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Home My WebLink AboutItem #52A - Discussion ItemCITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM TO: The Honorable Mayor and Members of the City Commission FROM City Manager 43 DATE: June 1, 2000 SUBJECT: FY 2001 Budget Presentation REFERENCES: ENCLOSURES: FY 2001 Proposed Budget Presented for your review and commentary is the Proposed FY 2001 Budget. This document will be submitted under separate cover supplemented by a formal presentation by the Administration at our meeting of June 8, 2000. Following this presentation, the Administration is prepared for individual commission briefings during the week of June 12. The remaining activities and timeframes for the budget are as follows: DATE ACTIVITY June 8, 2000 Administration presents FY 2001 Proposed Budget for consideration by the Mayor and City Commission. June 29, 2000 Administration requests approval of the FY 2001 Budget for submission to the FOB. (The last day to submit the budget to the FOB is July 2, 2000, per the Interlocal Agreement) July 12, 2000 FOB meets to approve or reject the City's Proposed FY 2001 Budget. Note: The last day for the FOB to reject the City's Proposed Budget if submitted on June 23, 2000.Meeting. NLT July 31, City establishes and forwards to the County the tentative Ad 2000 Valorem Millage Rates (General Operating and Debt) and the Non Ad Valorem Assessments along with dates and times for formal public hearings on the budget. Note: The rates established at this time can be lower but not higher at the conclusion of budget hearings. Sept. 14, 2000 First Public Hearing on the Budget Sept. 28, 2000 Second Public Hearing on the Budget Oct. 12, 2000 Five Year Plan Submitted to the City Commission for approval Oct. 28, 2000 Five -Year Operating and Capital Plan submitted to the FOB for review and approval. If you have questions, please feel free to contact me. CAG/BWH Attachment FILE: 93 PROPOSED FY 2001 BUDGET It gives me pleasure to present, for your consideration, my recommendation for the FY 2001 Budget. Over the years, I have listened to the concerns raised by our constituents and have prepared a budget, albeit in a short period of time, that responds to many of those concerns in earnest. It balances the need for quality services with continued fiscal prudence. The total that is requested for all funds is $509.4 million. The general fund portion of this amount is $ 317.4 million. First, it responds to our residents by putting forth enhancements to the park system. We have added eleven additional employees to expand youth crime prevention programs in the parks. Last year we opened the Virginia Key Beach for swimming, next year we provide for facility renovations that would prepare for the opening of the historic "Black Beach" during the summer months. It also continues the focus in the neighborhoods with continued clean-up initiatives such as lot clearing and street sweeping, strict code enforcement and an aggressive program to improve the quality of life for our residents while creating a City that will attract a middle-class with expanded housing and small business development. Second, it responds to businesses, which have expressed concerns regarding our plans review and permitting process. Slightly expanded hours and 15 new positions, which include: 12 positions in Building; 1position in Public Works; and 2 positions in Planning should increase the efficiency and timeliness of our processes. As such, the City benefits by assuring that the major development projects are expedited; thus, expediting the expansion of our tax base as well as the revitalization of our neighborhoods. Third, it recognizes that in order for the City to remain competitive it has to restructure its business practices to participate in E -Government in a serious way. We have hired Arthur Andersen to develop a comprehensive strategic plan. Concurrently, we have added the position of Web Administrator to the Information Technology Department to work with our consultants to assure the City is well positioned to move forward aggressively. We have initiated the process for providing resources for infrastructure maintenance. We have experienced the results of years of neglect and must reverse the costly trend. We have proposed $1 million on a recurring basis; separate from the normal capital, to assure basic maintenance for our facilities. We issued a Letter of Solicitation for an infrastructure study, which will provide for a maintenance program complete with schedules for each of our buildings. It will also identify, through professional assessments, the true state of our facilities. A contract will be presented for your consideration shortly. Fourth, we have identified efficiencies to partially offset the enhancements proposed. It eliminates nine existing positions in the organization with the intent to eliminate additional positions to the tune of $500,000. I have begun conversations with the new Police Chief regarding operational efficiencies in the Police Department to include, but not limited to, placing more officers on the street and more support for City programs that addresses City Commission priorities. He has responded favorably and promises to do more. The expansion of crime prevention programs in the parks is an initiative from the Law Enforcement Program. Finally, the resources to support the initiatives outlined above are consistent with those contained in the existing Five -Year Plan. We meet our reserve commitments and contractual obligations and are �:-1 I 1 0 0 well positioned to take on initiatives such as the River Dredging and Network Access Point projects, should they become a reality. In conclusion, I remind you, that through the. acceptance of the resolution that confirms me as City Manager, you have agreed to participate in a vision/goal setting retreat with the administration. I have made provisions in the Budget to facilitate such a process. From such a session, we will be able to articulate the vision of our City through our elected body. It will . set the framework for our mission augmented by measurable goals and objectives by which to measure my performance. I have avoided the temptation to commit to a number of new worthy, but competing projects, without the benefit of your vision for the City. I have committed to the Financial Oversight Board that the City will prepare a plan that utilizes the Strategic Investment Reserves. Because of the criticality of the projects, .I will be asking that you strongly consider, as a strategic investment, the hiring of experts to expedite the planning process for our major development sites such as Watson Island, Virginia Key and Bicentennial Park as well as a comprehensive review of our land use and zoning codes. In the long run, the plan for the use of these funds will require much feedback from you. We are continuing to position ourselves to be financially healthy so as not to diminish services in an economic downturn. The ills of the past are systematically being eradicated and, with the development of our waterfront properties, a significant tax reduction, which is a high priority for us all, is within reach. With that, I'll turn it over to Bertha Henry to provide a brief presentation on the Budget. P,-��Seca oleo�� 1 E E E WITY OF WIFREDO (WILLY) GORT Vice -Chairman 6 &WIAMI 'COMMISSION