $8,848,793 $2,826,943 $4,252,457 $4,248,949 $11,068,290 Non -Operating $1,809,362 $1,534,853 $1,706,364 $1,706,364 $2,687,611 Non -Operating Persoi $10,681,470 $4,385,111 $5,982,137 $5,978,629 $13,779,217 Allocation by Department Operating Ex 0 Non -Operating 19.5% El Operating Expense 80.3% ❑ Personnel 0.2% Total: 100.0% • Operating Expense: This category is $6,819,341 or 160.49% more than the FY2003 Amended Budget due to an increased acturial payment of approximately $7.0 million and a decrease of funds previously budgeted in this account which was transferred to the Administrators and Elected Offciers Retirement Plan account. • Non -Operating: This category is $981,247 or 57.51% more than the FY2003 Amended Budget due to an increase in administrative costs for the G.E.S.E. Retirement Trust. 104 12420 DESCRIPTION ORGANIZATION ON of Miami FY2004 Budget ` .Fire Fighters' ana Police Officers' Retirement Trust The Firefighters and Police Officers' Retirement Trust (FIPO) consists of four board members appointed by the City's Elected Officials, four appointed by Fire Fighters and Police Officers of the City of Miami as union representatives and one appointment is made by the City Administrator. The Board members are named fiduciaries of the fund and as such they hold, manage, control and safeguard the fund solely in the interest of members and beneficiaries of the retirement plan. The Board is supported by an administrative staff which operates the daily functions of the Trust, with it's expenses paid by the City of Miami. FY 2004 Table of Organization Pension Board Members FIPO Members: 9 FIPO Administration FT: 5 Board members and administration staff are shown for information purposes only. These individuals are not employed by the City and are not included in the overall 'Summary of Positions' section found in the Appropriation Summaries tab of this manual. 105 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget .sire Fighters' anG Police Officers' CATEGORY Personnel Operating Expense Non -Operating Non -Operating Person, Retirement Trust FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $17,841 $15,263 $15,545 $15,545 $5,515,887 $5,086,675 $15,124,366 $18,691,366 $2,488,951 $636,675 $1,614,100 $1,614,100 $8,022,679 $5,738,613 $16,754,011 $20,321,011 Allocation by Department Operating Expense FY2004 ESTIMATED $15,545 $32,959,003 $1,547,655 $34,522,203 R Non -Operating 4.5% i OperatingExpense 95.5% ❑ Personnel 0.0% Total: 100.0% ♦ Operating Expense: This category is $14,267,637 or 76.33% more than the FY2003 Amended Budget due to an increased acturial payment of approximately $14.3 million and a small decrease of funds previously budgeted in this account which was transferred to the Administrators and Elected Offciers Retirement Plan account. * Non -Operating: This category is $66,445 or 4.12% less than the FY2003 Amended Budget due to a reduction of administrative costs for the F.I.P.O Retirment Trust. 106 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget Administrator's & elected Officer's Retirement Plan These funds are used to pay the retirement benefits of appointed members of the City Administration and to the Elected Officers Retirement Trust for the benefit of Elected Officials. Appointed members of the City Administration includes the City Administrator, City Attorney, City Clerk, Chiefs and those Department Directors, Assistant Directors and other staff members who elect to participate in a defined contribution plan. FY 2004 Table of Organization Pension Board Members EORT Members: 1 Board members and administration staff are shown for information purposes only. These individuals are not employed by the City and are not included in the overall 'Summary of Positions' section found in the Appropriation Summaries tab of this manual. 107 12420 DEPARTMENT SUMMARY DETAILS Cit» of Miami FY2004 Budget Auministrator's & Elected Officer's CATEGORY Personnel Operating Expense Non -Operating Retirement Plar FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $0 $0 $0 $0 $0 $0 $0 $0 $1,097,155 $216,118 $300,000 $300,000 $1,097,155 $216,118 $300,000 $300,000 Non -Operating Personnel Allocation by Department FY2004 ESTIMATED $3,000 $462,217 $300,000 $765,217 )perating Expense • Personnel: This category is $3,000 or 100.00% more than the FY2003 Amended Budget due to the fact that these costs were previously charged to a different account in the City. • Operating Expense: This category is $462,217 or 100.00% more than the FY2003 Amended Budget due to the fact that these costs were previously charged to a different account in the City. 108 12420 10 Non -Operating 39.2% Operating Expense 60.4% ❑ Personnel 0.4% Total: 100.0% )perating Expense • Personnel: This category is $3,000 or 100.00% more than the FY2003 Amended Budget due to the fact that these costs were previously charged to a different account in the City. • Operating Expense: This category is $462,217 or 100.00% more than the FY2003 Amended Budget due to the fact that these costs were previously charged to a different account in the City. 108 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget PLANNL 1G & ZONING This Department provides policy guidance for Miami's future development by preparing recommendations on petitions for variances, rezoning, conditional uses and changes in the comprehensive plan; prepares recommendations for the following boards: Zoning, Planning Advisory, Historic and Environmental Preservation; collects and analyzes demographic and economic data; reviews development and land use changes that affect the City's general welfare. The Zoning section interprets and enforces the Zoning Ordinance in reviewing plans for building permits and public hearings. FY 2004 Table of Organization Classified: 25.5 Unclassified: 9.34 Temporary FTE: 0 Total Positions: 34.84 Administration Classified: 4 Unclassified: 3.34 Transportation and GIS Zoning Classified: 21H Classified: 7 Unclassified: 0 Unclassified: 0 Community Planning Land Development Classified: 6 Division Unclassified: 3 Classified: 6.5 Unclassified: 3 109 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 City of Miami FY2004 Budget PLANNING & ZONING ♦ To establish a renewed sense of place for the City of Miami that consists of great civic spaces, tree lined streets, architecture and sound urban design principles that emphasize human scale, public open spaces, historic context, the pedestrian realm and a more intense use of public transportation. ♦ To review, simplify, streamline and improve the existing zoning ordinance in order for it to yield great architecture and urban design and become user-friendly for the general public. ♦ To conduct planning initiatives (master plans, architecture, landscape architecture, urban design, streetscape, preservation standards and transportation strategies) for major commercial corridors and neighborhoods that build an infrastructure for the City based on good urbanism principles. These principles will also guide zoning and land use changes and the implementation of pertinent changes to codes as required. ♦ Initiate comprehensive evaluation and appraisal of the Miami Comprehensive Neighborhood Plan pursuant to State of Florida requirements, including updating of data plans and analysis, identification of major issues, community workshops and public agency scoping meetings, formulation of recommendations, and drafting report. ♦ Continue to maintain and update Miami Comprehensive Neighborhood Plan, including transmittal of Future Land Use Map and text amendments, performance of concurrency analyses, and other tasks such as establishing and/or modifying Development of Regional Impact and Regional Activity Centers as appropriate, and preparing Evaluation and Appraisal Reports as required by State of Florida. ♦ Initiate Evaluation and Appraisal Report (EAR) process in accordance with State of Florida timeframe. Specific tasks include data collection and analysis, "major issues" workshops and public agency scoping meetings, formulation of recommendations, and drafting and adoption of report. ♦ To conduct planning initiatives (master plans, architecture, landscape architecture, urban design, streetscape, preservation standards and transportation strategies for major commercial corridors and neighborhoods that build an infrastructure for the City based on good urbanism principles. These principles will also guide zoning and land use changes and the implementation of pertinent changes to codes as required. 110 12420 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Citi of Miami FY2004 Budget PLANNING & ZONING ♦ The Department prepared 25 historic designation reports, produced two color brochures on the City's historic preservation program and its historic properties, implemented a historic preservation web site to guide property owners and visitors, and developed 30 interpretive markers to identify historic sites. ♦ The Department of Planning and Zoning has completed a re -write of Chapter 17 of the City Code pertaining to the Environmental Preservation District Ordinance and in addition has prepared and adopted Tree Protection and Removal Standards Ordinance. ♦ Prepared profiles of City of Miami NET areas including comprehensive analysis and presentation of 2000 Census data and indicators associated with housing, transportation, business, education, social services, historic preservation, and parks and recreation. ♦ Negotiated and executed interlocal agreement regarding coordination of land use and school facilities planning, pursuant to State of Florida requirements, between City of Miami, Miami -Dade County Public Schools, Miami -Dade County, and all non-exempt municipalities. ♦ Assisted in completing and adopting Increment II of the Downtown Development of Regional Impact (DRI), and the Downtown Transportation Master Plan; these efforts will continue to promote development in the Downtown Area. ♦ In Calendar Year 2002, the Planning and Zoning Department successfully processed 9 Major Use Special Permits signifying a total of 3,424 new residential units, 186 new hotel rooms, 456,721 square feet of new retail uses, 406,400 new square feet of office use and 9,418 parking spaces throughout the city. ♦ Completed several key neighborhood area plans including the following: The Model City Master Plan for approximately 320 acres that promotes new urbanist planning principles; Adoption of the FEC Corridor Study and completion of the Charrette process for development of a regulating plan; and A public design workshop for the Buena Vista East Historic neighborhood to develop design and historic preservation guidelines for area streetscapes, including traffic calming measures. ♦ Prepared Neighborhood Conservation Districts (NCD) for the Coral Gate, Coconut Grove and the West Grove Island District areas in order to adopt appropriate zoning regulations and design standards for each accordingly. 111 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget PLANNiN-G & ZONING Operating Expense Capital Outla $1,663,205 $2,448,255 $2,387,884 $2,387,884 Allocation by Department FY2004 ESTIMATED $2,531,925 $453,950 $47,035 $0 $3,032,910 Personnel FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $1,614,052 $2,124,062 $2,311,439 $2,311,172 Operating Expense $46,585 $319,077 $62,445 $62,712 Capital Outlay $2,568 $5,116 $4,000 $4,000 Non -Operating $0 $0 $10,000 $10,000 Operating Expense Capital Outla $1,663,205 $2,448,255 $2,387,884 $2,387,884 Allocation by Department FY2004 ESTIMATED $2,531,925 $453,950 $47,035 $0 $3,032,910 Personnel 19 Capital Outlay 1.6% 0 Non -Operating 0.0% ❑ Operating Expense 15.0% ® Personnel 83.5% Total: 100.0% • Personnel: This category is $220,753 or 9.55% more than the FY2003 Amended Budget due to cost of living, anniversary and longevity adjustments, the cost of the car allowance and telephone for the directorl. Two split funded positions, Pos # 1670 and #9626 were transferred from the Department of Economic Development, additionally, the transfer of the Economic Planner from the Department of Economic Development. * Operating Expense: This category is $391,238 or 623.86% more than the FY2003 Amended Budget due to increase of Professional Services/Required by State Status. Consultant services for preparation of State of Florida -mandated Evaluation and Appraisal Report for Miami Comprehensive Neighborhood Plan, including data collection and analysis, coordination of community involvement process, and recommendation of amendments to improve the City's comprehensive plan. * Capital Outlay: This category is $43,035 or 1,075.88% more than the FY2003 Amended Budget due to increase in small capital needs. • Non-Oaeratina: This category is $10,000 or 100.00% less than the FY2003 Amended Budget due to a one time funding that was placed in budget reserve should additional funding be needed. 112 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget POLICE The Police Department's mission is to make Miami a safe place where people can live, work, and visit without fear. The department's employees are committed to the philosophy of community policing. In partnership with businesses and residents, neighborhood problems are identified and solutions are implemented to improve the quality of life. Using both time- tested police methods and promising innovative approaches, the Police Department serves and protects the City's diverse community. FY 2004 Table of Organization Classified: 1363 Unclassified: 38 Temporary FTE: 36 Total Positions: 1437 Office of the Chief Classified: 12 Unclassified: 8 Administration Classified: 282 Unclassified: 7 113 Operations Classified: 1,069 Unclassified: 23 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 GP- 9f Miami FY2004 Budget -3 POLICE ♦ To enhance the department's efforts, together with the participation and involvement of our City's residents, to prevent and combat crime for the purpose of making our City a place where all people can live, work and visit safely without fear. ♦ To maintain and even lower the City's crime rate which remains at a 25 -year -low. This will require better management of resources, as attrition has significantly reduced the number of available police officers. ♦ To reduce vehicular fatalities and remove the City of Miami from its placement amongst the nation's most deadliest traffic locales. ♦ To host a successful Free Trade Area of the Americas Convention in November 2003, and demonstrate Miami's ability to safely host major events while respecting the rights of those with opposing viewpoints. ♦ To enhance Community Policing Quality of Life efforts by finalizing the new COMPSTAT crime reduction and management accountability system. Bi -monthly assessment meetings will be held to analyze crime records captured and displayed on high-tech crime maps. Police commanders will be able to more accurately predict and address crime patterns in a coordinated crime fighting effort and the departments leadership will be able to assess more precisely the success of those efforts. ♦ To refocus attention on the department's greatest asset—its dedicated employees, through a new emphasis on training and leadership development, as well as revamping the department's recruitment and hiring efforts to address historic attrition levels threatening to deplete the department's workforce. ♦ To complete the total restructuring of the Internal Affairs function with a new focus on proactive investigations to target suspected problem areas and root out personnel misconduct rather than waiting for a complaint to initiate an investigation. 114 12420 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 Cit•• of Miami FY2004 Budget -4- POLICE ♦ The Miami Police Department voluntarily joined a selected group of law enforcement agencies that have taken up the challenge of becoming a nationally accredited agency through the Commission on Accreditation for Law Enforcement Agencies (CALEA). ♦ The Weed and Seed Organized Crime Drug Enforcement Task Force operations resulted in the conviction of 49 drug dealers, murderers and co-conspirators in four (4) different federal indictments. They were also responsible for at least 76 deaths, including rival drug members. ♦ The first Prostitution Mapping Program was implemented. This program resulted in 30 arrests for prostitution with 23 convictions. In addition, 66 arrests were made with the weekly crime abatement details and 50 vehicles towed under the Vehicle Impoundment Program (VIP). Since the implementation of mapping and weekly crime abatement details, the prostitution problem has significantly been reduced. ♦ The Problem Solving Team assisted the Gang Unit, Homicide Unit, and SIS in a joint operation in combating violent crimes in the North District "Operation Double Time/Second Round". The operation ended with the apprehension and arrest of 162 violent narcotic dealers. ♦ The Problem Solving Team, assisted by the DEA, continued to conduct investigations into drug sales in the West Grove. These investigations have contributed to 366 felony and 514 misdemeanor arrests and the confiscation of a large amount of illegal drugs. Operation Coco Rock II culminated with the arrest of 68 individuals for trafficking narcotics. Each person arrested was charged with multiple counts. The number of individual cases totaled nearly 700 and 10 suspects were charged federally due to the quantity of cases filed against them. ♦ The members of the Traffic Homicide Detail were honored by the Mothers Against Drunk Driving for service done in the investigation of DUI related fatalities. ♦ The Juvenile Unit created a children's safety program, "A Missing Child Incompletes Our Community" program. This program includes training for children and parents with prevention guidelines, role-playing scenarios and child identification kits, aimed at preventing child abductions and disappearances. ♦ The Auto Theft Detail has taken a more proactive approach in the investigation of auto thefts in the City of Miami. This has resulted in an increase in the unit's arrests by 55%. ♦ The Smuggling Detail conducted 187 surveillances, served 23 warrantsfindictments, seized 292 kilos of cocaine, 86.7 grams of ecstasy, 706 grams of marijuana, 1,705 vials of ketamine and $480,208 in US currency. ♦ The Communications Call Center received 521,724 telephone calls via 9-1-1. Of these, 92% were answered in less than ten seconds, with an average of four (4) seconds. Additionally, 225,186 non -emergency telephone calls were received for a total call volume of 746,910. ♦ The Police Athletic League (PAL) has established leagues and programs for over 500 youth participants for various educational and sports programs such as baseball, basketball, bowling, boxing, flag football, hockey, tennis, wrestling, swimming, and soccer. ♦ Offered the Summer Academic Camp to PAL participants for the first time. Three (3) teachers were hired to provide FCAT training to approximately 150 participants. 