JOE SANCHEZ Commissioner Submitted into the,, public record in connection with -itemon fza4uel Walter Foeman City Clerk JOE CAROLLO Mayor OF I NCO I p ATEI qQ 11 AT is ARTHUR E. TEELE JR. Commissioner TOMAS REGALADO Commissioner JOHNNY L. WINTON Commissioner '-rfjC*Td hn on, City cfad� U CnYC0M IISSION CITY OF MIAMI FY2001 TABLE OF ORGANIZATION RESIDENTS OF Mmu EXECUTIVE MAYOR Special Assistant tothe City Manager CITY MANAGER City Clerk ChiefofStaff City Attorney Civil Service Board Police Assistant City Manager Assistant City Manager Assistant City Manager J'a Finance&Administration Operations Planning&Development OffS[reet Parking a '.. Authority Neighborhood Miami Sports& Fire -Rescue Finance EnhancementTeam Exhibition Authority(NET) a..' ..... Community Development/ ork Development/ Workforce Developm / Housing Information Technology' Bayfront Park Management Trust Management. and Budget \�`"` Solid Waste Risk Management :`.: :_- Planning&Zoning Community s... General Services Redevelopment Agency Internal Audits and Administration ' •'`- Reviews Purchasing -' - ,,, Building Downtown Development Parks&Recreatim ar' Authority Human Resources "'= ' Real Estate & Economic Development Labor Relations Public Works International Trade Board Equal Opportunity Public Facilities Hearing Boards Office ofMediaRelations/ e _, ,,NET NET9 —a- Homeless Program Asset Management Note: Assistant City Managers and their designees serve as liaisons to the semi -autonomous agencies indicated. This arrangement enables all parties, including administrative staff, the City Commission and the various boards and authorities, to work in a more synergistic manner. Submitted into the public record in tonne tion with item ons :, e Walter Foeman City Clerk • Submitted into the public record in connection with item onG F� ad Walter Foeman City Clerk BUDGET MESSAGE................................................................................. i READER'S GUIDE..................................................................................I CITYPROFILE .......................................................... N BUDGET SUMMARIES Revenue Summaries TaxableValue................................................................................................................. R-1 Millage............................................................................................................................. R-2 RevenueSummary by Fund .............................. ............. ................................................ R-3 ! Appropriation Summaries Appropriationsby Category ........ ...... ............................................................................... S-1 Appropriation Comparison by Fund and Spending Agency .... ....................................... S-2 Summary of Position Comparison..................................................................................S-4 DEPARTMENTS AT A GLANCE Mayor...............................................................................................................................1 Boardof Commissioners.................................................................................................2 AssetManagement......................................................................................................... 3 Building............................................................................................................................ 5 CityClerk.........................................................................................................................7 CityManager...................................................................................................................9 Neighborhood Enhancement Team (NET).........................................................10 CivilService.....................................................................................................................12 CommunityDevelopment................................................................................................14 Conferences, Conventions and Public Facilities.............................................................16 Equal Opportunity/Diversity Programs............................................................................18 Finance..................:......................................................................................................... 20 Fire -Rescue ..................................................................................................................... 22 General Services Administration.....................................................................................24 HearingBoards...............................................................................................................26 HumanResources..........................................................................................................28 InformationTechnology......................:............................................................................30 InternalAudits.................................................................................................................32 LaborRelations..............................................:................................................................ 34 Law.................................................................................................................................. 36 0 13UDGET DETAIL BY FUND General Fund ` Management and Budget -----''---------------_-------- �y�'='` � -'38 4D Media Relations ' -'�^-------------__-_______-_* ---�---�� -----�42 Parks and RecreaUon----_---`-'-__------------_- ____,__ � Pension -.'_.-_--^---.'.---------_-- ' -------'--- � 46 Planning and Zoning ---��------_------------__-_-- � .---' ................... 48 Police ............... :......................................... ---��----'-- - Professional �onmp|)anoa � --------------------_ �*�"^ -' � ` . ____---.5O ' -Public Works ' --_____________________ -----'— ` � ------52 � ---�54 Purchasing -------------'-----^'—''---'---'------. Real Estate and Economic Development ....................................................... � I 50 58 FUSh Management -----------'�'----------,_---- ------' � _--.6O 8o\id\8�/Ste',`--------�'_----'--------------"�-- � 13UDGET DETAIL BY FUND General Fund y�oyor------------'--�--'---------.----------------. O3 � nduf�onnn�m�oner� ..-'�-------------------------' Board --'-� Asset Management `--------------------' -----'��' .�____--�OS Building --'—'-�---_----------------'-� __________7O' Administration ---_--''-----________� ----- ___-'71� 72 (S�n/k�en --------'_.---_'--_--------. n*p��u"" --- Code �-`-_------------------. `' Administration--� ____-73 City �`-__--_____________ . ---------'-- `. -----__--74 ....................................... C�vy�aD�ger--------------.--------- `.____--.-7O (�k�\Sen��e ' '------''----------' ---------�-' � � - Conventions ----_-__________ Conferences, uo Facilities... ' ""^''~~''~ -- Public ' 77 � 78 Coconut Grove Exhibition Center .......... ...................... .............. ... ______ T9 K8arhleGt8diunnK8ahno '-----------'_----_________' -' � Orange Bowl ......... --.......... ..................................................................... .--j31 K8i8[�ohOa -_----------__----�� -------'--� 82 Dinner Key ---------------------------- ' ---� 83 K8anua\A�in�e Center .................................................................... °""^^~-� � 84 Foua\{}ono�un�v/O Prognern�----------------------.--' -`-�� ,, `� `,="'� Finanoe-----------~---.-----------..-----------.-85 .�-| GeneralAcoouDdnQ--'-.`-----^'--------.�-----'---. 87 Treasury Management . -----.-------_--86 '—�----� --'-`-'—� 08 Parking, -'---`-------'----------r � -'----- 89 Fire-ReSSuo---'---------------- `----`--------------' : -'90 [��ca0f�he(�h�� ._----.------------------' -----� -----91 � En�epganoyResponse --------'-------------____'__'02 Fire PrevonUonBureau -------------`----' --'�------------'------------�S3 //umx,�u/="~^�-----� B4 Management Services ---~-------/--------------. ---' ' 85 �-� Support Services ............................. �...... .............................. ...... ......... public C� into the D � .--_ ' �Onn ^-- ��u�-�--~~- °~_�_ �e��__~�~~m�~ / � ��» ^^--- ��c _' cityr=~~«-1 • • General Services Administration.....................................................................................96 Officeof the Director............................................................................:..............97 PropertyMaintenance.........................................................................................98 Graphic Reproductions and Mail Room.............................................................99 Communication Services....................................................................................100 FleetMaintenance..............................................................................................101 Miami Riverside Center......................................................................................102 Custodial Maintenance.......................................................................................103 HearingBoards...............................................................................................................104 HumanResources..........................................................................................................105 InformationTechnology...................................................................................................106 InternalAudits.................................................................................................................107 Office of the Director...........................................................................................108 InternalAudits.....................................................................................................109 LaborRelations...............................................................................................................110 Law..................................................................................................................................111 Management& Budget...................................................................................................112 MediaRelations...........................................................................................:..................113 Parksand Recreation......................................................................................................114 Office of the Director...........................................................................................115 ChildDay Care....................................................................................................116 Recreation...........................................................................................................117 Grounds Maintenance Operations.....................................................................118 DisabilitiesProgram............................................................................................119 . Pension............................................................................................................................120 GESE......:...........................................................................................................121 FIPO.................:..................................................................................................122 Planningand Zoning.......................................................................................................123 Police...............................................................................................................................124 Officeof the Chief...............................................................................................125 Administration.....................................................................................................126 Operations..........................................................................................................127 ProfessionalCompliance................................................................................................128 PublicWorks...................................................................................................................129 Officeof the Director...........................................................................................130 Design.................................................................................................................131 Construction........................................................................................................132 Operations..........................................................................................................133 Stormwater Utilities Administration.....................................................................134 Stormwater Utilities Maintenance.......................................................................135 Purchasing.......................................................................................................................136 Real Estate & Economic Development......................................................................:...137 RiskManagement..........................................................................................................138 GroupBenefits....................................................................................................139 Propertyand Casualty........................................................................................140 Submitted into the public record, in_ connectionwit item �l on ------'r ` Welter Foeman u _ City Clerk SolidWaste...:........................................:.:...:..........................:..............:...:...................141 Office of the Director., ............. ...... 142 Sanitation Code Enforcement....:...........143 ............................. WasteCollection......................._..............................._........................:..:..:..........144 Non Departmental Accounts..............................................................................._....n1a Debt Service Funds General Obligation Bond Fund Summary .......................................................................145 Special Obligation Bond Fund Summary ........................................................................147 Special Revenue Funds City Clerk Services .................................................... Community Development .......................................... Administrative Services ................................ Field Operations ............................................ Housing Conservation .................................. One Stop Center ........................................... Convention Center ..:................................................. Economic Development & Planning Services ........... Fire -Rescue Services ................................................ Law Enforcement Trust Fund .................................... Local Option -Gas Tax ................................................ Neighborhood Enhancement Team Centers............ Parks & Recreation Services .................................... Police Services.......................................................... Public Service Taxes ................................................. Stormwater Utility ...................................................... ......................................................152 .................................................:....153 ....._ .......................:........................154 ...... ..............................................:..155 ..............................................:.......156 ......................................................157 .......................................::.............158 ........._.._ .........................................159 .....................................................160 ................................:.....................161 ..............................:.......................162 ................. ...............:................163 Trust and Agency Fund SpecialPension Fund .................................... :.................................................................. 164 APPENDICES AppendixA.......:......................................................................................AA AppendixB: Glossary ..... :........................................................................ B-1 Appendix C: Budget Process & Principles ............................................ C-1 Appendix D: Other City Agencies........................................................... D-1 Appendix E: Capital Improvement Program .......................................... E-1 Appendix F: Total Cost Estimate........................................................... F-1 Submitted into the public record in connection with 110n1 on' d _ Walter Foeman City Cleak, L'' �J • READER'S GUIDE Submitted into the public record in cohnec ion with item U.13— on �--0a Walter Foeman ,5 ,1 City Clerk s- i S C01-i� ix - ;j • • C7 READER'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 in this budget. SCOPE OF THE BUDGET DOCUMENT A municipal budget is a plan of financial operation containing an estimate of proposed expenditures and the proposed means of financing them during a fiscal year. The FY 2000- 2001 (also called FY2001) 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 2001. 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 categories 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 * Trust and Agency Funds Submitted into the public record( connection with ttem `-! on Walter Foeman City Clerk An explanation of the departmental and divisional budget summaries is provided below. (See Items A and B.) It should be noted that the City consolidated the Enterprise and Internal Service Funds into the General Fund in FY'97. Appendix A - This section fulfills a City Charter requirement by providing historical data for departments or divisions that were reorganized or deleted. Glossary - This section (see Appendix B) contains definitions of the municipal budgetary terms and acronyms used in this document. Budget Process and Principles - Appearing as Appendix C, this section explains the accounting basis used, the process and calendar followed, the method for. amending and monitoring budgets, and a description of the City's overall financial structure. Other City Agencies - These are semi -autonomous agencies controlled by and dependent on the City Commission for budget authority. Capital Improvement Program - Appendix E is a comprehensive list of all capital projects arranged by category and reflecting both the total project cost, as most are multiyear projects, and the amount budgeted for each project in FY2001. Total Cost Estimate - Appendix F, shown for informational purposes only, reflects the total estimated budget for operating each department .from all funds as well as certain prorated costs (utilities, self-insurance, etc.) that are included in the budgets of other departments. FORMAT FOR DEPARTMENT SUMMARIES There are two distinct sections, as described below, presenting information about the City's departments. With a few exceptions, departments are arranged alphabetical order. The General Fund section, for example, includes detailed summaries on all departments, divisions, and offices funded with General Fund revenues. Department summaries are in a standard format whenever applicable. Certain.funding areas such as Non -Departmental Accounts (General Fund) follow individually tailored formats. The following explains the standard Department Summary section: A. Departments at a Glance - The standard format for department information in this section is as follows: First Page: * Description of functions and responsibilities * Organizational chart'showing positions by Division * Summary of total departmental costs Second Page: * Objectives for FY 2001 Submitted into the public * Performance Measures record i cona�ec 'on with * Significant Accomplishments in FY 2000 —� item on Walter Foeman City Clea 0 C7 11 Explanations of the above components are as follows: A cri tion — A brief narrative summary of the department's major responsibilities an Des p activities to help the reader understand the fiscal and personnel allocations presented int e budget. Or anizational Chart - A chart showing the number of positions by division and/or section 9 within each department. Total Department Cost — Shown for informational purposes, this amount represents the total T p plus interdepartmental transfers and other costs that are proposed appropriation from all funds p recommended for appropriation to other departments.redirect cost Allan ha This plan will identify major David M. Griffiths and Associates to develop a legal, etc. City functions and allocate costs such as human resources, information technology, g twill FY 2001 — Measurable objectives the department plans to achieve that Objectives for further the department's mission. performance Measures - This section measures output or, achievements that indicate the quantity, quality or effectiveness of a particular se Si nificant Accomplishments — This highlights important achievements during FY 1999- 9 2000 that deserve to be noted and recognized. on the Z. to d et Detail b Fund — This section has detaile infor l ti is about C ty recommended budgets for all departments, divisions, and other govern that provides a is a chart at the top of the page Department's Total Budget - This summary ie charts; one historical comparison of expenses by major objecet code Thecategories conte (explained P the glossary and the budget estimate for the year to co divisions for those departments that have reflecting the proposed budget allocation by divisions, and a second pie chart showing the budget by categories. increases or decreases to Budget Adjustment Summary - This section explains any major this department's