115 12420 DEPARTMENT SUMMARY DETAILS Cit* of Miami FY2004 Budget Operating Expense Capital Outh $86,844,679 $86,249,342 $95,240,931 $95,191,016 Allocation by Department Personnel POLICE FY2004 ESTIMATED $90,582,107 $8,183,799 $201,406 $0 $98,967,312 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $79,674,513 $80,573,152 $87,819,844 $87,131,712 Operating Expense $5,388,413 $4,958,002 $6,598,730 $7,168,756 Capital Outlay $1,004,710 $165,399 $30,000 $253,191 Non -Operating $777,043 $552,789 $792,357 $637,357 Operating Expense Capital Outh $86,844,679 $86,249,342 $95,240,931 $95,191,016 Allocation by Department Personnel POLICE FY2004 ESTIMATED $90,582,107 $8,183,799 $201,406 $0 $98,967,312 • Personnel: This category is $3,450,395 or 3.96% more than the FY2003 Amended Budget due primarily to the following reasons: (1) addition of eighteen police officer positions from the Distressed Neighborhoods Grant, which will expire by the end of FY2004; (2) addition of ten civilian positions for the Property, 24 -Hour Desk, and Computer Support Units; (3) sworn promotions; (4) AFSCME Term -Life Insurance Premiums; (5) FOP contractual fringe benefits; and (6) anniversary, longevity and cost of living adjustments. These increases were partially offset by the deletion of thirteen Public Service Aide vacancies, one position transferred to FFACE, salary savings transferred to operating line items during mid -year adjustments, and a reduction in the .clothing -city purchase account. • Operating Expense: This category is $1,015,043 or 14.16% more than the FY2003 Amended Budget due to an increase in contractual services for citywide security, physical examinations, equipment rentals, electricity, repairs and maintenance. This increase is offset by decreases in motor fuel, food (for K-9 and Mounted Patrol Units), and advertising expenses. • Capital Outlay: This category is $51,785 or 20.45% less than the FY2003 Amended Budget since capital purchases are funded on an as needed basis, when feasible. • Non -Operating: This category is $637,357 or 100.00% less . than the FY2003 Amended Budget due to the non -funding of the twenty-three Community Service Provider positions, as a Contribution to Special Revenues Funds. The grant funding expired in FY2002, and the City has met the retention requirements. 116 12420 0 Capital Outlay 0.2% Non -Operating 0.0% ❑ Operating Expense 8.3% ® Personnel 91.5% Total: 100.0% • Personnel: This category is $3,450,395 or 3.96% more than the FY2003 Amended Budget due primarily to the following reasons: (1) addition of eighteen police officer positions from the Distressed Neighborhoods Grant, which will expire by the end of FY2004; (2) addition of ten civilian positions for the Property, 24 -Hour Desk, and Computer Support Units; (3) sworn promotions; (4) AFSCME Term -Life Insurance Premiums; (5) FOP contractual fringe benefits; and (6) anniversary, longevity and cost of living adjustments. These increases were partially offset by the deletion of thirteen Public Service Aide vacancies, one position transferred to FFACE, salary savings transferred to operating line items during mid -year adjustments, and a reduction in the .clothing -city purchase account. • Operating Expense: This category is $1,015,043 or 14.16% more than the FY2003 Amended Budget due to an increase in contractual services for citywide security, physical examinations, equipment rentals, electricity, repairs and maintenance. This increase is offset by decreases in motor fuel, food (for K-9 and Mounted Patrol Units), and advertising expenses. • Capital Outlay: This category is $51,785 or 20.45% less than the FY2003 Amended Budget since capital purchases are funded on an as needed basis, when feasible. • Non -Operating: This category is $637,357 or 100.00% less . than the FY2003 Amended Budget due to the non -funding of the twenty-three Community Service Provider positions, as a Contribution to Special Revenues Funds. The grant funding expired in FY2002, and the City has met the retention requirements. 116 12420 DIVISIONAL SUMMARY DETAILS City of Miami FY2004 Budget POLICE 60000000 70000000 60000000 50000000 40000000 30000000 20000000 10000000 Allocation by Division 01 02 03 13 63 ♦ Office Of The Chief (Div 01): This division is $38,207 or 13.09% more than the FY2003 Amended Budget due to an adjustment in annual salary. ♦ Administration (Div 02): This division is $2,672,974 or 12.80% more than the FY2003 Amended Budget due to the addition of ten civilian positions; increase in contractual services for citywide security, physical examinations, law enforcement training (at academy) for police officers and public service aides, and repairs and maintenance; capital purchases; AFSCME Term -Life Insurance Premiums; overtime -regular, equipment rentals; electricity; travel; and various supplies. This increase is offset by the elimination of nine permanent part-time guard positions; one position transferred to FFACE; and a decrease in advertising and clothing -city purchase expenses. ♦ Oaerations (Div 03): This division is $1,065,115 or 1.44% more than the FY2003 Amended Budget due to the additional expiring eighteen police officers positions from the Distressed Neighborhoods Grant, which will be offset by four police officer vacancies that were budgeted for the Grant this year but not needed; sworn promotions; health insurance contributions; and various FOP contractual fringe benefits. This increase is offset by decreases in the non -funding of the twenty-three Community Service Provider positions; motor fuel; overtime -events; and the transfer of salary savings to various operating line items in the Administration Division during the mid -year adjustments. 117 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office Of The Chief $279,188 $408,384 $296,912 $291,912 $330,119 Administration 18,057,897 18,122,016 $20,312,378 $20,876,209 $23,549,183 Operations 68,507,594 67,718,942 $74,631,641 $74,022,895 $75,088,010 Title Not Found $0 $0 $0 $0 $0 FEMA - Police $0 $0 $0 $0 $0 $86,844,679 $86,249,342 $95,240,931 $95,191,016 $98,967,312 60000000 70000000 60000000 50000000 40000000 30000000 20000000 10000000 Allocation by Division 01 02 03 13 63 ♦ Office Of The Chief (Div 01): This division is $38,207 or 13.09% more than the FY2003 Amended Budget due to an adjustment in annual salary. ♦ Administration (Div 02): This division is $2,672,974 or 12.80% more than the FY2003 Amended Budget due to the addition of ten civilian positions; increase in contractual services for citywide security, physical examinations, law enforcement training (at academy) for police officers and public service aides, and repairs and maintenance; capital purchases; AFSCME Term -Life Insurance Premiums; overtime -regular, equipment rentals; electricity; travel; and various supplies. This increase is offset by the elimination of nine permanent part-time guard positions; one position transferred to FFACE; and a decrease in advertising and clothing -city purchase expenses. ♦ Oaerations (Div 03): This division is $1,065,115 or 1.44% more than the FY2003 Amended Budget due to the additional expiring eighteen police officers positions from the Distressed Neighborhoods Grant, which will be offset by four police officer vacancies that were budgeted for the Grant this year but not needed; sworn promotions; health insurance contributions; and various FOP contractual fringe benefits. This increase is offset by decreases in the non -funding of the twenty-three Community Service Provider positions; motor fuel; overtime -events; and the transfer of salary savings to various operating line items in the Administration Division during the mid -year adjustments. 117 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget PL ALIC WORKS The Department of Public Works is responsible for permitting and controlling construction work involving public improvements; maintaining streets, sidewalks, curbs, bridges, and canals within public rights-of-way. Public Works also provides storm water quality management through its Municipal Separate Storm Water Management program implemented by the National Pollution Discharge Elimination System (NPDES) Permit. Additionally, this department manages the City's street lighting system, bus benches, public telephone and news racks, and four storm water pump stations. FY 2004 Table of Organization Classified: 89 Unclassified: 6 Temporary FTE: 13 Total Positions: 108 Administration Classified: 6 Unclassified: 5 Stormwater Utility Construction Administration Classified: 14IH Unclassified: 1 Classified: 4 Unclassified: 0 Stonnwater Utility Design Maintenance Classified: 6 Classified: 10 Unclassified: 0 Unclassified: 0 operations NPDES Classified: 39IH Classified: 10 Unclassified: 0 Unclassified: 0 118 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget PLALIC WORKS *To protect and improve the metropolitan area's surface water quality by effectively complying with all National Pollutant Discharge Elimination System requirements. ♦ To complete the 2004 storm water collection system cleaning cycle. (Approximately 20% of all drains). ♦ To implement a construction site runoff inspections program that includes a minimum of 2 inspections per site and to obtain the certification for all Public Works Inspectors from the Department of Environmental Protection through in-house training. ♦ To provide accurate and useful public information on water resources and water quality protection by mail semi annually. ♦ To submit an annual report to the Florida Department of Environmental Protection by April 30th, 2004 describing the work performed by the City for the improvement of the environment. ♦ Oversee the installation of 1,500 new bus benches. ♦ Canal Cleaning targets monthly cleaning of Comfort Canal, Wagner Creek, Lawrence Waterway, Davis and Ademar Canals, and portions of the Miami River. ♦ Approximately 7,440 line and grade inspections were performed. ♦ City crews inspected and cleaned 1,418 catch basins and 210 manholes. ♦ Processed and issued 1,850 utility excavation permits. ♦ Reviewed 13 Large Scale Development plans and issued 660 sidewalk, driveway, curb and gutter permits. ♦ Completed ranking of all major street reconstruction projects for inclusion in FY2004 Capital Improvement Program. ♦ Completed the yearly cycle of canal cleaning by consultant services in the amount of $125,000. ♦ Completed installation of 39,400 feet of curb. ♦ Completed installation of 45,300 feet of sidewalk. 119 12420 DEPARTMENT SUMMARY DETAILS City --Of Miami FY2004 Budget PLi3LIC WORKS $9,539,739 $10,166,680 $9,416,990 $11,743,254 Allocation by Department Personnel FY2004 ESTIMATED $5,287,372 $6,679,606 $0 $11,966,978 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $4,741,447 $5,111,315 $4,358,487 $5,050,409 Operating Expense $4,723,528 $5,028,103 $5,058,503 $6,658,845 Capital Outlay $74,764 $27,262 $0 $34,000 $9,539,739 $10,166,680 $9,416,990 $11,743,254 Allocation by Department Personnel FY2004 ESTIMATED $5,287,372 $6,679,606 $0 $11,966,978 • Personnel: This category is $236,963 or 4.69% more than the FY2003 Amended Budget due to the addition of one Engineer Tech II position. Personnel expenses also reflect increases resulting from anniversary, longevity, and cost of living adjustments. • Operating Expense: This category is $20,761 or 0.31% more than the FY2003 Amended Budget due to an increase in Utility Services- Street Lighting budget caused by a rate increase. Additional increases are attributed to Professional Services and future purchases of road materials and supplies. • Capital Outlay: This category is $34,000 or 100.00% less than the FY2003 Amended Budget because no budget was allocated for FY2004. 120 12420 0J Capital Outlay 0.0% Operating Expense 55.8% ❑ Personnel 44.2% Total: 100.0% • Personnel: This category is $236,963 or 4.69% more than the FY2003 Amended Budget due to the addition of one Engineer Tech II position. Personnel expenses also reflect increases resulting from anniversary, longevity, and cost of living adjustments. • Operating Expense: This category is $20,761 or 0.31% more than the FY2003 Amended Budget due to an increase in Utility Services- Street Lighting budget caused by a rate increase. Additional increases are attributed to Professional Services and future purchases of road materials and supplies. • Capital Outlay: This category is $34,000 or 100.00% less than the FY2003 Amended Budget because no budget was allocated for FY2004. 120 12420 DIVISIONAL SUMMARY City of Miami FY2004 Budget PL ALIC WORKS 7000000 8000000 5000000 4000000 3000000 2000000 1000000 0 Allocation by Division 01 02 03 05 10 90 91 121 12420 FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office Of The Director $791,014 $977,244 $777,846 $780,148 $1,220,963 Design $1,069,356 $1,140,292 $370,865 $376,629 $711,141 Construction $985,785 $1,066,333 $883,300 $818,059 $865,760 Operations General $5,659,904 $6,012,672 $6,390,062 $6,458,504 $6,594,487 Stormwater Utility $299,556 $224,830 $251,148 $242,147 $242,618 Maintenance $734,124 $745,309 $743,769 $802,767 $634,133 Npdes $0 $0 $0 $2,265,000 $1,697,876 $9,539,739 $10,166,680 $9,416,990 $11,743,254 $11,966,978 7000000 8000000 5000000 4000000 3000000 2000000 1000000 0 Allocation by Division 01 02 03 05 10 90 91 121 12420 DETAILS Citu of Miami FY2004 Budget PL CLIC WORKS ♦ Office Of The Director (Div 01): This division is $440,815 or 56.50% more than the FY2003 Amended Budget due to the transfer of one unclassified employee from Design to Office of the Director and expenses resulting from cost of living, anniversary, and longevity increases. Additionally Professional Services reflects an increase in the use of outside consultants to help satisfy the surveying and mapping needs of the City. ♦ Design (Div 02): This division is $334,512 or 88.82% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments. Additional increases are also attributed to Other Contractual Services. ♦ Construction (Div 03): This division is $47,701 or 5.83% more than the FY2003 Amended Budget due to the addition of one new Engineer Tech II position and the increase of cost of living, anniversary, and longevity adjustments. The transfer of one classified employee from Operations to Construction is also attributed to the increase in this division. ♦ Operations General (Div 05): This division is $135,983 or 2.11% more than the FY2003 Amended Budget due to cost of living, anniversary, and longevity adjustments. Additionally, Utility Services -Street Lightning reflects an increase due to an increase in electricity rates. The cost of Road Materials and Repair/Maintenance-Outside is due to increases in the cost of ready mix concrete, asphaltic concrete, lime rock and the street beautification project approved by the City Manager in FY2003. ♦ Stormwater Utility (Div 10): This division is $471 or 0.19% more than the FY2003 Amended Budget due to anniversary, longevity, and cost of living adjustments. ♦ Maintenance (Div 90): This division is $168,634 or 21.01% less than the FY2003 Amended Budget due to a decrease in Repair/Maintenance-Outside expenses, which has been budgeted elsewhere. ♦ Nodes (Div 91): This division is $567,124 or 25.04% less than the FY2003 Amended Budget due to a decrease in personnel expenses and a decrease in Professional Services. 122 1212u DESCRIPTION ORGANIZATION City of Miami FY2004 Budget -eURCHASING This Department purchases or supervises the purchase of all supplies and services needed by City departments. Purchasing sells, transfers, and disposes of surplus personal property; establishes and maintains programs for specification development, contract administration, and vendor performance; ensures compliance to promote the Minority/Women Business Enterprise Program goals of increasing the volume of City contracts with Black, Hispanic, and women -owned businesses; and manages Citywide advertising. All functions are performed pursuant to state and local laws. FY 2004 Table of Organization Classified: 14 Unclassified: 5 Temporary FTE: 0 Total Positions: 19 Administration Classified: 3 Unclassified: 4 Surplus Disposal Classified: 1 Unclassified: 0 Bid/Contracts Classified: 6 Unclassified: 1 123 Small Purchases Classified: 3 Unclassified: 0 MNYBE Program Classified: 1 Unclassified: 0 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget .r'URCHASING ♦ Increase by 10 % the City of Miami M/WBE firm and local vendor participation in the award of City contracts for goods and services. ♦ Educate the minority and local vendor community on how to do business with the City of Miami through the media, workshops, seminars and presentations. ♦ Continue to identify, certify and register minority and local vendors in order to expand our bidders list to provide goods and services. ♦ Assisted in the drafting of the new Purchasing Ordinance (No. 12271) to increase the efficiencies in the procurement of goods and services for city departments, agencies, and boards. ♦ Drafted new policies and procedures for the implementation of the new Purchasing Ordinance. ♦ Provided for citywide liaison training on the new procedures for decentralized purchases to conform to the requirements set forth in the Procurement Code. ♦ Assisted in developing a facsimile feature known as "e -quotes" to our current APS procurement software for buyers to send via fax Request for Quotations to potential bidders directly from their workstations. 124 12420 DEPARTMENT SUMMARY DETAILS Cita of Miami FY2004 Budget .OURCHASING Operating Expense $997,483 $1,062,037 $1,249,915 $1,253,694 $1,270,145 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $909,854 $980,814 $1,138,711 $1,142,490 $1,197,724 Operating Expense $81,978 $76,528 $110,204 $102,204 $72,421 Capital Outlay $5,651 $4,695 $1,000 $9,000 $0 Operating Expense $997,483 $1,062,037 $1,249,915 $1,253,694 $1,270,145 Allocation by Department Personnel • Personnel: This category is $55,234 or 4.83% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustments for FY2004. • Operating Expense: This category is $29,783 or 29.14% less than the FY2003 Amended Budget due to a budget decrease in other contractual services. • Capital Outlay: This category is $9,000 or 100.00% less than the FY2003 Amended Budget because no capital needs are anticipated for FY2004. 125 12420 Il capital Outlay 0.0% 0 Operating Expense 5.7% ❑ Personnel 94.3% Total: 100.0% • Personnel: This category is $55,234 or 4.83% more than the FY2003 Amended Budget due to anniversary, longevity and cost of living adjustments for FY2004. • Operating Expense: This category is $29,783 or 29.14% less than the FY2003 Amended Budget due to a budget decrease in other contractual services. • Capital Outlay: This category is $9,000 or 100.00% less than the FY2003 Amended Budget because no capital needs are anticipated for FY2004. 125 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget ECONOMIC DL VELOPMENT The Department of Economic Development administers competitive unified development process for public/private development projects that combines the planning, design, construction, leasing and management of City property. The Department represents the city in public/private development projects; coordinates economic development initiatives for the City focusing on expansion, attraction, and retention of businesses, business investment and physical renewal; coordinates activities related to the Empowerment and Enterprise Zones; and manages selected capital improvement projects for significant City properties. FY 2004 Table of Organization Classified: 4.5 Unclassified: 9.33 Temporary FTE: 0 Total Positions: 13.83 Administration Classified: 2 Unclassified: 3.33 Economic Development Classified: 0.5 Unclassified: 2 126 Real Estate Classified: 2 Unclassified: 4 12420 �G��Y oFr City of Miami FY2004 Budget ECONOMIC DI VELOPMENT INCIAP II IIITEI 3, o �o4ti4 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 ♦ To attract and maintain high growth, value added businesses and industries to the City of Miami through initiatives and projects that will enhance the buildings and economic environment, capitalizing on the City's opportunities and assets, in partnership with its residents and the business community, as well as, maximize community use and revenue potential of City -owned real estate through land acquisition, sale, leasing and management. ♦ Create and promote economic development incentives that will stimulate commercial, industrial and residential development in specified areas of the City. ♦ Develop and coordinate public/private and public/public activities and programs that leverage City resources. ♦ Create public/private development opportunities for underutilized City -owned properties. ♦ Negotiate the acquisition, sale and leasing of City -owned real estate while efficiently managing the real estate portfolio. ♦ Conduct economic and business development research, analysis and activities. ♦ Facilitated expansion of the Enterprise Zone to include Little Haiti and portions of the Miami River as authorized by the State legislature. ♦ Created and implemented a tax abatement ordinance for new and expanding businesses within the Enterprise Zone. ♦ Created and implemented an ordinance to waive impact fees for the first three (3) major residential developments within the central business district that targets middle income home buyers. ♦ Secured State and City funding for design and construction of improvements at Lummus Park. ♦ Developed promotional website for the Coconut Grove Business District. ♦ Completed marketing study for the Coconut Grove Business District. ♦ Completed economic impact analysis for SW 7th and 8th Streets. ♦ Completed targeted Industry Analysis for the FEC Strategic Redevelopment Plan. ♦ Obtained a total of $3,254,000 in grant funds from International, Federal and State agencies to support development projects and economic programs. 127 12, 42 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget ECONOMIC DE VELOPMENT CATEGORY Personnel Operating Expense Capital Outlay Non -Operating Operating Expense Capital Outs FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $476,129 $708,791 $987,454 $967,237 $92,609 $105,606 $131,700 $146,900 $5,806 $2,320 $0 $8,800 $5,266 $26,762 $9,250 $9,250 $579,810 $843,479 $1,128,404 $1,132,187 Allocation by Department FY2004 ESTIMATED $945,424 $98,419 $7,971 $0 $1,051,814 Personnel Capital Outlay 0.8% Non -Operating 0.0% ❑ Operating Expense 9.4% ® Personnel 89.9% Total: 100.0% + Personnel: This category is $21,813 or 2.26% less than the FY2003 Amended Budget due to the cost of living, anniversary and longevity, and salary adjustments for the new Assistant Director and the cost of car allowance and telephone benefits for the new Director. Operating Expense: This category is $48,481 or 33.00% less than the FY2003 Amended Budget because of the reduction of $15,000 out of Professional Svcs Engineer, the department would reduce the survey services related to unified development projects; and by eliminating $6,287 out of Promotional activities, the department would reduce the quantity of the promotional brochures prepared to promote project development opportunities and initiatives underway in the City that serves to attract new business and projects. Capital Outlay: This category is $829 or 9.42% less than the FY2003 Amended Budget due to one-time capital expenditures related to replacement of obsolete and non-functional small capital items. Non -Operating: This category is $9,250 or 100.00% less than the FY2003 Amended Budget due to a one-time reserve allocation that has been eliminated to better align appropriations to anticipated financial needs for FY2004. 128 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget RISK IMiANAGEMENT Risk Management administers the City's self-insured program. This program operates in a similar way to a commercial insurance company in that it provides liability coverage, coverage to injured employees through Workers' Compensation, property coverage, and health insurance for employees and retirees. The department handles its own claims while providing adequate safeguard against catastrophic losses. Risk Management has two divisions: Property and Casualty and Group Insurance. FY 2004 Table of Organization Classified: 19 Unclassified: 6 Temporary FTE: 0 Total Positions: 25 Risk Management Property & Casualty Classified: 15 Unclassified: 5 129 Group Insurance Classified: 4 Unclassified: 1 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 u City of Miami FY2004 Budget RISK A-ANAGEMENT 130 DEPARTMENT SUMMARY DETAILS CATEGORY Personnel Operating Expense Capital Outlay Non -Operating City of Miami FY2004 Budget RISK N iLANAGEMENT FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED $1,520,847 $1,698,719 $1,947,038 $1,887,038 $1,679,030 $52,967,908 $41,386,646 $44,837,352 $44,878,391 $49,536,880 $9,276 $0 $0 $0 $0 $0 $0 $0 $0 $0 $54,498,031 $43,085,365 $46,784,390 $46,765,429 $51,215,910 Personn Allocation by Department aerating Expense • Personnel: This category is $208,008 or 11.02% less than the FY2003 Amended Budget due to the out -souring of the worker's compensation program that reduced seven full-time positions and three temporary positions, which is partially offset by normal cost of living, annual performance and longevity increases. • Operating Expense: This category is $4,658,489 or 10.38% more than the FY2003 Amended Budget due to the increased costs for the City's self-insurance liabilities, worker's compensation claim payments, increased health insurance benefit costs and a new out -sourcing contract for the City's worker's compensation program. 131 12420 is Capital Outlay 0.0% Non -Operating 0.0% ❑ Operating Expense 96.7% Personnel 3.3% Total: 100.0% • Personnel: This category is $208,008 or 11.02% less than the FY2003 Amended Budget due to the out -souring of the worker's compensation program that reduced seven full-time positions and three temporary positions, which is partially offset by normal cost of living, annual performance and longevity increases. • Operating Expense: This category is $4,658,489 or 10.38% more than the FY2003 Amended Budget due to the increased costs for the City's self-insurance liabilities, worker's compensation claim payments, increased health insurance benefit costs and a new out -sourcing contract for the City's worker's compensation program. 131 12420 DIVISIONAL SUMMARY DETAILS City of Miami FY2004 Budget RISK MANAGEMENT FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Group Benefits 21,192,178 23,908,020 $20,202,452 $21,092,491 $22,377,474 Property & Casualty 33,305,853 19,177,345 $26,581,938 $25,672,938 $28,838,436 $54,498,031$43,085,365 $46,784,390 $46,765,429 $51,215,910 32000000 28000000 24000000 20000000 16000000 12000000 8000000 4000000 Allocation by Division 33 44 ♦ Group Benefits (Div 33): This division is $1,284,983 or 6.09% more than the FY2003 Amended Budget due mainly to increased health insurance costs. ♦ Property & Casualty (Div 44): This division is $3,165,498 or 12.33% more than the FY2003 Amended Budget due mainly to the increased costs for the City's self-insurance liabilities and worker's compensation claim payments and due to a new contract for the out -sourcing of the City's worker's compensation program. 132 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget SOLID WASTE The Solid Waste Department has three divisions responsible for providing cost effective and efficient residential pick up (from one to four units) of garbage, trash, bulky waste and recyclables to over 65,000 residences in Miami. This department is responsible for cleaning the City's right-of-ways by mechanically sweeping major commercial corridors, servicing over 500 litter containers on sidewalks, removing dead animals, and handling clean-up operations of all Special Events. Solid Waste administers the nonexclusive commercial solid waste hauler franchisees. FY 2004 Table of Organization Classified: 236 Unclassified: 6 Temporary FTE: 50 Total Positions: 292 Administration Classified: 13 Unclassified: 5 Waste collection Classified: 215 Unclassified: 1 133 Sanitation Code Enforcement Classified: 8 Unclassified: 0 12.20 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget ►OLID WASTE ♦ To become a self-sufficient, professionally staffed, adequately equipped department providing the highest quality of technologically advanced solid waste service to residents, city facilities and the public. ♦ To expand the usage of the automated residential garbage collection program to include trash for a combined integrated collection system. ♦ To establish a monthly bulk trash collection program for residential properties, including the construction of a neighborhood trash and recycling center for residents to dispose of items between bulky collections. ♦ To continue our coordinated approach to sanitation code enforcement, utilizing education for voluntary compliance as the basis to become one of the cleanest large cities in America. ♦ To maximize the use of our equipment and resources by balancing the current garbage collection routes and trash sections utilizing the data gathered by the department and distilled by CitiStat. ♦ To improve on the cleanliness of the city through the efforts of the mayor's cleanup program by further involving the community through education and enforcement. ♦ To resolve customer service requests in an expeditious and effective manner while creating a positive rapport between the department of solid waste and the residents of the city of Miami. ♦ Completed the implementation of phase I and II of the automated residential garbage collection system. Phase III ( trash carts) should be purchased and installed by the end of the fiscal year. ♦ The day -time street sweeping has been implemented on commercial and residential streets with curbs and gutters. ♦ The department's code enforcement section has developed a systematic approach for identifying problem areas where an educational component would benefit the affected areas. Code enforcement inspectors perform an educational blitz of the specific and adjacent areas distributing pertinent materials to the citizens. This will facilitate the enforcement/compliance of the city's prescribed ordinances in an effort to reduce solid waste violations. This division continues to work closely with solid waste operations division and other state and local agencies to facilitate efforts to ensure cleaner communities. Additionally, there are ongoing sweeps of the Wagner Creek Produce Market area with ongoing educational efforts to encourage voluntary compliance. The goal is to reduce violations through these efforts and ultimately realize a reduction in warning notices and citations by the end of the fiscal year. To date, code enforcement has conducted over 8,250 inspections, issued over 3,150 warnings notices, and issued over 850 citations in an effort to reach voluntary compliance. 134 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget a0LID WASTE Cap $18,798,333 $19,602,566 $23,047,288 $23,047,288 Allocation by Department FY2004 ESTIMATED $11,388,901 $11,235,230 $13,016 $0 $22,637,147 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $9,210,526 $9,477,909 $11,692,420 $11,692,421 Operating Expense $9,500,476 $9,965,794 $11,354,868 $11,354,867 Capital Outlay $87,331 $139,239 $0 $0 Non -Operating $0 $19,624 $0 $0 Cap $18,798,333 $19,602,566 $23,047,288 $23,047,288 Allocation by Department FY2004 ESTIMATED $11,388,901 $11,235,230 $13,016 $0 $22,637,147 • Personnel: This category is $303,520 or 2.60% less than the FY2003 Amended Budget due to elimination of twenty temporary positions in the waste collection division. • Operating Expense: This category is $119,637 or 1.05% less than the FY2003 Amended Budget due to the increase in the tipping fees paid to Miami Dade county. The fee increased from $59.50 (FY 2003) to $60.70 (FY 2004). • Capital Outlay: This category is $13,016 or 100.00% more than the FY2003 Amended Budget due to a one time purchase of new equipment in FY 2004. 135 12420 19 Capital Outlay 0.1% ❑ Non -Operating 0.0% ❑ Operating Expense 49.6% ® Personnel 50.3% Total: 100.0% • Personnel: This category is $303,520 or 2.60% less than the FY2003 Amended Budget due to elimination of twenty temporary positions in the waste collection division. • Operating Expense: This category is $119,637 or 1.05% less than the FY2003 Amended Budget due to the increase in the tipping fees paid to Miami Dade county. The fee increased from $59.50 (FY 2003) to $60.70 (FY 2004). • Capital Outlay: This category is $13,016 or 100.00% more than the FY2003 Amended Budget due to a one time purchase of new equipment in FY 2004. 135 12420 DIVISIONAL SUMMARY DETAILS City of Miami FY2004 Budget SOLID WASTE FY2001 FY2002 FY2003 FY2003 FY2004 DIVISION ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Office Of The Director $1,285,886 $1,361,960 $1,652,219 $1,652,222 $1,720,883 Waste Collection 17,512,447 18,240,606 $21,395,069 $21,395,066 $20,916,264 $18,798,333 $19,602,566 $23,047,288 $23,047,288 $22,637,147 24000000 20000000 16000000 12000000 8000000 4000000 0 Allocation by Division 01 03 ♦ Office Of The Director (Div 01): This division is $68,661 or 4.16% more than the FY2003 Amended Budget due to anniversary, longevity, cost of living adjustments. ♦ Waste Collection (Div 03): This division is $478,802 or 2.24% less than the FY2003 Amended Budget due to elimination of twenty temporary positions and overall 3% reduction of budget requested by the City manager. 136 12420 Contributions Virginia Key Trust Foundation of Community Assistance and Leadership (F.O.C.A.L.) for Management of a Computer Program at Moore Park Model City Community Revitalization District Trust Belafonte Tacolcy for Management of a Sports Development Program Greater Miami Tennis Patrons Foundation for Management of Moore Park Tennis Center (Anticipated to Begin in FY 2003) Miami River Commission Bayfront Park Trust BayfrontfRiverfront Land Acquistion Trust Off Street Parking/Gusman Olympia Sub -Total: Elected Officials Rollover Surplus Aid to Private Organization Funding for Other Programs Community Relations Board International Trade Board Sister Cities Mayor's International Council 'ilm, Arts, Culture and Entertainment (F.A.C.E. Beautification Committee Miami Action Plan Memberships/Subscriptions Greater Miami Chamber of Commerce U.S. Conference of Mayors National League of Cities Florida League of Cities Dade League of Cities Miscellaneous U.S. Conference of Mayors Severance Pay Attrition Savings Festivals Account Legislative Liaison Fire Fee Exemptions Reserve for Emergencies Special Assessment District Taxes Legal Services Reserves Contingency Reserve Working Capital Reserve Operating Surplus Reserve City of Miami FY2004 Budget NON -DE -'k ARTMENTAL Adooted 2002- 03 $565,000 $116,000 $507,245 $87,000 $95,000 ACCOUNTS Amended 2002 - 03 $565,000 $116,000 $507,245 $87,000 $95,000 Adopted 2003 - 04 $715,000 $116,000 $621,777 $87,000 $0 $25,000 $25,000 $25,000 $1,085,000 $1,085,000 $1,085,000 $74,000 $74,000 $74,000 $251,500 $251,500 $256,400 $2,805,745 $2,805,745 $2,980,177 137 12420 $0 $174,173 $0 Sub -Total: $0 $174,173 $0 $79,556 $79,556 $139,832 $255,000 $255,000 $0 $164,567 $164,567 $0 $0 $0 $424,567 $85,355 $366,985 $363,141 $20,000 $20,000 $0 $104,083 $0 $0 Sub -Total: $708,561 $886,108 $927,540 $3,150 $3,150 $3,000 $10,500 $10,548 $11,000 $14,500 $14,500 $14,500 $28,050 $29,550 $31,019 $12,000 $12,963 $12,963 Sub -Total. $68,200 $70,711 $72,482 $0 $0 $50,000 $4,000,000 $4,000,000 $4,000,000 44,000,000 44,000,000 45,000,000 $500,000 $550,000 $600,000 $420,000 $420,000 $470,000 $3,186,182 $3,186,182 $2,213,771 $500,000 $1,670,690 $1,402,000 $15,000 $15,000 $15,000 $500,000 $500,000 $500,000 Sub -Total: $5,121,182 $6,341,872 $4,250,771 $5,000,000 $2,140,810 $5,000,000 $0 $0 $0 $2,025,249 $0 $0 Sub -Total. $7,025,249 $2,140,810 $5,000,000 137 12420 Transfers to Other Funds City of Miami FY2004 Budget NON-DEi ARTMENTAL ACCOUNTS Adooted 2002- 03 Amended 2002 - 03 Adopted 2003 - 04 Neighborhood Enhancement Team $4,650,880 $4,650,940 $6,065,301 Capital Improvements Projects $33,157,242 $30,922,342 $19,794,020 Debt Service Fund (Parking Surcharge) $1,860,000 $1,860,000 $1,894,710 Community Redevelopment Agency $279,488 $659,388 $659,388 Parks and Recreation Special Revenue Fund $0 $865,948 $0 Information Technology Special Revenue Fund $0 $698,481 $0 Public Facilities Special Revenue Fund $0 $494,125 $0 Mayoral Poverty Initiative $0 $2,000,000 $500,000 Miami Homeless Program $125,000 $125,000 $125,000 Sub -Total: $40,072,610 $42,276,224 $29,038,419 Grand Total: $55,801,547 $54,695,643 $42,269,389 138 12420 DESCRIPTION DEPARTMENT SUMMARY BUDGET HIGHLIGHTS City of Miami FY2004 Budget G__`NERAL OBLIG_ TIONS BOND There are several different series of General Obligation Bonds with maturity dates extending throughout the year. The main purpose for issuing these bonds is to obtain funds for capital projects, environmental amelioration, and other projects such as constructing or improving sanitary and storm sewers, expanding parks, developing housing, or building public facilities. FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Operating Expense $17,826,347 $19,299,864 $22,618,137 $22,618,137 $20,727,881 Non -Operating $0 $0 $0 $0 $0 $17,826,347 $19,299,864 $22,618,137 $22,618,137 $20,727,881 'The costs of General Obligation Bonds for FY04 are as follows: Debt Service $ 20,697,881 Operating Expenses 30,000 TOTAL APPROPRIATION $ 20,727,881 *The revenues to pay the General Obligation Bonds of FY04 are as follows: Ad Valorem Tax Requirements $ 19,689,164 Fund Balance 1,038,717 TOTAL REVENUES $ 20,727,881 The budget is $1,890,256 or 8.4% less than the amended FY03 budget because of decreases in principal and interest payments. 