recommended budget as well as any functional or organizational changes. Division Budget Summary - Divisional Summary pages follow Department Budget Summary pthe ages for those departments that have more g or than one ng components se division summaries follow a standard one-page format contain * Description of the Division's functions * Division's Budget Summary in the same format as department's summary * 'Budget Adjustment Summary It should be noted that the Divisional Budget Summary page, Performance Measures, is identical to those explained information contained within Division Summaries applies solely highlights of a single division within a multi -divisional department. Submitted into the public record��conne�io� �it� item on U Walter Foeman 111 City Cleric except for the Objecuves for departments, except to the budget, functions, and the and _D;t 5e4A n �•t, Lf �A. l� � 1 C7 C. • n U • CITY PROFILE Submitted into the public record in connection with item -JL3— ®n Walter Foeman City Clerk, • POPULATION BY PLACE OF BIRTH Born in Florida 24.1% Born Out of State 16.2% Foreign Born 59.7% AGE DISTRIBUTION 1-19 Years 25.6% 20-44 Years 36.2% 45-59 Years 16.1% 60-74 Years 14.6% 75 and Older 7.5% Median Age 39 HOUSEHOLD CHARACTERISTICS Total Households 130,250 Median Household Income $19,900 Household Size (Persons) 2.8 THE LABOR FORCE Civilian Labor Force 179,854 Employed 163,776 Percent Employed 91% Percent Unemployed 9% Employment by Occupation Occupation % of Workers Executive/Mgrs. 8.7 Professional & Technical 11.0 Sales 11.5 Adm. Support/Clerical 14.9 Service Occupations 24.5 Production & Repair 12.1 Machine Operators 9.1 Transportation & Moving 4.6 Private Household 1.8 Other Employment 2.0 Submitted into the public record in conne tion with item -� on �.-� o Walter Foeman VI City Glean JJ „� Miami's Major Employers Occupation % of Workers, Miami -Dade Public Schools 32,474 Miami -Dade, County Govt. 28000 Federal Agencies 18,100 State Government 17,400 Jackson Memorial Hospital 7,216 Bell South 5,798 City of Miami 3,414 TOURISM visitors to Greater Miami in 1999 Domestic 4,385,000 International 5,399,800 Total 9,785,800 Visitors to Greater Miami by Place of Origin European Countries 1,382,600 Canada 599,800 Latin America: 3,258,800 South America 2,127,300 Central America 398,900 Caribbean 732,600 Others 158,600 Total 5,399,800 Submitted into the public ` record in. connec for With item '—(3 on —.-o d Walter Foeman City Clelk j i �t�► surd. - Ya. 'o . • • THE CIN OF MIAMI • Now 105 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. According to the U.S. Census Bureau, Miami's population in 1900 was 1,700 people. Today it is a city rich in cultural and ethnic diversity with 368,600 residents, 60% of themforeign born. In physical size the City is not large, encompassing only 34 square miles. In population, Miami is the largest of the 30 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. We are also temporary home to International Trade Secretariat of the Americas and hosted the first ever "Mayor's Summit of the Americas" in November 2000. 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 1997 through 1999 as reflected in the latest building trends data for the City of Miami. 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. Submitted into the public �; z) . _-Vc� record in coO�eptGh ,..� 0 item E"( 3 IV Walter Foeman City Clerk Commercial Construction Residential Construction Year Total Permits Issued Construction Cost Total Permits Issued Construction Cost 1997 2,236 $233 million 3,751 $35.4 million 1998 2,596 $389 million 4,054 $46.3 million 1999 3,049 $685 million 4,621 $47.2 million Source: City of Miami Building and Zoning Department 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. Submitted into the public �; z) . _-Vc� record in coO�eptGh ,..� 0 item E"( 3 IV Walter Foeman City Clerk The Miami area is a leading center of domestic and international tourism. Tourism from all sources grew in 1999 and that growth is continuing in the year 2000. During 1999, 9.8 million persons visited Miami -Dade County. Of this number, 5.4 million were international and 4.4 million were domestic visitors. Visitors from Latin American countries predominate (60.3%) with visitors from European countries making up 25.6% of the international visitors. The remaining international visitors (14.9%) come from other countries. COMMUNITY PROFILE DATA Year of Incorporation 1896 Form of Government Mayor -Commissioner Plan, Area of City 34.5 Square Miles Recommended FY 2001 Budget $317,369,957 (General Fund) Expenditures Per Capita $861 POPULATION & RACIAL COMPOSITION 1999 Census Estimate 368,600 White 12% Black 21% Hispanic 66% Other 1% HISPANIC RESIDENTS BY COUNTRY OF ORIGIN Number % Cuban 139,367 62.2 Nicaraguan 28,202 12.6 - Puerto Rican 12,004 5.4 Honduran 7,715 3.4 Dominican 5,786 2.6 Columbian 5,218 2.3 Guatemalan 2,660 1.2 Salvadoran 2,446 1.1 Peruvian 2,070 0.9 Mexican 1,923 0.9 Ecuadorian 1,175 0.5 Panamanian 898 0.4 Other Central American 982 0.4 Other So. American 3,930 9,598 1.8 4.3 public into the public All Other Hispanic Submitted Total 223,964 100in Connection record �jb L. on !tem Walter Foeman City Clericl 0 0 Orange Bowl Stadium at Night REVENUE SUMMARIES TAXABLE VERSUS GROSS TAXABLE VALUE EXEMPTIONS AT A GLANCE 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. The difference between the gross taxable value and those exemptions 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 1999 equated to a little over $5.7 billion. This amount represented 30% of the gross taxable value of approximately $19.1 billion for that year, which translates to significant revenue loss for the City. r 75.00% 74.00% 73.00% 72.00% 71.00% 70.00% 69.00% 68.00% 67.00% 66.00% 65.00% 64.00% 63.00% 62.00% Gross Assessed Value V.s. Taxable Assessed Value 1994 1995 1996 1997 1998 1999 OT ax able ONan-Taxable FY 1999 Exemptions and Other Non -Taxable Total Value = $5,741,345,207 Mother Non- . Taxable 0Institutional 6% ■ . _.. Homestead 18% fitted into the public OGovernment8lecord in conne tion with 59% item Y3 on — rcfa Walter Foeman City Clerk *The assessed valuation amounts for year's 1994 - 1998 reflect final assessed valuations, while the assessed valuation amount for 1999 reflects the preliminary in both charts above. R - 1 MILLAGE RATES OPERATING AND DEBT SERVICE A mill is expressed as a $1 in taxes for every $1,000 of assessed valuation. This is the ratejhat is calculated with the taxable 'value to show the amount of ad valorem taxes levied by a municipality. For Fiscal Year 2001, the estimated operating millage rate will remain the same, while the estimated debt service millage rate of will fall below the rollback rate. Millage Rates for the City of Miami 7 Submitted into the public record iq conneAtion with Item �_ on Walter Foeman �s • City Clete The millage rates expressed in the chart above are the adopted rates for fiscal years 1997 — 2000 and the estimated rate for fiscal year 2001. R-2 • • • 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. General Eunrl Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Non -Revenues Internal Service Funds Grand Total Miscellaneo 5, Fines and Forfeit: 1% Charges for Sery 23% Adopted Amended Estimated Budget Budget Budget 1999-00 1999-00 20-00_-01 $ 136,081,039 $ 134,243,400 $140,329,110 10,106,402 7,748,315 7,943,964 37,401,430 