139 12420 Gt�I op City of Miami FY2004 Budget r Fw GENERAL OBLIG� JIONS BOND IIC111 IIITEI �d�coy �o4ti4 INDEBTEDNESS OUTSTANDING GENERAL OBLIGATION BONDED INDEBTEDNESS PRINCIPAL AND INTEREST REQURIEMENTS AS OF SEPTEMBER 30, 2003 Fiscal Year Principal Interest Total 2004 10,740,000 $9,957,881 $20,697,881 2005 10,195,000 $9,392,380 $19,587,380 2006 10,403,024 $9,190,411 $19,593,435 2007 10,352,523 $9,240,954 $19,593,477 2008 10,275,644 $9,320,744 $19,596,388 2009 10,185,262 $9,411,109 $19,596,371 2010 10,149,048 $9,447,329 $19,596,377 2011 10,187,664 $9,408,297 $19,595,961 2012 10,198, 376 $9,399,360 $19,597,736 2013 9,782,644 $9,485,004 $19,267,648 2014 10,162,519 $9,557,554 $19,720,073 2015 10,129,949 $9,586,849 $19,716,798 2016 12,628,304 $7,092,549 $19,720,854 2017 14,675,000 $5,042,216 $19,717,216 2018 15,485,000 $4,231,979 $19,716,979 2019 16,330,000 $3,388,581 $19,718,581 2020 17,245,000 $2,474,889 $19,719,889 2021 18,210,000 $1,508,291 $19,718,29- 2022 19,215,000 $505,375 $19,720,37;, Total $ 236,549,957 $ 137,641,752 $ 374,191,709 GENERAL OBLIGATION BONDS OUTSTANDING ON SEPTEMBER 30, 2003 Final Maturity Amount Amount General Obligation Issue Date Year Issued Outstanding Housing Bonds Series 1977 2/1/1977 2007 14,040,000 475,000 Housing Bonds Series 1981 8/1/1981 2011 9,150,000 1,985,000 General Obligation Refunding Series 1992 2/1/1992 2013 70,100,000 32,625,000 General Obligation Refunding Series 1993 7/1/1993 31,860,000 0 General Obligation Refunding Series 2002A 4/1/2002 2017 32,510,000 30,095,000 General Obligation Series 2002A 8/1/2002 2022 53,186,406 52,689,956 General Obligation Refunding Series 2003 5/1/2003 2012 18,680,000 18,680,000 Total $329,526,406 $236,549,956 140 12420 t"VY O -P City of Miami FY2004 Budget SPECIAL OBLIGATION BONDS DESCRIPTION DEPARTMENT SUMMARY These bonds, notes, and loans are to be used to fund various parks, housing -related and other community projects. The following list details these debt service requirements: CATEGORY Operating Expense Non -Operating FY2001 FY2002 FY2003 FY2003 FY2004 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED $21,714,018 $22,845,999 $18,589,411 $18,589,411 $21,668,208 $1,420,136 $1,811,952 $0 $0 $0 $23,134,154 $24,657,951 $18,589,411 $18,589,411 $21,668,208 DEBT SERVICE FOR SPECIAL OBLIGATIONS & LOANS FOR FY2004 Description Principal Interest Total Code Non -Ad Valorem Rev. Bonds Series 1995 (Pension) 1,185,000 4,625,646 5,810,646 U,PS Sunshine State Commercial Loan Pool Series 1988 614,696 141,765 756,461 U Special Obligation Bonds Admin Bldg Series 1995 470,000 194,955 664,955 U S E Overtown Comm Redev Bonds Series 1990 135,000 222,275 357,275 SR,TI Guaranteed Entitlement Bonds Series 1989 0 0 0 SR S E Overtown / Park West(Dept of HUD Section # 108) 150,000 387,548 537,548 CDBG Wynwood Free Zone (Dept of HUD Section # 108) 320,000 125,000 445,000 CDBG Citadel Project (Dept of HUD Section # 108) 700,000 48,440 748,440 FS,CD Sunshine State Secondary Loan Pool (Melreese) 205,000 46,900 251,900 U Sunshine State Loan Pool Sr. 1988 (Coco. Grove Exhi 93,280 21,513 114,793 U Sunshine State Loan Pool Sr. 1988 (Dinner Key Marin 580,424 133,861 714,285 U Special Obligation Refunding Bonds Series 2002A 0 1,240,551 1,240,551 U Special Obligation Refunding Bonds Series 20026 1,840,000 269,338 2,109,338 U,FB Special Revenue Refunding Bonds 1987 (Miami Conv C 5,900,000 0 5,900,000 U,C Special Obligation Refunding Bonds Series 2002C 1,010,000 998,106 2,008,106 U Debt Service Subtotal 13,203,400 8,455,898 21,659,298 Operating Expenses: 6,435 U 2,475 SR 8,910 Total Debt Service: $21,668,208 141 12420 FUNDING SOURCES Amount (U) Utility Service Tax 1,766,248 (C) Convention Center 4,395,422 (PS) Parking Surcharge 1,915,800 (TI) Tax Increment 57,275 (SR) State Revenue Sharing (Guarantee Entitlement Bond) 2,475 (CDBG) Community Development Block Grant 1,256,548 (SR) State Revenue Sharing (Comm. Redev. Bonds) 300,000 (FS) Foreclosure Settlement 474,440 (FB) Fund Balance 1.500.000 Total $21,668,208 141 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget OTHER SPECxAL REVENUE This fund is currently comprised of the City of Miami Homeless Program and its various grants. This fund houses small grants that do not qualify to have their own fund and do not conform to other already existent funds. FY 2004 Table of Organization Classified: 0 Unclassified: 2 Temporary FTE: 0 Total Positions: 2 Miami Homeless Program Classified: 0 Unclassified: 2 142 12420 DEPARTMENT SUMMARY BUDGET HIGHLIGHTS City of Miami FY2004 Budget OTHER SPECIAL REVENUE ♦ This fund also encompasses grants received by the City of Miami Homeless Program, which gets appropriated by the Commission. 143 1242 FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $363,732 $431,240 $125,000 $945,656 $125,000 Operating Expense $7,914 $10,920 $0 $24,891 $0 Capital Outlay $0 $0 $0 $8,500 $0 Non -Operating $0 $0 $0 $13,700 $0 $371,646 $442,160 $125,000 $992,747 $125,000 ♦ This fund also encompasses grants received by the City of Miami Homeless Program, which gets appropriated by the Commission. 143 1242 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget MIAMI CONVEN 'ION CENTER This Division is responsible for planning and managing the operations of the City of Miami / University of Miami / James L. Knight International Center and Parking Garage and its interface with the Hyatt Hotel. Its primary responsibility is to insure use of the facility for a variety of activities, including entertainment, conferences, meetings, trade shows, consumer shows, concerts, or any other function of public and/or private interest. This Division solicits and books conventions, as well as special events that will highlight the desirability of the downtown area as a convention and event destination. FY 2004 Table of Organization Classified: 1.5 Unclassified: 4.34 Temporary FTE: 0 Total Positions: 5.84 Miami Convention Center Administration Classified: 1.5 Unclassified: 4.34 144 1%426 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget 7 MIAMI CONVEN 'ION CENTER Person $9,113,895 $7,058,728 $7,058,292 $7,095,960 $7,065,140 Allocation by Department Operating Expense 0 Capital Outlay 0.0% FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $310,523 $336,724 $355,118 $355,118 $401,292 Operating Expense $2,237,819 $2,305,052 $2,334,450 $2,372,118 $2,614,465 Capital Outlay $643 $0 $0 $0 $0 Non -Operating $6,564,910 $4,416,952 $4,368,724 $4,368,724 $4,049,383 Person $9,113,895 $7,058,728 $7,058,292 $7,095,960 $7,065,140 Allocation by Department Operating Expense 0 Capital Outlay 0.0% C3 Non -Operating 57.3% ❑ Operating Expense 37.0% ® Personnel 5.7% Total: 100.0% Personnel: This category is $46,174 or 13.00% more than the FY2003 Amended Budget due to the funding of 1/2 salary of a new Accountant position and increases in longevity and anniversary steps of current personnel. Operating Expense: This category is $242,347 or 10.22% more than the FY2003 Amended Budget due to cost increases in security, insurance for the parking garage, and other operating expenses at the Convention Center. Non -Operating: This category is $319,341 or 7.31% less than the FY2003 Amended Budget due to a decrease in the Convention Centers contribution to other funds. 145 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget L ,C ONOMIC DE` LLOPMENT & PLANNING SERVICES The City created this Fee in 1988 to accommodate the impact of new development in the Downtown Regional Impact (DRI) area. The fee has four components: The Transportation Mitigation Fee and the Air Quality Mitigation Fee are in the Capital Improvement Fund; the DRI/Master Plan Recovery Fee and the Administration Fee are accounted for in the Special Revenue Fund. Additionally, City Code Chapter 54.6 imposes an "Impact Fee" on additional development in order to finance related capital improvements, the demand for which is created by this development. Expenses incurred by the City in administering the Development Impact Fee are reimbursed through the imposition of a non-refundable service charge in the amount of three percent of the impact fee due. FY 2004 Table of Organization Classified: 0 Unclassified: 0 Temporary FTE: 5 Total Positions: 5 DRI Administration Classified: 0 Unclassified: 0 146 1242® DEPARTMENT SUMMARY BUDGET HIGHLIGHTS ON of Miami FY2004 Budget t,CONOMIC DEti ELOPMENT & PLANNING SERVICES ♦ DRI fees collected since 1988 will be used for Increment II of the Downtown DRI. City Code Chapter 13 governs any remaining DRI Fees. - Air Quality Fees shall be used to pay the City's costs for air quality monitoring, modeling and mitigation measures as required. (CIP Fund) - Transportation Fees will pay for improvements to mitigate impacts on regional transportation systems. (CIP Fund) - DRI/Master Plan recovery fees will reimburse the City for costs incurred in the DRI/Master Plan Study and future related studies. (Special Revenue Fund) - Administrative Fees pay for the City's costs to enforce development orders. (Special Revenue Fund) This fund will pay for the staffing of five positions. 147 12420 FY2001 F'Y2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $12,679 $754 $243,798 $251,000 $243,798 Operating Expense $405,672 $698,697 $0 $1,908,560 $o Capital Outlay $10,041 $o $0 $0 $0 Non -Operating $1,942,357 $0 $0 $2,774,914 $0 $2,370,749 $699,451 $243,798 $4,934,474 $243,798 ♦ DRI fees collected since 1988 will be used for Increment II of the Downtown DRI. City Code Chapter 13 governs any remaining DRI Fees. - Air Quality Fees shall be used to pay the City's costs for air quality monitoring, modeling and mitigation measures as required. (CIP Fund) - Transportation Fees will pay for improvements to mitigate impacts on regional transportation systems. (CIP Fund) - DRI/Master Plan recovery fees will reimburse the City for costs incurred in the DRI/Master Plan Study and future related studies. (Special Revenue Fund) - Administrative Fees pay for the City's costs to enforce development orders. (Special Revenue Fund) This fund will pay for the staffing of five positions. 147 12420 t�Y oFr City of Miami FY2004 Budget F FIRE-RESC, OTE SERVICES IICt11 IIITEI � 0 y ORGANIZATION This fund is comprised of Federal and State grants which support emergency medical services and FEMA/USAR disaster relief funding and deployment. This fund also receives support from the Fire Assessment Fee, which is transferred to the Capital Improvements Program for the improvement of apparatus/fleet, fire -rescue equipment, computers and communications, and fire stations and buildings. FY 2004 Table of Organization Classified: 2 Unclassified: 2 Temporary FTE: 0 Total Positions: 4 Office of the Fire Chief Weapons of Mass Destruction Preparedness Classified: 2 Unclassified: 0 USAR 11 Grant Classified: 0 Unclassified: 2 148 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget FIRE-RESC, t E SERVICES Allocation by Department Non -Operating FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $1,618,152 $375,002 $120,583 $622,554 $140,025 Operating Expense $342,501 -$251,970 $154,651 $474,196 $158,882 Capital Outlay $323,761 $334,367 $358,787 $1,304,149 $694,686 Non -Operating $7,128,758 $4,157,183 $4,605,342 $4,244,663 $15,572,183 $9,413,172 $4,614,582 $5,239,363 $6,645,562 $16,565,776 Allocation by Department Non -Operating BUDGET *The budget is 9,920,214 or 149.3% larger than the FY 2003 Amended Budget due to a HIGHLIGHTS newly accepted grant from the Department of Homeland Security. These funds will be used, as stipulated in the grant, for the purchase of specialized equipment, training, administrative services, development of the Urban Area Homeland Security Strategy, and other planned activities of the USAR 11 Grant Program. 149 12420 gi Capital Outlay 4.2% 0 Non -Operating 94.0% ❑ Operating Expense 1.0% ® Personnel 0.8% Total: 100.0% BUDGET *The budget is 9,920,214 or 149.3% larger than the FY 2003 Amended Budget due to a HIGHLIGHTS newly accepted grant from the Department of Homeland Security. These funds will be used, as stipulated in the grant, for the purchase of specialized equipment, training, administrative services, development of the Urban Area Homeland Security Strategy, and other planned activities of the USAR 11 Grant Program. 149 12420 w tax uFr City of Miami FY2004 Budget NET 119111 II,TEI 7,�coy DESCRIPTION ORGANIZATION NET is a program of thirteen service centers created to give City government a human face in each neighborhood. Examples of available services include police protection, code enforcement, issuing licenses, removing abandoned vehicles, controlling illegal dumping, and other services identified by area residents and businesses. FY 2004 Table of Organization Classified: 75 Unclassified: 21 Temporary FTE: 15 Total Positions: 111 NET Coordinators Office Classified: 1 Unclassified: 3 Upper Eastside NET Little Haiti/Edison/Little Code Enforcement Classified: 2 River NET Classified: 46 Unclassified: 0 Classified: 2 Unclassified: 5 Unclassified: 1 11 Model City NET Wynwood/Edgewater NET Classified: 3 Classified: 2 Unclassified: 1 Unclassified: 1 Overtown NET Allapattah NET Classified: 2 Classified: 2 Unclassified: 1 Unclassified: 1 Downtown NET West Little Havana NET Classified: 2 Classified: 2 Unclassified: 1 Unclassified: 1 Flagami NET Coral Way NET Classified: 3 Classified: 2 Unclassified: 1 Unclassified: 1 East Little Havana NET WE Coconut Grove NET Classified: 2 Classified: 2 Unclassified: 1 Unclassified: 2 S/W Coconut Grove NET Classified: 2 Unclassified: 1 150 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget NET ♦ To improve the quality of life for the residents of Miami through the provision of services and information, community outreach, civic education, and neighborhood enhancement programs. NET facilitates communication between residents and business owners and the City's departments in order to improve the quality of service. ♦ To modify the organizational structure and operation of NET to better reflect the department's mission: to improve quality of life in the City of Miami. ♦ To engage neighborhood organizations and residents in a process of planning, goal -setting, and collaborative work to improve quality of life at the neighborhood level. ♦ To create and use a departmental website, Miami N, and other media to provide residents, businesses, and visitors with information about the NET areas and neighborhoods of our City. ♦ To reinvigorate the Neighborhood Revitalization Task Force program and work with other City departments to expand services to the businesses in our neighborhood commercial corridors. ♦ In the Coral Way NET area, the implementation of a Shenandoah Revitalization Task Force is well under way. This task force has been devised and is being implemented in close cooperation with the Shenandoah Neighborhood Association. Three preliminary meetings have taken place and the geographical area to be included in the task force has been agreed upon. The entire area will be covered methodically block -by -block first undertaking an effort to educate property owners and tenants who may not be in compliance and subsequently applying and tracking compliance efforts for repeat offenders. The Shenandoah area is a stable area beset by violations on a comparatively minor number of properties. It is felt that through this concerted effort the overall quality of life enjoyed by Shenandoah residents will improve significantly. The Shenandoah Revitalization Task Force is yielding reports already with the first comparable figures due April 2003, as projected. ♦ The Little Haiti Revitalization Task Force has commenced the gathering of the baseline data for the task force area. Upon completing this phase, a survey of the properties therein will be conducted capturing compliance issues and quality of life concerns. Subsequently an education campaign will be conducted reaching out to residents and property owners to advise of applicable regulations and extending a helping hand to address any compliance issues. After this, compliance on quality of life issues for the area will be closely and regularly monitored and notices, tickets and other applicable compliance methods will be pursued and tracked in an effort to chart the revitalization of the area. The Little Haiti Revitalization Task Force will be yielding reports and tracked progress by July 2003, as projected. ♦ There has been a 55.7% reduction in the number of Category B lot clearing assignments in FY 2003, as compared to the same period last year. As pertaining to cost, only a 5.8% reduction has been registered. This is due to the program's new focus on cleaning -up major dumping sites which yield higher bid amounts by vendors. The intent of the objective is being accomplished since a lesser number of properties rise to the level of category B work, thus reducing the detrimental impact that dumping sites have on Miami's neighborhoods. 151 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget Operating Expense Capital OLM $4,385,811 $4,231,284 $5,650,880 $5,650,880 Allocation by Department NET FY2004 ESTIMATED $5,335,386 $697,915 $32,000 $0 $6,065,301 Personnel FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $3,755,684 $3,644,181 $5,318,140 $5,293,931 Operating Expense $439,375 $336,075 $332,740 $356,949 Capital Outlay $180,900 $111,731 $0 $0 Non -Operating $9,852 $139,297 $0 $0 Operating Expense Capital OLM $4,385,811 $4,231,284 $5,650,880 $5,650,880 Allocation by Department NET FY2004 ESTIMATED $5,335,386 $697,915 $32,000 $0 $6,065,301 Personnel I] Capital Outlay 0.5% El Non -Operating 0.0% ❑ Operating Expense 11.5% Personnel 88.0% Total: 100.0% • Personnel: This category is $41,455 or 0.78% more than the FY2003 Amended Budget due to an increase in the Code Enforcement Division to enhance the code compliance process by implementing a quality control program, conducting on-the-job training, and acting in supervisory capacity to Code Enforcement Inspectors. Also, there is an increase in the car allowance for 13 NET Administrators and 3 executives in lieu of city cars. • Operatin4 Expense: This category is $340,966 or 95.52% more than the FY2003 Amended Budget in order to compensate the reduction of Federal funding from Community Development for lot clearing assistance. • Capital Outlay: This category is $32,000 or 100.00% more than the FY2003 Amended Budget. Funds allocated in FY 2004 will be utilized to pay for repair costs to facilities as needed throughout the year. 152 42420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget PARxk:S & RECREATt�JN SERVICES This Special Revenue Fund is comprised of grants and donations from many sources. Expenditures include temporary employee funding from Miami -Dade County's Safe Neighborhood Parks Bond Program, annual grants from the Miami -Dade County Office of Americans with Disabilities, and funding for summer meals for children from the U.S. Department of Agriculture, etc. FY 2004 Table of Organization Classified: 3 Unclassified: 3 Temporary FTE: 1 Total Positions: 7 Disabilities Program Classified: 3 Undassftd: 3 153 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget PARr�S & RECREATiJ.N SERVICES CATEGORY FY2001 ACTUAL FY2002 ACTUAL FY2003 ADOPTED FY2003 AMENDED Personnel $635,031 $387,873 $738,991 $721,228 Operating Expense $317,245 $347,410 $194,954 $645,574 Capital Outlay $85,744 $61,368 $7,872 $175,143 Non -Operating $1,260,764 $707,063 $0 $89,362 Non - Capital Outlay $2,298,784 $1,503,714 $941,817 $1,631,307 Allocation by Department Personnel FY2004 •ESTIMATED $316,435 $26,115 $65,254 $110,495 $518,299 �0 Capital Outlay 12.6% Non -Operating 21.3% ❑ Operating Expense 5.0% ® Personnel 61.1% Total: 100.0% BUDGET I *The budget is $1,113,008 or 68.2% lower than the FY 2003 Amended Budget due to a HIGHLIGHTS one time budget reserve rollover and grants that get appropriated during the fiscal year by the Parks Department. 