37,401,430 32,145,541 64,067,884 72,351,806 74,275,653 2,936,263 2,865,263 3,434,072 13,325,850 15,001,157 14,376,723 13,966,583 13, 754,057 13,454, 694 28,525,363 29,725,363 31,410,199 $ 306,410,814 $ 313,090,791 $ 317,369,957 FY 2001 General Fund Revenue Breakdown Internal Service Funds Non -Revenues 10% -1 V h 3% Submitted into the public record in connection with itorn Walter Foeman City Clerk REVENUE SUMMARY BY CATEGORY COMBINED SPECIAL REVENUE FUNDS 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 111 — Local Option Gas Tax ➢ Fund 113 — Public Services Taxes ➢ Fund 114 — Stormwater Utility ➢ Fund 117 — Community Development ➢ Fund 118 — Health Facilities Authority Submitted into the public record in conne item "2' tion witt, on au Walter F ., . - City claaj R-4 C • v • 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. For Fiscal Year 2001, there is an amount being used from fund balance in the General Debt Service Fund in the amount of $1.4 million. This will help to lower the debt millage rate for that fiscal year. General Fnnd Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Non -Revenues Internal Service Funds Grand Total Adopted Amended Estimated Budget Budget Budget 1999-00 1999-00 2000-01 $ 19,327,524 $ 19,327,524 $ 17,146,901 430,709 430,709 910,165 - 415,910 - - 1,400,000 20,571,000 20,571,000 21,510,617 $ 40,329,233 $ 40,329,233 $ 41,383,593 FY 2001 Debt Service Funds Revenue Breakdown Non -Revenues 3% Miscellaneous Revenue Internal Service Funds Intergovernmental Rev, 2% Taxes !1% Submitted into the public record in conne tion with item L' -3 on=_v Walter Foeman R - 5 City Clerk TRUST AND AGENCY FUND ELECTED OFFICIALS RETIREMENT TRUST Trust and Agency Funds, account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. This fund will reflect a contribution to the Elected Officials Retirement Trust. This amount is being actuarially determined and is not known at this time. The revenue source, should funding be required, will come as a transfer from the General Fund. 9 submitted into the public record in conne tion with item on �U Walter Foeman -Cdy Clams 1�)t>C A J-5,__) 1-� R-6 • • C: 0 . * Cruise Ships at the Port of Miami APPROPRIATION SUMMARIES Submitted i recordin nt® the public °tem Lonnectio on lfin with 'd' a a r.. falter j; --``� oemc, City Clelk 60 5 14 b �z APPROPRIATION BY CATEGORY GENERALFUND The chart shown below classifies the General Fund Estimated Fiscal Year 2001 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 76% 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. Operating 11 0 Appropriations by Category for the General Fund Estimated Budget of $317,369,957 Insurance Reserves Non -Operating _.., _ C.I.P. and nts Personnel 76% Submitted into the public record in connection with item on —CIZIL2d Walter Foeman City clerk APPROPRIATION COMPARISON BY FUND AND SPENDING AGENCY Submitted into the public record in conneftion with item (3 on r-Y-IffL !Walter Foemait City Clergy S-2 Adopted 1999-00 Amended 1999.00 Estimated 20001 GENERAL FUND Mayor $ 546,812 $ 547,532 $ 742,252 Board of Commissioners 953,126 909,656 943,119 Office of the City Manager 1,492,774 1,443,683 1,450,397 Office of Asset Management 2,133,631 2,156,080 875,341 Office of the City Clerk 1,050,570 1,050,650 891,805 Office of Civil Service 275,484 275,484 295,593 Office of Media Relations 363,470 335,175 656,429 Office of Equal Opportunity/Diversity Prg. 212,833 194,209 191,474 Office of the Hearing Boards 547,134 579,510 594,695 Office of Labor Relations .498,133 499,189 547,264 Office of Professional Compliance 220,583 221,265 242,502 Building 3,624,166 3,933,409 4,327,691 Conferences, Conventions & Public Facilities 4,657,219 4,752,651 4,942,932 Finance 4,628,024 4,575,656 4,809,224 Fire - Rescue 48,058,312 48,270,089 46,369,567 General Service Administration 11,630,848 12,110,197 13,214,588 Human Resources 2,112,259 2,274,332 2,329,474 Information Technology 6,185,486 6,260,040 6,630,913 Internal Audits and Reviews 705,257 705,257 716,221 Law 4,034,741 4,047,524 4,206,454 Management and Budget 2,055,171 2,006,567. 1,789,175 Parks and Recreation 8,942,754 8,990,990 9,717,444 Pension 17,423,042 17,423,042 20,022,551 Planning & Zoning 1,775,649 1,775,649 1,881,650 Police 86,595,193 89,656,571 91,129,870 Public Works 9,250,500 9,329,182 9,810,943 Purchasing 934;467 935,884 966,459 Real Estate & Economic Development 1,102,932 1,192,229 829,587 Risk Management 39,322,049 39,466,431 41,340,711 Solid Waste 18,657,031 19,380,639 18,631,941 Non -Departmental Accounts 26,421,164 27,792,020 26,271,690 Total General, Fund _$ 306,410,814 $ 313,090,792 _$ 317,369,957 ❑FRT SERVICE FI IND Special Obligation Bonds 22,110,349 22,110,349 23,308,473 General Obligation Bonds 18,218,884 18,218,884 18,075,120 Total Debt Service Fund I $ 40,329,233 _$ 40.329,233 _$ 41,383,593 Submitted into the public record in conneftion with item (3 on r-Y-IffL !Walter Foemait City Clergy S-2 U • APPROPRIATION COMPARISON BY FUND AND SPENDING AGENCY CONTINUED SPECIAI RFVENUF FUND City Clerk Services Community Development Convention Center Distressed Neighborhoods Downtown Development Supplemental Fee E-911 Emergency System Economic Development & Planning Services Environmental Storm Sewer Water Fund Fire Assessment Fee Fire Rescue Services Health Facilities Authority Impact Fee Administration Law Enforcement Training Fund Law Enforcement Trust Fund Local Option Gas Tax Miami - Dade Tourist Bed Tax Neighborhood Enhancement Teams Parks and Recreation Services Parks - Developmentally Disabled Police Services Rescue Services "Public Service Taxes Public Works Services Recreation Activity Consolidated Stormwater Utility OMNI Tax Increment District SEOPW Redevelopment Trust Fund Total Special Revenue Fund Adopted Amended Estimated I Cb9q=00 1999 nn 20.00-01 $ - $ 98,296 $ 146,089 42,247,325 42,359,291 $ 51,029,688 7,460,343 7,460,343 7,434,916 5,306,934 - - 18,000 - - 1,364,160 - - - 52,041 138,840 8,962,242 - - 4,272,183 - - - 6,191,035 6,058,281 - 10,000 200 34,041 - - 103,000 - - - 29,020,749 3,329,475 6,868,219 6,868,219 7,033,758 - 2,866,346 - 3,851,175 4,220,775 4,298,917 - 590,501 2,055,529 272,801 - - - 6,774,094 20,486,788 1,883,795 - - 37,361,306 37,361,306 39,632,954 - 162,865 - 317,700 - - - 8,962,242 8,962,242 517,335 - - 1, 784.604 - $ 122,625,163 $ 152,998,103 $ 150,607,677 9THER ENTITY SPECIAL REVENUE FUND Community Redevelopment Area 2,301,939 - Total Other Entity Special Revenue Fund - $ 2,301,939 - TRUST AND AGENCY FUNDS Elected Officials Retirement - 250,000 - Total Trust and Agency Funds - $ 250,000 - TOTAL CITY OF MIAMI BUDGET $ 469,365,210 $ 508,970,067 $ 509,361,227 AI ITHORIVESIDTHER AGENCIES Bayfront Park Management Trust $ 2,923,500 Community Redevelopment Agency (SEOPW & OMNI) $ 22,131,075 Department of Off -Street Parking $ 10,704,221 Downtown DevelopmentA�g�iNitted into the public$ 1,686,761 Miami Sports and ExhibitiorrbAZl? fitXn Conn e ton Witht _ 3 690,000 item 'Ln on 5 J Walter Foeman City Clerk $ 2,923,500 $ - $ 22,131,075 $ - $ 10,704,221 $ - $ 1,686,761 $ - $ 690,000 $ - ,4 :. L x,.,s5c�l SUMMARY OF POSITION COMPARISON BY FUND GENERAL RM W Board of Comrissioners City Manager Office of Asset Management Office of the City Clerk Office of Civil Service Office of Equal Opportuniiy/Diversity Prg. Office of Hearing Boards .Office of Labor Relations Office of Media Relations Office of Professional Compliance Building Conference, Corn. & Public Facilities Finance Fire Rescue- Civilian Fre Resa.