154 12420 DESCRIPTION ORGANIZATION Citv of Miami FY2004 Budget POL.tCE SERVICES This fund is mainly comprised of a number of Law Enforcement Grants from the United States Justice Department, the Bureau of Alcohol, Tobacco & Firearms, the Florida Department of Juvenile Justice, the State of Florida, and other Federal, State and Municipal Government agencies for the general purpose of law enforcement. Also included are projects that are not grant funded, but due to certain Florida Statutes, must be shown in a non -general operating fund. FY 2004 Table of Organization Classified: 28 Unclassified: 0 Temporary FTE: 0 Total Positions: 28 Police Department Office of the Chief Distressed Neighborhood Classified: 28 Unclassified: 0 155 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget POLI ---.'.E SERVICES 3 Pe $9,829,852 $12,825,701 $17,117,430 $20,973,961 $18,772,477 Allocation by Department Operating EWRrid"'"""0' FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $3,737,424 $3,953,903 $2,668,438 $3,792,852 $2,139,234 Operating Expense $1,248,538 $1,762,230 $986,484 $1,848,259 $1,801,549 Capital Outlay $3,267,379 $435,629 $12,943,064 $15,178,405 $14,811,694 Non -Operating $1,576,511 $6,673,939 $519,444 $154,445 $20,000 Pe $9,829,852 $12,825,701 $17,117,430 $20,973,961 $18,772,477 Allocation by Department Operating EWRrid"'"""0' BUDGET *The budget is $2,201,484 or 10.5% lower than the FY 2003 Amended Budget because HIGHLIGHTS projects are budgeted based on yearly expenditure amounts instead of the entire contract amount. 156 12420 E] Capital Outlay 78.9% Non -Operating 0.1% ❑ Operating Expense 9.6% ® Personnel 11.4% Total: 100.0% BUDGET *The budget is $2,201,484 or 10.5% lower than the FY 2003 Amended Budget because HIGHLIGHTS projects are budgeted based on yearly expenditure amounts instead of the entire contract amount. 156 12420 City of Miami FY2004 Budget POL-k..".E SERVICES PROJECT No PROJECT TITLE ESTIMATED FY2004 110098 BULLETPROOF VEST 11 66,764 126001 TRAINING ENTREPRENEURIAL FUND 78,083 136002 2nd DOLLAR TRAVEL/TRAINING 220,850 137001 G.R.E.A.T. VII 49,431 137002 G.R.E.A.T. VIII 85,000 142008 ELECTRONIC MESSAGE CENTER 50,000 142010 PARTNERSIIIP FUND 27,019 142013 WEED & SEED IV,V,VI 211,794 142015 CALd CARTEL ENFORCEMENT VI 45,766 142016 COPS MORE 96 0 142017 WYNWOOD-HIDTA VI, VII 71,060 142019 STOP VIOLENCE AGAINST WOMEN 191,462 142021 COMMUNITY POLICING DEMO CENTER 2,909 142023 LAW ENFORCEMENT BLACK GRANT VI 0 142023 LAW ENFORCEMENT BLACK GRANT V 0 142023 LAW ENFORCEMENT BLOCK GRANT VII 1,978,535 142024 DISTRESSED NEIGHBORHOOD 849,410 142025 COPS MORE 98 8,894,122 142027 STOP ACTIVE VANDALISM EVERYWHERE 78,767 142029 COPS 311 363,275 142030 DOMESTIC PREPAREDNESS EQUIPMENT 17,461 142032 VIOLENT CR94E GRANT 100,000 196002 E-911 EMERGENCY SYSTEM 2,438,444 196003 911 WIRELESS EMERGENCY COMMUNICATION ACT 2,952,325 157 518,772,477 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget LAW ENFORCE_ ✓TENT TRUST FUND This Trust Fund's primary focus is to account for confiscated monies awarded to the City for law enforcement related expenditures as stipulated by State, local, and Federal equitable sharing laws. FY 2004 Table of Organization Classified: 4 Unclassified: 0 Temporary FTE: 1 Total Positions: 5 Police Department Office of the Chief Law Enforcement Trust Fund Classified: 4 Unclassified: 0 158 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget LAW ENFORCE. -TIENT TRUST 4. FUND Capital Outlay Per; $4,494,140 $5,547,055 $8,064,087 $8,253,184 $6,302,588 Allocation by Department Operating Expense FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $781,390 $1,059,384 $422,493 $377,316 $282,307 Operating Expense $1,200,051 $971,781 $488,103 $2,068,237 $1,968,588 Capital Outlay $592,157 $1,016,742 $177,458 $884,591 $547,087 Non -Operating $1,920,542 $2,499,148 $6,976,033 $4,923,040 $3,504,606 Capital Outlay Per; $4,494,140 $5,547,055 $8,064,087 $8,253,184 $6,302,588 Allocation by Department Operating Expense BUDGET *The budget for FY 2004 reflects the balance of funds remaining from the FY 2003 HIGHLIGHTS appropriation as well as funds received in FY 2003 that have not yet been appropriated. 159 12420 ® Capital Outlay 8.7% Non -Operating 55.6% ❑ Operating Expense 31.2% ® Personnel 4.5% Total: 100.0% BUDGET *The budget for FY 2004 reflects the balance of funds remaining from the FY 2003 HIGHLIGHTS appropriation as well as funds received in FY 2003 that have not yet been appropriated. 159 12420 DESCRIPTION DEPARTMENT SUMMARY BUDGET HIGHLIGHTS City of Miami FY2004 Budget PUBLIC WOR -,-CS SERVICES 3 This fund currently houses the Educational Trust Fund. ♦ The budget represents the fund balance of the Educational Trust Fund. 160 12420 FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $154,367 $0 $0 $0 $0 Operating Expense $34,821 $0 $0 $0 $0 Capital Outlay $23,744 $0 $0 $0 $0 Non -Operating $303,643 $0 $1,088,968 $1,088,968 $1,115,120 $516,575 $0 $1,088,968 $1,088,968 $1,115,120 ♦ The budget represents the fund balance of the Educational Trust Fund. 160 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget CITY CLE.. -:K SERVICES This fund is comprised of Extensive Research Fees, Lobbyist Registration Fees and the Passport Acceptance Facility. The Office of the City Clerk charges a fee for the registration of lobbyists. The revenues from fees are used for the recording, transcription, administration and/or any other associated costs incurred in maintaining these records for availability to the public. The City of Miami's Passport Acceptance Facility is a full service passport application acceptance service and photography center designed for individuals wishing to obtain a passport by walking up to the counter. In April of 1998, the Regional Passport Agency changed their policy to discontinue the acceptance of walk-in applicants. The City of Miami's Passport Acceptance Facility provides an alternative for patrons who need a passport in a timely manner. Expedited services are also offered for an additional fee. FY 2004 Table of Organization Classified: 0 Unclassified: 3 Temporary FTE: 1 Total Positions: 4 161 - DEPARTMENT SUMMARY City of Miami FY2004 Budget CITY CLE -X SERVICES Non -Operating Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $30,617 $85,166 $106,947 $116,947 $185,430 Operating Expense $31,692 $50,188 $84,066 $71,066 $0 Capital Outlay -$2,012 $0 $0 $3,000 $0 Non -Operating $0 $0 $0 $20,409 $5,000 $60,297 $135,354 $191,013 $211,422 $190,430 Non -Operating Allocation by Department Personnel BUDGET ♦ The budget is $20,992 or 9.93% lower than the FY 2003 Amended Budget due to a one HIGHLIGHTS time budget rollover of fund balances for use in FY 2004. 162 12420 E) Capital Outlay 0.0°x6 Non -Operating 2.6% ❑ Operating Expense 0.0% Personnel 97.4°% Total: 100.0% BUDGET ♦ The budget is $20,992 or 9.93% lower than the FY 2003 Amended Budget due to a one HIGHLIGHTS time budget rollover of fund balances for use in FY 2004. 162 12420 DESCRIPTION DEPARTMENT SUMMARY BUDGET HIGHLIGHTS City of Miami FY2004 Budget PUBLIC SE—NICE TAXES a. The State of Florida provides cities the authority to levy and collect taxes on utility charges such as telephones, electricity, gas, oil and water. FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Non -Operating $40,885,028 $50,377,298 $54,715,334 $56,299,393 $60,812,983 $40,885,028 $50,377,298 $54,715,334 $56,299,393 $60,812,983 ♦ The Public Service Taxes Fund will contribute revenues for FY2004 to the following funds: Debt Service $11,766,247 General Fund $47,417,828 Special Revenue $1,628,908 Total: $60,812,983 Debt Service 19.35% Allocation by Contribution special Regeft , The revenue sources that make up this fund are: Communication Service Tax Electricity Fuel Gas Water Total: 163 ,eneral Fund 71.97% $38,096,977 $19,243,618 $16,000 $816,291 $2,640,097 $60,812,983 ut�k� DESCRIPTION ORGANIZATION City of Miami FY2004 Budget .COMMUNITY D1_ VELOPMENT 3 Community Development coordinates and implements programs funded through federal and state grants and other sources to assist the City's economically disadvantaged residents and neighborhoods. Through cooperative partnerships with the public and private sectors, the Department oversees housing, economic development, social programs, public improvements, immigrant transition assistance, employment and training, and other community programs designed to provide low-income city residents access to sharing in the economic growth and prosperity of the region. FY 2004 Table of Organization Classified: 12 Unclassified: 63 Temporary FTE: 0 Total Positions: 75 Director's Office Classified: 1 Unclassified: 4 Legislation Classified: 0 Unclassified: 7 Financial Management & Reporting Classified: 5 Unclassified: 36 164 Housing Admin. & Field Operations Classified: 6 Unclassified: 16 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget OMMUNITY DL VELOPMENT a, ♦ Coordination and implementation of programs funded through Federal and State grants and other funding sources to assist the City's economically disadvantaged residents and neighborhoods. ♦ To provide 750 rental/home ownership units for low and moderate income families. ♦ Monitor approximately 100 contracted agencies on programmatic and compliance matters at least twice annually. ♦ Process reimbursement requests for contracted agencies within 15 working days of receipt, approximately 100 packages on a monthly basis. ♦ Open HOPWA waiting list to provide long term housing assistance to low income persons with AIDS and house at least an additional 300 families. ♦ Open the Section 8 Moderate Rehabilitation Program waiting list to house at least an additional 50 families. ♦ Provide down payment/closing assistance to approximately 100 first time home buyers as well as create an infill housing program taking advantage of City surplus properties. ♦ Completed the construction of 530 affordable rental/home ownership units. ♦ Successfully completed all outlined work in the City's Single Family Rehab. Program. This program included repair work for 95 qualified low -moderate income families. ♦ Completed environmental review corrective action required on all federally funded projects and implemented a systematic procedure to ensure compliance going forward. ♦ Coordinated the revamping of the HOPWA program,'including the outsourcing of case management work to qualified agencies; thus focusing the department's efforts in securing housing for qualified clients. ♦ Created an Emergency Assistance Program for low -moderate income persons with AIDS. ♦ Collected approximately $9.6 million from the defaulted loan portfolio in the departments mortgage servicing system. ♦ Negotiated and processed approximately 150 contracts and completed on site monitoring of all contracted agencies. 165 12420 DEPARTMENT SUMMARY City of Miami FY2004 Budget C OMMUNITY DL i7ELOPMENT Allocation by Department Operating Expense FY2004 ESTIMATED $4,946,318 $803,833 $0 $31,349,833 $37,099,984 FY2001 FY2002 FY2003 FY2003 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED Personnel $8,192,261 $9,261,228 $6,065,744 $6,589,608 Operating Expense $3,553,092 $3,650,736 $1,173,558 $5,462,233 Capital Outlay $21,436 $69,071 $0 $148,101 Non -Operating $42,466,717 $37,433,998 $36,541,794 $55,375,388 $54,233,506 $50,415,033 $43,781,096 $67,575,330 Allocation by Department Operating Expense FY2004 ESTIMATED $4,946,318 $803,833 $0 $31,349,833 $37,099,984 DETAILS ♦ The budget is $30,475,346 or 45.1% less than the FY 2003 Amended budget because in FY 2003 the department rolled over and appropriated, with Commission approval, previous years fund balance. 12420 la Capital Outlay 0.0% 0 Non -Operating 84.5% ❑ Operating Expense 2.2% ® Personnel 13.3% Total: 100.0% DETAILS ♦ The budget is $30,475,346 or 45.1% less than the FY 2003 Amended budget because in FY 2003 the department rolled over and appropriated, with Commission approval, previous years fund balance. 12420 w t�Y °Fr City of Miami FY2004 Budget HEA T _TH FACILITIE► AUTHORITY d 1091 o 11AT11 ��Co Fio4~4 ti DESCRIPTION DEPARTMENT SUMMARY BUDGET HIGHLIGHTS The Health Facilities Authority was established to issue tax-exempt bonds through the City of Miami. CATEGORY Operating Expense Non -Operating FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $350 $175 $200 $200 $0 $0 $116,454 $116,454 $350 $175 $116,654 $116,654 ♦ The Budget for FY 2004 is the fund balance of FY 2003. FY2004 ESTIMATED $200 $116,279 $116,479 167 12420 DESCRIPTION DEPARTMENT SUMMARY City of Miami FY2004 Budget STRATEGIC INITIATIVES b This fund is designed to accommodate the prior year unspent General Fund monies from Parks and Recreation, Information Technology, and Public Facilities, per Anti -Deficiency Ordinance #11890. Rollover funds for Parks and Recreation shall be limited to the purchase of recreational and maintenance equipment and the direct operations of recreational programs in the City's parks. Funds for Public Facilities are slated for capital improvements for the City's public facilities, while rollover funds for Information Technology will be directed towards implementation of the City's I.T. Strategic Plan. Additionally, this fund encompasses the Mayor's Poverty Initiative Program. CATEGORY Operating Expense Capital Outlay Non -Operating FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $0 $0 $0 $1,171,918 $0 $0 $0 $132,898 $0 $0 $0 $2,956,697 $0 $0 $0 $4,261,513 FY2004 ESTIMATED $333,481 $50,000 $1,000,000 $1,383,481 BUDGET I *The FY 2004 budget has been established in the amount of $1,383,481. This amount HIGHLIGHTS includes prior year fund balance for Parks and Recreation, Information Technology, and Public Facilities. Additionally, the Mayor's Poverty Initiative is included with $500,000 for FY 2004. 168 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget T- ANSPORTATIC .N & TRANSIT The City is creating the Transportation and Transit Fund, a new special revenue fund, to appropriate and manage the proceeds allocated to Miami from the Charter County Transit System Surtax, or half -penny sales tax. The tax was approved by the electorate on November 5, 2002 to implement the Miami -Dade County People's Transportation Plan. The City and the County executed an Inter -local Agreement on August 06, 2003, as authorized per City Resolution No. 03-051, to implement the City's transportation and transit projects. The Agreement is in accordance with County Ordinance No. 02-116 in which the City agrees to meet the following conditions in order to receive its Municipal Share of the annual Surtax proceeds: The City shall apply the entire portion of its Municipal Share to supplement, not replace, the City's general fund support for transportation; not expend more than 5% on administrative costs, exclusive of project management and oversight for projects funded by the Surtax; and, apply at least 20% that it receives to transit uses. FY 2004 Table of Organization Classified: 0 Unclassified: 4 Temporary FTE: 0 Total Positions: 4 Office of the City Manager Transportation Coordinator Classified: 0 Unclassified: 1 Assistant Transportation Coordinator Classified: 0 Unclassified: 1 Traffic Engineer Classified: 0 Unclassified: 1 169 Administrative Assistant 11 Classified: 0 Unclassified: 1 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 DEPARTMENT SUMMARY City of Miami FY2004 Budget T. ANSPORTATIC N & TRANSIT ♦ To implement the transportation and transit improvements in the neighborhoods that link to the regional transportation system with an emphasis on a transit -first mode of travel. To establish a citywide framework for transportation system improvements through the year 2020. To create a functioning transportation network able to move a significantly greater number of people and goods within and through the downtown core and between the downtown area and the adjacent neighborhoods of the City and other regional centers of commerce. To shift the main focus on future improvements from the roadway network to improvements in transit, the pedestrian environment, and other modes of transportation. To financially leverage the City's annual Surtax proceeds to increase the funds available for the Transportation and Transit Fund. ♦ Implement the fund in accordance with the Inter -Local Agreement between the City and Miami -Dade County. ♦ Implement the City of Miami Citywide Transit Plan (2003). ♦ Initiate the implementation of the Miami Downtown Transportation Master Plan (April -May 2003); in particular, to address the Phase I recommendations, implementation by year 2010. ♦ Effectively coordinate with the City's Department of Capital Improvement Program and, other appropriate departments, for the planning, design and construction of new transportation and transit projects in accordance with the projects list defined in the Transportation and Transit Fund; for example, to establish five new Neighborhood Bus Circulators. CATEGORY Personnel FY2001 FY2002 FY2003 ACTUAL ACTUAL ADOPTED $0 $0 $0 FY2003 FY2004 AMENDED ESTIMATED $0 $331,619 Operating Expense $0 $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $0 Non -Operating $0 $0 $0 $0 $12,693,381 $0 $0 $0 $0 $13,025,000 170 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget CIP AD1V,-..-NISTRATION The department is responsible for implementing a capital improvements plan that is consistent with the City's Financial Integrity Ordinance and responds to the needs of City residents by aligning organizational structure, strategy, and processes in coordination with City officials and executives, staff departments, outside agencies, boards, community organizations, developers, consultants and vendors. FY 2004 Table of Organization Classified: 24 Unclassified: 24 Temporary FTE: 2 Total Positions: 50 Administration Classified: 1 Unclassified: 3 Finance & Budget Administration Classified: 1 Unclassified: 4 Governmental Affairs & Planning Classified: 0 Unclassified: 2 171 Construction Management & Design Classified: 22 Unclassified: 13 Community Relations & Communications Classified: 0 Unclassified: 2 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget CIP ADM—NISTRATION a ♦ Implement the infrastructure projects required to accommodate the planned growth and development of the City of Miami using an integrated and structured approach in a manner that achieves effective utilization of resources, enhances credibility within the public and private sectors, and supports the attainment of improved financial ratings for the City. ♦ Implement Phase I of citywide flood mitigation projects. ♦ Complete new RFQ consultant certification and selection process. ♦ Complete Administrative Guidelines for the Homeland Defense Safe Neighborhood Bond Program. ♦ Fill positions for Grants Administration Analyst, ADA coordinator and two Project Managers. ♦ Complete project management d -base requirements for web -based application. ♦ Restructured department to include new Chief of Construction Management & Design, Governmental Affairs & Planning Administrator and Community Relations and Marketing Coordinator positions. ♦ Established project management teams and filled four project manager positions. ♦ Implemented bi-weekly project status reporting to commissioners and staff. ♦ Negotiated Interlocal Agreement with the City of West Miami for construction of storm water force main that will mitigate flooding conditions in Flagami and West End neighborhoods. ♦ Secured grant and engineering support from FDOT for construction of drainage structures. ♦ Awarded over $25 -million in total construction contracts. ♦ Awarded $4.3 -million in citywide FEMA road rehabilitation contracts. ♦ Awarded $5.3 million in citywide local drainage, sidewalk and curb reconstruction projects. ♦ Secured approval of plan for utilization of $28 -Million in Unappropriated funds. ♦ Completed design for construction/reconstruction of two community center/NET office buildings. ♦ Provided construction coordination support on over 130 projects. 172 12420 DEPARTMENT SUMMARY DETAILS CATEGORY Personnel Operating Expense Capital Outlay City of Miami FY2004 Budget CIP ADM AISTRATION FY2001 FY2002 FY2003 FY2003 ACTUAL ACTUAL ADOPTED AMENDED $0 $10,480 $2,960,384 $3,127,293 $0 $0 $150,000 $122,679 $0 $0 $150,000 $167,000 Operating Expense Capital OWN $0 $10,480 $3,260,384 $3,416,972 Allocation by Department Personnel FY2004 ESTIMATED $3,568,064 $130,349 $29,697 $3,728,110 IQ Capital Outlay 0.8% ❑ Operating Expense 3.5% ❑ Personnel 95.7% Total: 100.0% * Personnel: This category is $440,771 or 14.09% more than the FY2003 Amended Budget due to cost of living adjustments, anniversary, and longevity increases. • Operating Expense: This category is $7,670 or 6.25% more than the FY2003 Amended Budget due to an increase of funding for personnel training to better manage the demands placed upon them. • Capital Outlay: This category is $137,303 or 82.22% less than the FY2003 Amended Budget due to one-time capital expenditures related to purchases of small capital items for this newly created department. 173 12420 DESCRIPTION ORGANIZATION City of Miami FY -27004 Budget BAY FRONT PARK N XNAGE M NT 3 TRUST The Bayfront park Management Trust was created by the Miami City Commission in 1987 and directed to operate, manage and monitor Bayfront Park for the purpose of maximum community utilization and enjoyment. The Trust facilitates and promotes activities, and improvements necessary to attract visitors, exhibitions and tourism related activities to Downtown Miami. Numerous events are held that appeal to the diverse cultures and people who reside in or visit Miami. FY 2004 Table of Organization Total Positions: 18 'Board Members shown for informational purposes only. Recalc Page Number 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget BA'S RONT PARK X k.NAGEMENT i TRUST ♦ To continue Bayfront and Bicentennial Parks' roles as Miami's premier special event and concert locations, while shepherding the evolution of the facilities to meet the community's changing needs. ♦ Continue to host internationally and nationally recognized performance groups. ♦ Continue to have Bayfront and Bicentennial Parks recognized as the center of multi -cultural Miami. ♦ Begin implementation of short, mid and long range plans identified through the Trust's planning process. ♦ Continue to recognize that good employees are a valuable resource, and to that end, support increased professional staff training programs. ♦ In calendar year 2002, the Trust's facilities hosted 65 events with a total attendance approaching 1.3 million people, representing a 70% increase in attendance over the previous year. ♦ On November 16, 2002, the Bayfront Park Management Trust held a long range planning retreat where they identified as their goal the creation of a 12 to 16 hour a day facility that would contribute to the long term economic and cultural growth of downtown Miami and its surrounding communities. Subsequent to that meeting, the Trust issued requests for letters of interest to four firms and entered services with Biederman Redevelopment Ventures (BRV). Dan Biederman, who heads the team, planned and coordinated the revitalization of New York City's Bryant Park into one of the most successful urban parks in the nation. The Trust began this process to improve its services to its current clients, while expanding its scope to meet the needs of downtown Miami's burgeoning residential population. ♦ Bayfront Park hosted the 38 -day holiday spectacular — Miami's Downtown Holiday Village. This event brought positive, worldwide media recognition to Miami and brightened the holiday season for Miami's residents and visitors, as well as downtown merchants and parking operators. ♦ The Trust accepted responsibility for and produced a wildly successful New Year's Eve Concert, featuring music representative of Miami's multi -cultural community. The public recognized the Trusts efforts by voting the park the "Best Special Event Venue" in a poll conducted by the Downtown Miami Partnership. Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget BAY "RUNT PARK MANAGEMENT a TRUST Capital Outlaj $2,273,900 $2,660,927 $3,562,600 $3,562,600 $5,211,700 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $908,193 $990,147 $997,850 $997,850 $1,156,700 Operating Expense $1,303,991 $1,554,848 $1,809,750 $1,809,750 $2,055,000 Capital Outlay $61,716 $115,932 $755,000 $755,000 $2,000,000 Non -Operating $0 $0 $0 $0 $0 Capital Outlaj $2,273,900 $2,660,927 $3,562,600 $3,562,600 $5,211,700 Allocation by Department Personnel • Personnel: This category is $158,850 or 15.92% more than the FY2003 Amended Budget due to a related increase in event activity for FY2004. Operatina Expense: This category, is $245,250 or 13.55% more than the FY2003 Amended Budget due to a more robust maintenance program in both Bayfront and Bicentennial Parks. • Capital Outlay: This category is $1,245,000 or 164.90% more than the FY2003 Amended Budget due to necessary improvements and equipment purchases identified by the Trust. The criteria used in identifying these needs are as follows: health and safety of facility users; essential to earned income opportunities for the Trust; finish incomplete areas of Bayfront Park; and undertake facility changes identified through the long range planning process. Recalc Page Number 12420 Operating Exi Capital Outlay 38.4% Non -Operating 0.0% ❑ OperatingExpense 39.4% ® Personnel 22.2% Total: 100.0% • Personnel: This category is $158,850 or 15.92% more than the FY2003 Amended Budget due to a related increase in event activity for FY2004. Operatina Expense: This category, is $245,250 or 13.55% more than the FY2003 Amended Budget due to a more robust maintenance program in both Bayfront and Bicentennial Parks. • Capital Outlay: This category is $1,245,000 or 164.90% more than the FY2003 Amended Budget due to necessary improvements and equipment purchases identified by the Trust. The criteria used in identifying these needs are as follows: health and safety of facility users; essential to earned income opportunities for the Trust; finish incomplete areas of Bayfront Park; and undertake facility changes identified through the long range planning process. Recalc Page Number 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget r. -JAMI PARKING AUTHORITY 3 The Miami Parking Authority is a semi -autonomous agency of the City supported solely by the revenue generated through its operation. The authority is governed by the five member Board of Directors, that has the power, duties and responsibilities customarily vested in the board of directors of a private corporation. The Miami City Commission retains the final authority for the approval of the Authority's annual budget and the rate structure, the confirmation of appointments to the board and the issuance of parking revenue bonds. The budget summary includes the International Place garage and the Gusman and Olympia Enterprise Fund. FY 2004 Table of Organization Total Positions: 141 Board Members: 5 Administration: 26 E I Operation: 115 'Board Members shown for informational purposes only. Recalc Page Number 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget I..Jv-'IAMI PARKINC AUTHORITY 3 *To actively address and meet the parking needs within the City of Miami in a fiscally sound and efficient manner. ♦ Demolish and start construction of a new Courthouse Garage to meet the needs of the new federal courthouse. ♦ Finish construction of the Watson Island parking facilities. ♦ Continue implementation of PAD (Pay and Display) multi -space meters for on -street applications. ♦ Replaced the main computer system and related software. ♦ Implemented online, debit, and credit card payment options for customers. ♦ Purchased land parcel to address existing and future parking needs of the City. ♦ Implemented PAD technology for off-street and on -street applications. Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget 7 TIAMI PARKING AUTHORITY A. $13,586,719 $14,695,838 $14,671,501 $14,671,501 $24,962,627 capnai ui Allocation by Department Personnel Non -Operating FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $4,666,993 $4,981,509 $5,153,632 $5,153,632 $5,416,246 Operating Expense $4,698,363 $5,113,327 $4,907,257 $4,907,257 $5,088,109 Capital Outlay $2,161,676 $2,447,006 $2,500,000 $2,500,000 $11,253,700 Non -Operating $2,059,687 $2,153,996 $2,110,612 $2,110,612 $3,204,572 $13,586,719 $14,695,838 $14,671,501 $14,671,501 $24,962,627 capnai ui Allocation by Department Personnel Non -Operating Operating Expense * Personnel: This category is $262,614 or 5.10% more than the FY2003 Amended Budget due primarily to cost increases in fringe benefits and normal pay increases. • Operating Expense: This category is $180,852 or 3.69% more than the FY2003 Amended Budget due primarily to the result of increase insurance expenses and property tax assessments. * Capital Outlay: This category is $8,753,700 or 350.15% more than the FY2003 Amended Budget due primarily to the development of the Courthouse Garage and the continuing restoration of the Gusman Theater. • Non -Operating: This category is $1,093,960 or 51.83% more than the FY2003 Amended Budget due primarily to higher interest expenses. Recalc Page Number '12420 0 Capital Outlay 45.1% Non -Operating 12.8% ❑ Operating Expense 20.4% ® Personnel 21.7% Total: 100.0% Operating Expense * Personnel: This category is $262,614 or 5.10% more than the FY2003 Amended Budget due primarily to cost increases in fringe benefits and normal pay increases. • Operating Expense: This category is $180,852 or 3.69% more than the FY2003 Amended Budget due primarily to the result of increase insurance expenses and property tax assessments. * Capital Outlay: This category is $8,753,700 or 350.15% more than the FY2003 Amended Budget due primarily to the development of the Courthouse Garage and the continuing restoration of the Gusman Theater. • Non -Operating: This category is $1,093,960 or 51.83% more than the FY2003 Amended Budget due primarily to higher interest expenses. Recalc Page Number '12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget DOWNTOWN D'"'VELOPMENT 3 AUTHORITY The DDA is a catalyst organization formed by the City of Miami to advocate, facilitate, plan and execute public/private investment and implementation strategies that promote economic growth in the region by strengthening downtown's appeal as a livable city and regional, national and international center for commerce and culture. The DDA is supported by property tax levied within a special assessment district that includes the following sub -districts; Central Business District, Park West, and Media and Entertainment. FY 2004 Table of Organization Total Positions: 8 'Board Members shown for informational purposes only. Recalc Page Number 12420 X,Icis 11 II1TEI)'V LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget -)OWNTOWN D� VELOPMENT AUTHORITY ♦ To work with stakeholders to execute investment and implementation strategies that will result in sustainable development and value creation that addresses the housing, work place and lifestyle of residents, visitors and businesses. ♦ Work with stakeholders to develop a comprehensive Downtown Implementation Agenda. ♦ Begin updating the Downtown Master Plan. ♦ Develop Sub -District Implementation Strategies linked to priority projects and targeted outcomes. ♦ Execute marketing initiatives to promote positive awareness that differentiates and strengthens the downtown brand. ♦ Leverage local resources to develop additional research capacity focused on key downtown challenges and opportunities. ♦ Advance Downtown Master Transportation Plan implementation recommendations. ♦ Strategic Planning - Managed completion of the Downtown Development of Regional Impact (DRI) Increments Two (2003 — 2010). - Managed completion of the Downtown Master Transportation Plan. - Completed the Flagler Street Corridor Improvement Project design phase. ♦ Marketing and Business Development - On-going market research and data collection customized for investors, _developers and property owners. - Marketed and promoted the advantages and conveniences of working, living and visiting Downtown. - Led, facilitated and participated in public and private forums to address downtown issues and opportunities. ♦ Human Services - Lead supporter in starting the Downtown Charter School and guiding its first year of operations. - Lead supporter of the Downtown Enhancement Team job placement and workforce development program. ♦ Inter -Government Relations - Lead supporter of proactive community policing downtown. - Lead supporter of N.E.T. Office activities that advance downtown strategies iniciatives. - Provided business impact mitigation services supporting downtown capital improvement programs. Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget 1OWNTOWN Dr,-- VELOPMENT 3 AUTHORITY $1,924,991 $2,132,609 $2,506,877 $2,506,877 $2,684,977 Allocation by Department Personnel 13 Capital Outlay FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $544,144 $652,554 $769,791 $826,985 $1,189,731 Operating Expense $1,375,847 $1,478,055 $1,732,086 $1,679,392 $1,495,246 Capital Outlay $5,000 $2,000 $5,000 $500 $0 Non -Operating $0 $0 $0 $0 $0 $1,924,991 $2,132,609 $2,506,877 $2,506,877 $2,684,977 Allocation by Department Personnel 13 Capital Outlay 0.0% El Non -Operating 0.0% ❑ Operating Expense 55.7% ® Personnel 44.3% Total: 100.0% • Personnel: This category is $362,746 or 43.86% more than the FY2003 Amended Budget due to the hiring of a new Executive Director and more staff members, as well as a permanent Computer Programmer. There will also be an increase in salaries, pension and health insurance costs. • Operating Expense: This category is $184,146 or 10.97% less than the FY2003 Amended Budget due to the following reductions; in consultant fees, in advertising since a lot of this is done through the Internet, in anticipated repairs and in Director lead initiatives. There is also no allocation being made for Community Development. • Capital Outlay: This category is $500 or 100.00% less than the FY2003 Amended Budget due to no anticipated capital expenditure. Recalc Page Number 12 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget A.�IAMI SPORTS " EXHIBITION a AUTHORITY The Miami Sports and Exhibition Authority's responsibility is to facilitate and promote activities, improvements and infrastructure necessary to expand and attract conventions, exhibition and tourism -related activities, professional and international sports and programs, which will contribute to economic and social growth in the City of Miami. FY 2004 Table of Organization Total Positions: 5 'Board Members shown for informational purposes only. Recalc Page Number 1.2420 LONG-TERM GOAL FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget INJAMI SPORTS L IEXHIBITION AUTHORITY ♦ To become South Florida's major force in promotion of sports, entertainment, and facility development. ♦ To support Miami Manatee Hockey's inaugural season beginning November 2003. ♦ To promote our patented "Raceweek" with a sailing regatta, power boat championship race, dragon boat qualifying race, in conjunction with CART championship street race. ♦ To bring in a new breed of affordable family entertainment that is geared to our community. ♦ To refinance the 1992 A bond which will enable us to undertake new projects within the City. ♦ Sponsored the first Raceweek Miami: Cycling Classic and street race in the downtown area. ♦ Supported the Downtown Holliday Village, the Professional Motor Sports, Marathon, Film Festival, Rasin at Bayfront, Golddiggers at Sugman in form of Grants & Title Sponsorship. ♦ Researched the higher bond capacity that will enable us to issue a greater bond, if needed. ♦ Developed a website for MSEA which will enhance our access for promoters nationwide. ♦ Assumed the Management role of the Miami Arena which resulted in saving a management fee, contract fees, and manager's wages. ♦ Negotiated and secured a new hockey team, the Miami Manatees, for the Arena. ♦ Attracted Billboard, Latin Grammy Awards to hold the event at the Miami Arena which will highlight our community on major networks. ♦ Held the first "Impressions in Black History" to educate through entertainment the African-American historical achievements. ♦ Created a Circus Camp at the Miami Arena for underprivileged children for behind the scenes adventures. Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget A "IAMI SPORTS EXHIBITION a AUTHORITY Capital Outlay $921,862 $1,089,455 $1,150,000 $1,150,000 $1,150,000 Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $292,442 $415,950 $435,200 $435,200 $448,200 Operating Expense $609,420 $645,588 $684,800 $684,800 $681,800 Capital Outlay $20,000 $27,917 $30,000 $30,000 $20,000 Non -Operating _ $0 $0 $0 $0 $0 Capital Outlay $921,862 $1,089,455 $1,150,000 $1,150,000 $1,150,000 Allocation by Department Personnel • Personnel: This category is $13,000 or 2.99% more than the FY2003 Amended Budget due to average raises. • Operatina Expense: This category is $3,000 or 0.44% less than the FY2003 Amended Budget due to reduction on bank fees: • Capital Outlay: This category is $10,000 or 33.33% less than the FY2003 Amended Budget due to completion of the Board room d6cor. Recalc Page Number 12420 El Capital Outlay 1.7% 0 Non -Operating 0.0% ❑ Operating Expense 59.3% ® Personnel 39.0% Total: 100.0% • Personnel: This category is $13,000 or 2.99% more than the FY2003 Amended Budget due to average raises. • Operatina Expense: This category is $3,000 or 0.44% less than the FY2003 Amended Budget due to reduction on bank fees: • Capital Outlay: This category is $10,000 or 33.33% less than the FY2003 Amended Budget due to completion of the Board room d6cor. Recalc Page Number 12420 ORGANIZATION City of Miami FY2004 Budget COT IMUNITY REDL VELOPMENT 'L AGENCY The CRA, pursuant to Florida Statutes Chapter 163 Part 111, is to revitalize specifically designated areas within our city through the modernizing and implementation of the comprehensive redevelopment plan, improving infrastructure, job creation and retention, while increasing property assessment value; thus enabling us to generate successful redevelopment projects, from both the private and public sector, thereby achieving the complete eradication of slum and blight from the targeted areas. FY 2004 Table of Organization Trust Positions : 22 Unclassified: 3 Total Positions: 26 Board of Directors Executive Director's Office Trust Positions: 2 Program and Planning Trust Positions: 6 Unclassified: 1 Development and Construction Trust Positions : 4 Unclassified : 1 Deputy Director/CFO Trust Positions: 1 Administration Trust Positions : 9 Unclassified: 1 *Trust Positions refer to Non -City of Miami employees. Recalc Page Number 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget CO.4MUNITY REDI VELOPMENT a AGENCY ♦ To substantially improve the quality of life for the residents in Southeast Overtown, Park West, and Omni communities through economic development, infrastructure improvements and job creation. ♦ Overall increase in property values within the Redevelopment Areas. ♦ Revitalization of areas within the CRA, existing and proposed boundary expansion. ♦ Implementation of financing options towards development improvements for privately -owned companies thereby stimulating job creation/retention and further private investments. ♦ Begin construction on several projects. ♦ Tax Increment increases in both TIF districts ♦ Construction: Sidewalk Improvements along NW/NE 11th Street Completion of facade improvement at New Arena Square Apartments Phase 3 of 9th Street Pedestrian Mall Completion of construction for Margaret Pace Park Interim Phase of Grand Promenade PD&E—Realignment of 11th Street ♦ Planning: Finalization of the SEOPW Master Plan Update Initiation of Omni Master Plan Update Remittance of $1.43M in debt service to County towards Performing Arts Center ♦ Economic Development: Partnership with Grow Miami Fund through National Development Council for financial options to small business using low-interest loans Adoption of CRA loan policy ♦ Sponsorship and Community Events: Haitian Bicentennial Compas Festival Back to School 2003 Health and Safety Day ♦ Sale/Land Acquisition: Sale of P5 (parking lot located at 936 NW 3 Avenue). 99 -year lease of P7 to Black Archives for expansion of Lyric Theatre Settlement of Lyric Housing and St. Johns CDC vs. City of Miami and SEOPW CRA Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget CO.,IMUNITY RED-k-NELOPMENT AGENCY Capital Outlay $5,731,105 $7,131,234 $7,679,166 $10,676,479 $13,488,671 Allocation by Department Operating Expense Recalc Page Number FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $865,397 $672,124 $800,488 $983,134 $1,048,959 Operating Expense $1,932,333 $2,852,132 $1,819,661 $3,633,717 $4,310,542 Capital Outlay $761,602 $1,575,841 $359,729 $3,216,397 $3,545,500 Non -Operating $2,171,773 $2,031,137 $4,699,288 $2,843,231 $4,583,670 Capital Outlay $5,731,105 $7,131,234 $7,679,166 $10,676,479 $13,488,671 Allocation by Department Operating Expense Recalc Page Number 12420 Capital Outlay 26.3% Non -Operating 34.0% ❑ Operating Expense 32.0% ® Personnel 7.8% Total: 100.0% 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget MODEL CITE:- COMMUNITY REVITALIZATION DISTRICT TRUST The Model City Community Revitalization District Trust was created through Ordinance No. 12082, adopted July 10, 2001 to help ensure that the City's short-term, intermediate and long-term revitalization goals would be implemented expeditiously and effectively. The Trust is responsible for providing oversight and facilitating the revitalization efforts being undertaken in the Model City Community Revitalization District, primarily the Model City Homeownership Zone Pilot Project. FY 2003 Table of Organization Total Positions: 4 Board of Directors Office of the President/CEO : 2 Acquisition & Development: 1 ■ 1 Community Uasion: 1 'Boar! Members shown for informational purposes only. Recalc Page Number 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget MODEL CITY � OMMUNITY REVITALIZATION DISTRICT TRUST ♦ Provide oversight and facilitate the City of Miami's revitalization and redevelopment activities of creating homeownership, economic revitalization, infrastructure improvements and quality of life enhancements in the Model City District. ♦ Complete the priority projects to upgrade infrastructure in the Phase I area, including relocation of utilities, replatting, and other changes necessary for the implementation of the master plan. ♦ Complete the solicitation process to identify a developer to construct and manage, as appropriate and relevant the following priority projects of the Model City Trust: a. 3 - 4 unit townhouses in the Phase I area; b. 7 single family detached homes in the Phase I area; and c. A Senior Citizen Complex on the corner of 62nd Street and 17th Avenue with commercial development on the ground floor. ♦ Identify opportunities to leverage the efforts of existing community based organizations in the area to extend the impact of those efforts for community revitalization. ♦ Completed a series of community planning workshops that identified and analyzed several critical community needs in the Model City area. ♦ Increased participation and visibility with local community based organizations and activities. ♦ Refined and advanced plans for implementation of the Homeownership Zone Pilot Project. Recalc Page Number 12420 DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget MODEL CITY COMMUNITY a REVITALIZATION DISTRICT TRUST Non -Opera - capital Outlay Allocation by Department Recalc Page Number :rn ® Capital Outlay FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $0 $0 $0 $311,213 $311,213 Operating Expense $0 $0 $0 $136,032 $136,032 Capital Outlay $0 $0 $0 $60,000 $60,000 Non -Operating $0 $0 $0 $0 $114,532 $0 $0 $0 $507,245 $621,777 Non -Opera - capital Outlay Allocation by Department Recalc Page Number :rn ® Capital Outlay 9.6% E3 Non -Operating 18.4% ❑ Operating Expense 21� ® Personnel 50.1% Total: 100.0% 12420 DESCRIPTION ORGANIZATION City of Miami FY2004 Budget VIRGINIA KE1 BEACH PARK 3 TRUST The Virginia Key Beach Park Trust was created by the Miami City Commission in 1999 to plan, develop, and manage Virginia Key Beach Park for maximum community utilization, enjoyment and historic expression. The Trust shall be guided by its vision to preserve the Virginia Key Beach Park property in a manner consistent with the environmental health, public use, and historical importance of the Park and the aspirations of the African American community. The Trust shall plan and design an open green space compatible with its historical and recreational characteristics and accessible to the public. Ultimately the Trust will provide a signature public park and natural entertainment venue that appeals to diverse cultures in South Florida and will attract visitors nationally and internationally. FY 2004 Table of Organization Total Positions: 5 'Board Members shown for informational purposes only. Recalc Page Number 12420 LONG-TERM GOAL OBJECTIVES FOR FY2004 SIGNIFICANT ACCOMPLISH- MENTS IN FY2003 City of Miami FY2004 Budget VIRGINIA KE1 BEACH PARK 4. TRUST *To provide a signature public park and natural entertainment venue that appeals to diverse cultures in South Florida and will attract visitors nationally and internationally. ♦ important steps are being taken toward staff development. The Trust will increase its professional staff from 5 permanent staff members to 10 by the end of FY2003. Special efforts are being made to allow additional training and education opportunities for permanent staff and provide some pension benefits. ♦ Water and Sewer Improvements are included in the design and engineering work currently in process. The Water and Sewer Agreement (WASA) between the Miami -Dade Water and Sewer Authority and the city of Miami is nearing approval, pending a minor modification. $750,000 in Sanitary Sewer Bond Funds has been made available for the project. An additional $450,000 is required to cover the entire costs of these improvements. This Sanitary Sewer Project has a projected construction start date of May 2004. The surveying, planning and drawings are already in progress. ♦ The Army Corps of Engineers Section 1135 — Ecosystem Restoration project is being moved onto a "fast track" construction schedule. The project is anticipated to begin September 2004. This project has an estimated cost of $2.7 million dollars with a 75%-25% federai-City of Miami match. ♦ The Cultural Center/Museum Complex will become the icon of the new historic Virginia Key Beach Park. The 25,000-30,000 square foot complex will house traditional museum space, meeting rooms, dining and banquet facilities, a cafe, gift shop, nature center and administrative offices. The planning and design phase has begun; the Cultural Center's Master Plan is scheduled for late 2003 and into early 2004. ♦ The Site Planning Process, with consultant Wallace Roberts and Todd began in September 2002 and concluded in July 2003. Through a series of community input opportunities, the Master Plan for the Park has been finalized and approved by the Virginia Key Beach Park Trust, the Parks Advisory Board, the Waterfront Advisory Board and was presented to the City Commission. The Plan will serve as a blueprint for the future use of the Park, including additional buildings and amenities.. The overall cost of completing this plan is approximately $24 million. i The Army Corps of Engineers Section 111 — Shoreline Restoration project is now slated to begin construction in October 2003, for a period of one year. This $5 million dollar project is 100% federally funded. ♦ Architectural and Engineering planning for the $1.2 million dollar restoration of existing buildings is complete. Low bid specifications for the project are complete and it is scheduled to begin September 30, 2003. These buildings represent the historical centerpiece of Virginia Key Beach Park. ♦ The Army Corps of Engineers Section 1135 — Ecosystem Restoration project was moved onto a "fast track" construction schedule. Recalc Page Number 12420 OOTIK �WIIII F IHTEI�� DEPARTMENT SUMMARY DETAILS City of Miami FY2004 Budget VIRGINIA KEY 3EACH PARK a TRUST Capital Outlay Allocation by Department Personnel FY2001 FY2002 FY2003 FY2003 FY2004 CATEGORY ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $14,081 $208,764 $402,989 $323,089 $565,167 Operating Expense $10,621 $152,264 $161,639 $224,039 $891,998 Capital Outlay $861 $32,540 $372 $17,872 $5,000 Non -Operating $0 $1,839 $0 $0 $0 $25,563 $395,407 $565,000 $565,000 $1,462,165 Capital Outlay Allocation by Department Personnel • Personnel: This category is $242,078 or 74.93% more than the FY2003 Amended Budget due to the addition of 5 new full-time hires that will take place in FY 2004. Additionally, staff benefits such as retirement and tuition reimbursement have been included in the budget • Operating Expense: This category is $667,959 or 298.14% more than the FY2003 Amended Budget due mainly to additional professional service costs related to Master Plan implementation, Museum design and increased promotional activities anticipated for next fiscal year. • Capital Outlay: This category is $12,872 or 72.02% less than the FY2003 Amended Budget due to one-time equipment purchases in the prior fiscal year in anticipation of the hiring of additional staff. Recalc Page Number 1242® 11 Capital Outlay 0.3% Non -Operating 0.0% ❑ Operating Expense 61.0% ® Personnel 38.7% Total: 100.0% • Personnel: This category is $242,078 or 74.93% more than the FY2003 Amended Budget due to the addition of 5 new full-time hires that will take place in FY 2004. Additionally, staff benefits such as retirement and tuition reimbursement have been included in the budget • Operating Expense: This category is $667,959 or 298.14% more than the FY2003 Amended Budget due mainly to additional professional service costs related to Master Plan implementation, Museum design and increased promotional activities anticipated for next fiscal year. • Capital Outlay: This category is $12,872 or 72.02% less than the FY2003 Amended Budget due to one-time equipment purchases in the prior fiscal year in anticipation of the hiring of additional staff. Recalc Page Number 1242® Ulty of nzaama r rlUU4 Budget r CAPITAL Ir "PROVEMENT d 11981? tttTE1 Q, - PROJECTS Summary of FY2004 Genera{ Fund Contribution to Capital Projects Project Project Allocation Dept. Number Name Amount Description City Mgr. 311047 Efficiency Improvement $2,300,000 Strategic initiatives relating to Virginia Key master plan, Watson Island Studies development and Buena Vista and other miscellaneous efficiency studies to be identified. CIP 352216 Citywide Local Drainage $1,232,742 Improvements to existing stormwater drainage system. Projects - FY02-06 CIP TBD Street and Sidewalk $7,700,000 Street projects to be identified as well as citywide curb/sidewalk Improvements replacement. GSA 311010 Citywide Facility $1,000,000 Improvements and repairs as needed at City facilities as identified. Assessments and Improvements GSA 311705 Miami Riverside Center $30,000 Installation of an electrical distribution center for the passenger Improvements elevators. GSA 311850 Replacement of $2,934,961 Replacement of police vehicles as mandated by the FOP collective Citywide Fleet bargaining unit contract. ITD 311507 Business Continuity $80,000 Formal risk evaluation and business impact analysis for the City's critical business processes and associated information/communication infrastructures. ITD 311608 Upgrades to PC $800,000 Ongoing replacement of desktop computers and purchase of new Software and Hardware PC's, mobile computers, printers, peripherals and software. ITD 311610 Citywide Document $150,000 Provision of all hardware, software and networking services in order to Management System facilitate automation and consolidation of documents and images. ITD 311614 Integrated Voice $70,000 All hardware, software and training required to create a system to Response System handle daily telephone inquiries from businepses and the general public. ITD 311616 Technology $1,445,000 Ongoing replacement and evolution of the City's information Infrastructure technology infrastructure in accordance with initiatives stated in the IT Strategic Plan. ITD 311617 E -Government $150,000 Ongoing development, implementation and maintenance of a City Initiatives e-business/e-commerce Web site. ITD 311619 Marina Management $55,000 New marinas system to manage contracts, automate billing and System notices, facilitate reporting, and schedule bookings. ITD 311620 Land Management $150,000 Replacement of existing legacy system with an integrated land System management system that can integrate all the land based permitting activities performed by the City. ITD 311622 Citywide Area I -NET $500,000 Construction and implementation of a private, high bandwidth fiber Enhancements network to connect selected City buildings. ITD 311623 Citywide Telephone $400,000 Replacement of aging voice communications equipment. Equipment Upgrade Parks 331369 Parks Facilities General $576,317 Improvements and repairs as needed at park facilities. Improvements Police 312025 Headquarter Building $140,000 Resealing and painting of roof, replacement of men's and women's Renovations locker room showers and installation of ceramic bathroom tiles. Police 312042 Police Site Renovations $80,000 Roof repairs at North and South Police Substations. Total: $19,794,020 174 t2420 City of Miami FY2004 Budget 3 GLOSSARY GLOSSARY OF BUDGET TERMS Account Code - Part of a numbering system designating accounts in such a manner that the symbol used quickly reveals certain required information. Accrual Basis - Recording the financial effects for transactions and other events and circumstances that have cash consequence for the government in the periods in which those transactions, events and circumstances occur, rather than in the period in which cash is received or paid by the government. Ad Valorem Taxes - A tax levied on the assessed value of real property (also known as "property taxes"). Allocation - The expenditure amount planned for a particular project or service which requires legislative action before expenditures may be authorized. Anti -Deficiency Act - A 1998 amendment to the City Code containing regulations to ensure that departments and department directors do not obligate or spend funds in excess of what was approved in the adopted budget. Appropriation - A legal authorization approved by the City Commission to make expenditures and incur obligations for specific purposes. Assessed Valuation - A value set upon land, buildings, business inventory and equipment as determined annually by the County Property Appraiser in accordance with State Law and used as a basis for levying taxes. Balanced Budget - A budget in which estimated revenues equal estimated expenses. Bond - A written promise to pay a speck sum of money at a specified date or dates in the future, together with the periodic interest at a specified rate. Budget - A financial plan of programs, services, and construction projects that estimates anticipated revenue and projected expenses within a specific period of time (usually 12 months). Budget Amendment - A formal City Commission action to adjust the adopted budget. These amendments take two forms: Transfer of an appropriation from one departmental budget to another, or, the appropriation of new sources of revenue. Budget Message - The opening section of the budget which provides a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager. Budget Monitoring - The evaluation of a governmental unit or fund in accordance with an approved budget for the purpose of keeping expenditures within the limits of available appropriations and available revenues. Capital Equipment - Equipment with a value in excess of $500 and an expected life of more than one year such as automobiles, typewriters and office furniture. 175 12420 City of Miami FY2004 Budget GLOSSARY Capital Improvement Budget - A plan of proposed capital outlays and the means of financing, including those approved capital projects contained in the six-year Capital Improvement Program. Capital Improvement Program (CIP) - Annual appropriations in the City's budget for capital purposes such as street improvements, building construction, and some kinds of facility maintenance which are supported by a six-year expenditure plan. This plan details fund sources and expenditure amounts that these large projects will require beyond the one-year period of the annual budget. Capital Outlay - An expenditure category for acquiring equipment, vehicles or machinery that become additions to the City's fixed assets. Community Development Block Grant - A U.S. Department of Housing and Urban Development grant to support economic development projects and social services for designated low-income areas. Current Taxes - Taxes that are levied and due within one year. DR -420 - A form entitled "Certification of Taxable Value" that the City submits annually to the State containing specific details about the proposed millage rate and certifying compliance with the provisions of the Florida statutes related to millage. Debt Service Requirement - The amount of money required to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Delinquent Taxes - Taxes that remain unpaid on and after the date on which a penalty for nonpayment is attached. Department - A major administrative unit of the City with overall management responsibility for a service or an operation or for a group of related operations. Depreciation - (1) The expiration in service life of fixed assets due to use and the passage of time. (2) The portion of the cost of fixed assets charged as an expense during a particular period. Disbursement - Payment for goods and services. Division - The second level in the formal City organization in which a specific function is carried out. Several divisions may comprise a single department. Encumbrances - An estimated amount of committed funds to purchase a designated item or service or to cover specific contracts that are in the process of being completed. Estimated Revenue - The amount of projected income to be collected during the fiscal year. The revenue estimate is submitted to the City Commission for approval. Exemption - A portion of the total property valuation not subject to property taxes. An example is Homestead Exemption. Expenditures - Expenses. Expenses - Revenue used for the operation, maintenance, interest costs, and other charges for 176 12420 activities that constitute the City's ongoing operations. City of Miami FY2004 Budget GLOSSARY Fiscal Year - The time period designated as the beginning and ending period for recording financial transactions. Miami selected October 1 to September 30 as its fiscal year. Fixed Assets - Long-term tangible assets such as land, buildings, machinery, furniture and other equipment. Fund - An accounting entity containing a set of self -balancing accounts to record all financial transactions for specific activities or government functions. Six commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, trust and agency funds, and internal service funds. Fund Balance - The difference between fund assets and fund liabilities. General Fund - A central fund used to account for most of the City's financial resources and which supports many of the operations of city government. General Obligation Bonds - Bonds that finance a variety of public projects such as streets, buildings, and improvements. These bonds are backed by the full faith and credit of the issuing government. The repayment of these bonds is usually made from the General Fund. Grant - A financial contribution made by a governmental unit, a foundation, or a corporation. Such contributions are usually made for specified purposes. Indirect Cost Reimbursement - Those elements of costs necessary to produce a product or service but not directly traceable to the product or service. Payments are made to the City by grant -funded programs to cover City administrative overhead costs. In Miami, a cost allocation plan is developed to recoup General Fund costs from grants and other sources. Inter -Departmental Transfer - Payment from one City department to another, generally for equipment or for services rendered. An example is the cost to repair City -owned cars. This cost is transferred from the central department that does the repairs to the individual departments that actually use the cars. Interfund Transfers - Amounts transferred from one fund to another. Levy - To impose taxes, special assessments, or service charges for City activities. Line -item Budget - A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each category. Local Government 1/2 Cents Sales Tax - The value of 1/2 cent of the State sales tax, which is returned to the City on the basis of population. Local Option Gas Tax - A tax levy of up to six cents on each gallon of motor and special fuels sold, which can be imposed by Dade County in accordance with State law, and which is shared with the cities in the county. Long Term Debt - Debt with a maturity of more than one year after the date of issuance. 177 12420 Maintenance of Current Level of Service - service as provided during the prior year. of providing services. cxy of Miami FY2004 Budget GLOSSARY 3 The resources required to provide the same level of The estimate takes into account increases in the cost Millage Rate - One mill equals $1.00 of tax for each $1,000 of property value. The millage rate is the total number of mills of tax assessed against this value. Nonrevenues - Monies received by the City which are not additions to assets of the City as a whole although they may be to the receiving agency. Object Code - An expenditure category such as Personnel Services, Operating Expenses and Capital Outlay. Objective - Specific measurable action that will be taken to achieve a goal. Operating Budget - A balanced financial plan for providing governmental programs and services for a single year. Operating Expenses - Proprietary fund expenses related directly to the fund's primary activities. Operating Fund - A fund restricted to a fiscal budget year. Performance Indicator - A measure used to identify departmental achievements in numerical or statistical terms. Personnel Services - An expenditure category that includes employee costs such as salary, wages, shift differential, holiday pay, etc. Projections - Estimates of anticipated revenues, expenditures, or other budget amounts for specific time periods, usually fiscal years. Property Tax Levy - The value derived by multiplying the property tax millage rate by the net taxable assessed value of property in the City. Property Taxes - Taxes paid on the assessed or "just" value of land, buildings, business inventory or equipment. Proprietary Agency - Commonly called "self-supporting" or "enterprise," these agencies pay for all or most of their cost of operations from user fees. These agencies receive little or no general tax support. ' Reconciliation - A detailed summary of increases and decreases in departmental expenditures from one budget year to another. Revenue - Funds received as income. It includes such items as tax payments, fees for specific services, receipts from other governments, franchise fees, fines, forfeitures, grants, shared revenues and interest income. Revenue Bonds - Bonds usually sold for constructing a project, like a parking garage, that will produce revenue for the City. Principal and interest are payable exclusively from earnings of an enterprise fund. 178 1242 City of Miami FY2004 Budget GLOSSARY 3 Rolled -back Millage Rate - That millage rate which will provide the same property tax levy as was levied during the previous fiscal year, exclusive of levies on new construction, additions to structures, deletions, and property added due to geographic boundary changes. Source of Revenue - Revenues are classified according to their source or point of origin Tax Reserve - That portion of the property tax levy estimated to be uncollected during the fiscal year and remains uncollected 60 days beyond the close of the fiscal year. Trim Bill - An acronym referring to House Bill 4-D which was an act related to taxation amending Chapter 80-274 of the Florida State Statutes. (See Local Government 1/2 Cents Sales Tax.) Unencumbered Balance - The amount of an appropriation that is neither amended nor encumbered. It is essentially the amount of money still available for future purchases. GLOSSARY OF ACRONYMS ADA Americans with Disabilities Act A/R Accounts Receivable AFSCME American Federation of State, County & Municipal Employees CDBG Community Development Block Grant CIGU City Independent Group Union CIP Capital Improvement Program CRA Community Redevelopment Agency CO Certificate of Occupancy CU Certificate of Use EEO Equal Employment Opportunity EPA Environmental Protection Agency FIPO Firefighters and Police Officers Trust Fund FOP Fratemal Order of Police GAAP Generally Accepted Accounting Principles GESE General Employees and Sanitation Employees Retirement Trust HCB Housing Conservation Board HIDTA High Intensity Drug Trafficking Apprehension 179 12420 city of Miami PT2004 Budget GLOSSARY -a HOME Home Investment Partnership HOPWA Housing Opportunities for Persons with AIDS HUD United States Department of Housing and Urban Development IAFF International Association of Fire Fighters ICA Intergovernmental Cooperation Agreement JTPA Job Training Partnership Act LETF Law Enforcement Trust Fund NET Neighborhood Enhancement Team NPDES National Pollutant Discharge Elimination System PAR Position Authorization Request Form PSA Public Service Aide SFOB State Financial Oversight Board SNPB Safe Neighborhood Parks Bond USDA United States Department of Agriculture 12 W� 180 32 Second Reading Ordinance B INTER -OFFICE MEMORANDUM TO The Honorabfe ayor and Me off City mission FROM: RECOMMENDATION DATE � SEP 18 2003 FILE svexc*r : FiEFERENCEs : ENCLOSURES: Appropriations Ordinance for Fiscal Year 2003-2004 It is respectfully requested that the City Commission adopt the attached ordinance establishing the proposed appropriations for the fiscal year ending September 30, 2004 CFY04"). The General Fund budget for FY '04 is $416.5 million. The proposed budget for all funds totals $623.0 million. BACKGROUND The proposed appropriations ordinance reflects the City's continued ability to meet its financial obligations and comply with or, with respect to the level of designated General Fund reserves, continue the progress toward compliance with the City's Financial Integrity Ordinance: • Forecasted revenues and other resources equal budgeted expenditures, transfers and reserves. • Recurring revenues exceed recurring expenses. • Prescribed reserves are established. • Additional reserves are budgeted to address contingencies. Summary Comparison: FY03 Amended Budget to FY04 Proposed Budget Fund FY V4 Proposed Budget Fy 103 Amended Bud t Difference % Change General Fund 416.5 390.4 26.10 6.7 S ecial Revenue Funds 169.4 183.8 14.4 .8 Debt Service Funds 42.4 41.2 1.20 2.0 Total: $ 6'28.3 $ 695.4 92.9 2.1 12420 Genera! Fund Real and personal property taxes represent the most significant revenue source for the General Fund, Due to a $2 billion increase in the City's taxable assessed value, we continue to fulfill our commitment to reducing the millage rate. The proposed millage rate was reduced by 0.0875 mills from 8.85 to 8.7625 mitis. This operating millage rate will yield revenues of approximately $181.1 million in FY '04, for a $15.3 million increase over the prior year. For FY '04, the forecast for nonrevenues reflects a fund balance rollover of approximately $33.1 million. $23 million of fund balance will be used to fund the City's required actuarial payment of $44 million. The remaining $10 million will be used to fund one time expenditures including $2.3 million for Strategic initiatives and $3.8 Miliion in IT Infrastructure initiatives. The remaining $3.9 million will be contributed toward citywide facilities capital improvements. Salary projections for FY '04 are based upon a total of 3,376 permanent positions, both filled and vacant. For all employees, except temporary personnel, a 2% cost of living increase is projected for October 2003 and April 2004, per union contracts. Additionally, a 5% step increase is assumed on an employee's anniversary date, where applicable. Attrition is budgeted at $5.0 million, which the City anticipates will occur as a result of normal employee turnover. Special Revenue Fund As part of the FY'04 budget, a new Transportation & Transit special revenue fund has been established to account for the transit tax. The initial appropriation included in this ordinance is approximately $13 million. JA: is 2 TOTAL P.03 MIAMI DAILY BUSINESS REVIEW Published Daily except Saturday, Sunday and Legal Holidays Miami, Miami -Dade County, Florida STATE OF FLORIDA COUNTY OF MIAMI-DADE: Before the undersigned authority personally appeared O.V. FERBEYRE, who on oath says that he or she is the SUPERVISOR, Legal Notices of the Miami Daily Business Review f/k/a Miami Review, a daily (except Saturday, Sunday and Legal Holidays) newspaper, published at Miami in Miami -Dade County, Florida; that the attached copy of advertisement, being a Legal Advertisement of Notice in the matter of P.O. NO. 11095 CITY OF MIAMI NOTICE OF PROPOSED ORDINANCES SECOND & FINAL READING 9/25/2003 in the XXXX Court, was published in said newspaper in the issues of 09/15/2003 Affiant further says that the said Miami Daily Business Review is a newspaper published at Miami in said Miami -Dade County, Florida and that the said newspaper has heretofore been continuously published in said Miami -Dade County, Florida, each day (except Saturday, Sunday and Legal Holidays) and has been entered as second class mail matter at the post office in Miami in said Miami -Dade County, Florida, for a period of one year next preceding the first publication of the attached copy of advertisement; and affiant further says that he or she has neither paid nor promised any person, firm or corporation any discount, re te, com or refund for the purpose of securing tW t'adverjiWent for publication in the said Sworn to and subscO69(d before me this 15 davOMPAMER , A. (SEAL) FICIAL NOTARYSIEA JANETT LLERENA O.V. FERBEYRE persoRO!XSTATEOFFLORIDA VV�MCOMMISSION NO, CC 912950 IID` #11W 0iW NOON ii WOW OW diet f - C9y Colitmt bil Ali C fy d1Yi ird, F11002, wiKaoltsidetrletOMlalldaparlditiNaaaa andllI IAA On 1111"Aw 0aM Ts, 3013 oo�rintenr It9 et 900 a.m , In the COnrniis- WM Ct>iW& Mlt. 9000 Ran as rhidrhre; A&W OrtC1lI ANCE NO. AN ORDPV& EIE OF T'HE1NOIiAI *W' AW '�btiNul'"A!� OF ING 1-� . IN + I : (. I�OERIEfl 11R4M,�i!►� ;ElR�I MENT OF TRANSPORTATION TO DESIGN PERE FAC LI- T�B AI+RI��S'PFiR'fY#E NUL PARK AND THE F QRI EAST Si IP CON - TAI ING A REP10-WRI'A AND PROVIDMIG FOR AN EFFECTIVE DATE. p 6koiCE NO. AI+�ORAMIAN ,k1F:1k1EWAIIIIII,DFf'if AIG CIS 4.•iECZTN01'f 9-lNN:'> ,'*6NtEWJM DFCIVIL +►�`. -t ENTRtEEF LATED ACTIVITIES; AM14G NEW SECTIONS I" AND 1&7, EW- TFitM •BUILDWG AND 64M ott t mm- . pptiLNT, REPit mD AND 1AIlAFaN.`pROKWFIWP^AND WNClU>s10N IN THE CITY CODE, SEVERABKM.AND AN F.FFEG- rIYE+HYIk3E ORDINANCE NO ` AN t>I MIh10E OF Tt1E Muni CITY 69MMf881ON ACCEPi1NG l rt)UNWA I "N%Am l rwoy 1 FOR THE OPERATION OF SA1rE IN AUTHORIZING'"* OW MANAGER I.RARY POCUMI ENTS, INA �TT(}�t>IEY, Tiff lkP�.TF1�C��/►NT; AN GfW#*.NM OF TM M"CITY COMMMMMkf.gTAMiNi- INS A NWSPECIAL M-NENUE FUWENT'ffK* MNitI 4ACE ( G1JIti'11UU1 CIPAL CMINUITY OF OPERAfi, 'rCPOP*) PWICGRAtITiYWAAD'): CGFIIStP4G4FAItGR�,IN THE AMOUNT OF 675.000, FROM THE,SJ[' PARTMENT OF COMMUNITY AFFAIRS, BY THE MUMI?DADE COUNTY BOARD OF COUNTY COMMISSION- ERS OFFICE OF EMERGENCY MANAGEMENT FOR THE PERI- OD OF JUNE 2k.2003 7fW4OUGM APRIL.:". 20K FOR THE DE - OF A'00013- PLAN IN ACCOR115ANCE Wnwiw F Y�tIt D 9 8t3RANT ACGftEEli>ENF NO. 03?PMB- 1"1-01xAU17i T kiE CITY .w T$ I�CCEPT AIA (3RAiAti , . 7lIOlCUTE TFJE NFC R - Fp. }� /��1'ABL� Tp TFII` CITY AT°T PO9E; CONTAINING &REPEALER PROV"AL 1- TY CLAUJ L AND PROVIDING FOR AN EFFACTWE DATE• - ORpltiAiACE tAQ .. AN ORDpWXZ OF THE MIAMI CITY GX311MWWON, AMENDING EHAIPTER 5t OF THE CODS OF THE CITY OF #AMNfAI FLORIDA. S`i l Flgilb iIEGULATNONS AIS-MltoNK QN TFIUSDAY, NOWT'€ '-2� y W *00IN& NEW SEC11O>ti SOMA tO SAID LODE; CoNyANW11*111118111TAER PROVISION, A SEV6RABILITY CLAUSE, AND PROVIDING FOR AN IMMEDIATE EFFECTIVE "TE: QlllINAAICE NIO.,' vwwiftm Nix AN � � S ET . AN ORDINANCE OF THE MIAMI CITY COMMISSION MAKING AP - TONIC A bIS- PROPRIATIONS FROM THE DOWNTOWN MVELOPMEW DtS. SECTION 2.892 AND REPEALING. IN Tt�1R ; JcC biVh . ADV µ_0�C�T�FHER . ELLANEOUS SIONS AND "SECTIONS sem' OF THE CITY OF MIAMI, OF F YL7H� ' DE R- rH NSA AUTHORITY kik QRE1�A, FLORID& AS AMENDED, AND ORDINANCE NOS. 12077,12M . OF ClTY•QF,AYAM►,.FlrARll�l1, FQR THE tibir�iSillBtiRAfS0+1�16; DNt°AN-' GINNING OCTOBER 1, 2003 ANDE?&NG�3o.2004: 00'A-2" ''I II i:`8E 1 IIID AUTHO tiDIIQ Tt4E DOYI N`flO" D F -AUTHORITY TO INVITE BAND ADVERTISE REQUIRED BIDS; PROVIDING FOR BEM PROVI.I�It;Xlli , tl�11'E :"° RTIBt�E1'il'ftY�LEk7�lfii"Y�:'�1`HA^f"�ORDtNit�lt'.E i!41• NA tS FORIT" YEAI BE �- CF lFIE M111MI aTY COMMISSION AMENDING G"00 3M ANQ BANG SBwMWgR 30.2004 R t t k1�HE tTY IDhM1. FOR THE OPERATIONS FOR THE CITY OF MIAMI; CONTAINING MIN MaRm Mai'1iBNtOR q LgiPRfriA810N, ABIL1TYt ANI4PRO- OF "%w,ON THE 1 BY Cts`.: °R� VIDING FOR AN EFFECTIVE DATE. CAM AU CIRIZENW, PLACE1NT Said p1oPosed crdirmoss may belnapecfed by the public at the Of-' 1 BY no PRIOR TO .tics ollhs 4tr Ouk. 1'aa Amerioar►Driw, Mleml FlosW Man, J day #"*Friday. lsdrsp 1!4i, bo~ the /rosxs of 8 am and 2.33(c� Of SAb CODE: CONTAINING A REPEALER PROVISION 5 pm ? ' AND A' LITY CLAUSE, AND PROVIDING FOR AN EF F DATE. ORDINANCE NO. AN ORDINANCE OF THE MIAMI CITY COMMISSION DEFINING 0 DESIGNATING THE TERRITORIAL "*TS EOR,::TktE,CiTY MIAMI FOR THE PURPOSE OF 'rA)d 1T t7N; PMWT?W LAGE AND LEVYING TAXES IN THE CITY- OF MIAMI, FLORI, FOR THE FISCAL YEAR BEGINNING OCTOBER 4; 2003 ANO ENDING SEPTEMBER 30,2W4, CONTAINING A SEVERABILITY 'CLAUSE, AND PROVIDING FOR AN EFFECTIVE DATE. ORDINANCE NO. ORDINANCE OF THE MIAMI CITY COMIMISSION4MAKING AP- PROPRIATIONS RELATING To OPERATIONAL -AND BUDGE. Alf Qb; E ANO BEf . SFPTEM- SEVERABILITY ,. AND A ORDiirl�lCE`Nt�. ;; AN ORDINANCE OF THE MIAMI CITY OOMAUSION.RELATED TO TAXATION, DEFII�NIING ATND DESIGNATWG TFC ITORI- THESTRICT OF � li�tA�MI, FLORI MENT,IE AND LEVY- ING TAXES W,BAD, V0V N'POAIVNt==ExNvxjoouew vwvwT FOR: T #iSEA♦. YPrIlrR4 N6 .i3(;QW19, T* . AND ENDING SEPTEMBER 30, 2004, AT FIVE-Mry�g ¢N THE DOLLAR OF NONEXEMPT ASS At L FAL ANDDI PERSONAL ".�T; PROVIDING THAT LLAgo ` 1 riXi� TI�ICES. WITHIN THE TERRITORW LIMtT3OF Ata REFLECTED IN, THE CITY'S MILLAGE LEYb" THE AFORESAID FISCAL YEAR WHICH IS REQUOM IWOW CHARTER SEG THE LEVYI t AXE Tt E BE ADDITION TO SPECiAE:V404ROMANCE, SHALL NOT BE DEEMEQ AS REPEALING OR AMENDING ANY OTHER ORDINANCE FTeVVINt3'-TAXES SM SFUU.I,,SE, ALAND INADDITION THERE- TO; AI A It R`P130vtftN%AOfEWILITY CLAUSE AND PROWDiNG FOR.AN,FFFECTIY4 CIATE. AN intsresled persons may appear at the meeting and may be heard wNh rsspesxicilMs ProPoaedardirsendes: Should aAy�ersercdesit+e toap- .1)oW any decision of the City Commission with _ p�t Io rW matler to be ,cmwidered at this msNMg, that person sha�en3ure dw a V*bstim "cord of the posegodinps.is mads kwkodM all tsstimony.arsd evidence uPon which any appeal may be based. AlffbL PRISCILI,A A. THOMPSON CITY CLERK