&-- &morn Total Rn -,Rescue General Services Adrrinistration Human Resources Information Technology Internal Audts Law Nanagernent & Budget Nondepartiriental Accounts (fes: Mam Action flan Sister Cities Errployee Pod Tota! NDA Parks and Recreation Planning and Zoning Polioe-Gvilian Police -Sworn Total Police Public VV -*s Purchasing Real Estate & Economic Development Rask Managerrient Solid V13ste TOTAL GENERAL FMD •'+' 11 ••• 11 a •c• 111 1 c •c• 111 1 9 9 - 12 3 1.00 13.00 19 19 - 20 1 1.78 21.78 ' 22 20 (2) 20 - - 20.00 15 15 - 11 (4) - 11.00 11 10' (1) 10 - 1.00 11.00 4 4 - 4 - - 4.00 4 3 (1) 3 - - 3.00 7 7 - 7 - .1.00 8.00 7 7 - 7 - - 7.00 6 6 - 5 (1) - 5.00 4 4 - 4 - - 4.00 70 83 13 83 - 1.00 84.00 27 27 - 30 3 47.00 77.00 70 70 - 67 (3) 10.00 77.00 62 64 2 64 - 6.00 70.00 583 583 - 583 - - 583.00 645 647 2 647 - 6.00 653.00 141 141 - 146 5 19.63 165.63 30 30 - 30 - 1.00 31.00 60 60 - 63 3 7.00 70.00 11 11 - 11 - - 11.00 51 51 - 51 - 0.88 51.88 30 26 (4) 26 - 8.00 34.00 2 2 - 2 - - 2.00 2 2 -' - 2 - - 2.00 1 - (1) 1 1 - 1.00 5 4 (1) 5 1 - 5.00 124 125 1 125 - 151.90 276.90 31 31 - 33 2 - 33.00 439 439 - 383 (56) 57.26 440.26 1,142 1,142 - 1,135 (7) - 1,135.00 1,581 1,581 - 1,518 (63) 57.26 1,575.26 99. 100 1 100 - 12.88 112.88 18 18 - 18 - - 18.00 8 8 - 8 - - 8.00 32 32 - 32 - 1.00 33.00 239 239 - 239 - 32.00 271.00 3,380 3,388 8 3,335 (53) 360.33 3,695.33 Submitted into the public record in connection wiNVr item on _ Walter Foeman.l t, City c S-4 ..i i • .`+ A i ! J' 3 C', • SUMMARY OF POSITION COMPARISON BY FUND CONTINUED Slr-'E0,4L FEVENLE FLNDS Building (bxled by CDBG) • .- : •• - Field •. _,1. Housing . _- .1• Ore Total•.' CRA - SE OvatamvPark West Tax Distict Cistessed Neigltatwds. Fire Rescua,%Aan Fire PbsaeCMlian Marri 1• Neigitatcod Btamerrient Teem -- ._sr. - (Uldecl by •1. aty • - .. • w b. sI . 1• - - . `Is,�- -• •- _ - • • . IN •'• 11 ••d 11 111 1 a •:-• •111 1 2 2 2 - - 200 44 44 - 108 64 - 108.00 - - - 47 47 8.00 55.00 44 44 - - (44) - - 52 52 - - (52) - - 140 140 - 155 15 8.00 163.00 3 3 - 3 - 0.63 3.63 134 134 - 168 34 - 168.00 24 24 - 24 - - 24.00 4 6 2 6 - - 6.00 7 7 - 7 - - 7.00 73 73 - 73 - 40.88 113.88 5 5 - 8 3 13.08 21.08 - 2 2 2 - - 200 - - - - - 1.00 1.00 - - - - - 3.00 3.00 - - - - - 0.88 0.88 - - - - - 0.88 0.88 - - - - - 250 250 - - - - - 1.00 1.00 - - - - - 26.00 26.00 - - - - - 17.00 17.00 390 396 6 448 52 114.85 56285 4 4 - 4 - - 4.00 2 2 2 - - 200 3,774 3,790 16 3,789 (1) 475.18 4264.18 Submitted into the public tern recor-T� coon e�ti with Walter F meo are S-5 City Clea 0 • Calle Ocho Annual Festival DEPARTMENTS AT A GLANCE into the he publicWithrecord in c®nne�' ion �� on - item Walter FoemaR clty CI . • • Administrative Slall Fr: S TOTAL COST DESCRIPTION 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 employees. 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'2001 Table of Organization Permanent Full Time Positions: 14 Mayor of the City Chief of Staff Budget Liaison Fr: , Fr: , Correspondence Director Fr:1 Press DirectorI Spanish Media I I Intergovernmental Affairs F 1 Coordinator Ij Coordinator Fr:, Fr:1 Sister Cities Program FT: 2 The total cost for the Office of the Mayor is $1,192,313. Protocol Director Fr:1 Submitted into the public record in connection with itemL 3� on 6 Walter Foemarr This figure is preliminary. and does not reflect all costs that represent total cost. The City has er g ged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. DESCRIPTION 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. FY2001 Table of Organization PermanentFull Time Positions: 20 Temporary/Permanent Part Time Positions: 1.78 FTE Total Positions: 21.78 Board of Commissioners" Commissioner -District 1 Commissioner District 2 Commissioner District 3 Commissioner -District 4 Commissioner District 5 Wrfredo "Willy" Gort Johnny L. Winton Joe Sanchez Tomas Regalado Arthur E. Teele FT: 4 FT: 4 FT: 4 FT: 4 FT: 4 Temp/PT: 0 FTE TempIPT: 0.75 FTE Temp/PT: 0.88 FTE Temp/PT: 0 FTE Temp/PT: 0.15 FTE TOTAL COST The total cost for the Board of Commissioners is $2,453,763. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. Submitted Into the public toewd in connection with Walter Foeman City Clef ` ,fir /"A ✓ 2 C7 • • • City of MiamlAn ® OffllcOf Asset Nlanagernent FY2001 Budget DESCRIPTION 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; and monitors and enforces all contractual elements of leases and licenses. This Office also keeps and updates the City property inventory and works with tax consultants to assure that all properties City are assessed correctly. FY2001 Table of Organization Permanent Full Time Positions: 11 Total Positions: 11 Administration FT: 2 1 Position Shared at 33%* Lease ManagementI I Property Manangement FT: 4 FT: 5 One position is shared at 33% with both Planning & Zoning and Real Estate and Economic Development TOTAL COST The total cost for the Office of Asset Management is $1,768,487. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public record in connection with item on G® Walter Foeman City Clerk � 5C� �SerJ OBJECTIVES FOR FY2001 ❑ To develop an interim use for the Miami Rowing Club property by January 1, 2001 in order to enhance public use of the site.' ❑ To develop by December 31, 2000, model agreements requiring only minor modifications or addendums in order to process new licenses and management'agreements in a timely manner. ❑ To reduce turnaround time on property list requests by creating 'identification (code); 'system by December 31, 2000 to facilitate sorting of properties. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000" FY2001 Operational Efficiency • Reduce average time for reviewing and 5 days 2. days approving invoices. • Reduce turnaround time for property list -requests 10 days 4 days by creating sort codes. Mission Accomplishment • Reduce maintenance operating expenses Unknown 3% through the implementation of innovative methods while maintaining the current level of service. • Reduce percentage of properties on list of lands Unknown 25% eligible for conveyance to City by working with County to dispose of same. Customer Service • Establish maintenance request tracking system. Effected • Reduce average turnaround time for negotiating 6 months 4 months and executing license and management agreements. Innovation and Learning • Number of days of training per staff person per 3 6 year. SIGNIFICANT ACCOMPLISHMENTS IN FY2000 o Managed 96 leases/licenses/management agreements that generated approximately $5.3 million in revenue during FY2000. ♦ Drafted and executed 2 easements; presently negotiating and drafting 3 additional easements which should be executed prior to the end of the fiscaliyear. s Continue joint program with Miami -Dade County regarding tax deed properties in an effort to help Miami -Dade County. dispose of same and put properties back on tax rolls. Submitted into the public record in connection with ,item 1,122- o'� 4 Walter Foeman- City Clerk v C • • • Cit yYof Miami BU�Iding k� � E 1 Y2 01 Budget y TOTAL COST DESCRIPTION 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. FY2001 Table of Organization Permanent Full Time Positions: 85 Temporary/Permanent Part Time Positions: 1 FTE Total Positions: 86 Office of the Director FT: 8 Temp/PT: 0 FTE Inspection Services Code Enforcement FT: 64* FT: 13 Temp/PT: 0 FTE Temp/PT: 1 FTE 2 Positions funded at 100% by CDBG. The total cost for the Building Department is $6,215,529. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. Submitted into the public record in connection vilth, item w- on Walter Foeman City Clerk jl� 41 City of Miami �. BUI'Iding ;.. � OBJECTIVES FOR FY2001 • ❑ To acquire laptop computers for all inspectors' in the field, resulting in a 15% improvement in efficiency and better customer service for developers, contractors and homeowners/builders. ❑ To digitize all department records by April 2001, as a way to reduce the time it takes to provide information to the public by 50%. ❑ To establish a computer equipped customer service kiosk in the Department during FY2001 for public use. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average time for conducting inspections 48 hrs 24 hrs • Average time for plans review 3-4 weeks 2 weeks • Average time to demolish an unsafe structure 6-12 mos. 2-8 mos. Mission Accomplishment • Number of unsafe structure cases pending 450 cases 200 cases action. Customer Service • Suggestions implemented based on meetings Implement Implement with Architects, Engineers, Plans Expediters and 4 suggestions 6 suggestions on an annual customer survey. • Number of days to review plans. 4-6 weeks 2-4 weeks Innovation and Learning • Percent of clerical staff cross trained 85% Complete Remaining 15% • Number of remaining manual, or new, tasks automated Pending ITD Pending ITD SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ The Building Department staff worked many long hours to meet the grand opening deadline for the American Airlines Arena. ♦ Improved the City's Community Rating System (CRS) certification, by participating in the National Flood Insurance Program (NFIP) with the assistance of other city departments. This continued participation enabled property owners to take discount in flood insurance. ♦ Purchased laptops for inspectors that improved efficiency and customer service, increased productivity, and enhanced enforcement of the South Florida Building Code in the field. Submitted into the public record in tonnetton with item `� on nom: �—pD Walter Foemarr City Clerk • • 0 0 *ic theCit DESCRIPTION The City Clerk's Office performs activities prescribed by state or local law. Responsibilities include keeping official {}hv Commission mn)nuhao and |egis/adon, lobbyist regiotnodone, bid open\ngs, dispensing public information and reuonds, attesting to ounbacts, keeping meeting schaduies, minubas, and attendance records for all City boards and oonnnnitteoo, and attending bond validations. The E|eobuna section supervises and certifies municipal and Civil Service Board elections, special elections, and straw ballot issues. Records Management sets guidelines and standards for all City records, incorporates new technologies, and maintains a records repository. FY2001Tob|e of Organization Permanent Full Time Positions: 10 Tempo nory/PonnanentPart Time Positions: 1 FTE Total Positions: 11 Administration FT:4 Temp/PT: 1 FTE Elections Records Management Public Information FT 2 FT�2 FT -2 Temp/PT: 0 FTE Temp/PT: 0 FTE Temp/PT: 0 FTE TOTAL COST The total department cost for the Office of the City Clerk is $1,302.769. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services ofDavid M. Griffiths and Associates todevelop its indirect cost allocation p|mn, which will allocate all costs for major City operations. Please refer toAppendix F for aTotal Cost chart for FY2001. which primarily depicts interdepartmental charges. Submitted into the public record in connectton with "L item wowuerFoRRYan City Uark 7 ' =i7I��~_ � 5��_ OBJECTIVES FOR FY2001 ❑ To create an effective infrastructure by the end of FY2001 that ensures accessibility, security and preservation of public records. ❑ To improve access to public records for City officials, staff, the public and the press. • ❑ To continue to reduce the number of misdirected calls by ten percent to the City Clerk's Office by using a most commonly asked questions format on the Internet. ❑ To search for and identify other products and services that the Federal government has contracted out that can be provided by municipal government agencies. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational Efficiency p • Average number of research requests received • Total hours expended on research 47,165 8,254 41,270 Mission Accomplishment Customer Service Innovation and Learning SIGNIFICANT ACCOMPLISHMENTS IN FY2000 S ♦ Trained the records liaison or the City's Archives and Records Management Program. ♦ Acquired and began implementing Citywide comprehensive automated file code indexing system. ♦ Administered 69 lobbyist registrations annual expenditure reports and maintained an updated list of registered lobbyists. Submitted into the public record in connection with item on ktid Walter Foeman City Clea ��sed r1 • • U TOTAL COST DESCRIPTION e City 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. FY2001 Table of Organization Permanent Full Time Positions: 20 Total Positions: 20 City Manager FT: 1 Special Assistant to the City Manager FT: 1 Chief of Staff Assistant City Managers Staff Support/Agenda Office Staff Support FT: 12 11 FT: g The total cost for the Office of the City Manager is $2,771,325. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public record in connec n with item 'on Waiter Foemart, City Cie*' 9 u t� DESCRIPTION The NET program is a network of thirteen service R. centers located throughout the City's neighborhoods. NET coordinates and customizes municipal services to the needs of each diverse community. NET's proactive gam'_ approach to neighborhood issues used by a staff of ==` administrators, Lieutenants, Neighborhood Resource Officers, Code Enforcement Inspectors and Service Center Representatives is responsible for a more rapid identification and efficient solution of programs. Because NET is a bridge to our communities, residents are encouraged to become partners in this alliance. Some of the services offered by NET include issuing Certificates of Use and Occupational Licenses, and collecting fines. FY2001 Table of Orgariizatior� PaTim- Positio ri s: 73 Temporary/Perm ar-�a rit Part Tima Positions: 40.88 FTE Total Positions: � 93.88 Administration FT: 6 Tamp /PT. -2.63 FTE Upper Eastside West Little Hava"a FT: 5 FT: 7 Tamp/PT: 2 FTE Tamp/PT3 FTE Little Haiti ' F : T 4 Tamp/PT: 2 FTE I NlOdel City I FT: 4 Temp/PT:, 3 FTE Wy riwood / Edgewate r FT: 4 Tamp/PT: 2FTE I Al lap FT: 6 (3 Tamp/PT. 5 FTE I OV@rt OWrl ' FT: 4 Temp/PT: 4 FTE I oWrlt Z3 fl I FT : 3 Temp/PT: 6.50 FTE TOTAL COST The total cost for the NET is'$6,154,584. I Flagami I FT: 6 Tamp/PT: 2.75 FTE I Coral Way I FT : 7 Tamp/PT: 2 FTE N/E Coconut I Grove FT: 7 Tamp/PT: 9.50 FTE S/W Gocor'�ut G rove FT: E. Tamp/PT: 3.50 FTE I East Little Havana ' FT: 5 Tamp/PT: 9 FTE Submitted into the public record in connection with item on —(r -=L--04 Walter Foeman City Cleric • This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all • costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. 10 • U OBJECTIVES FOR FY2001 ❑ To increase the number of cases taken before the Code Enforcement Board by 10%. ❑ To provide one (1) training day for in service training for all Code Enforcement Inspectors and NET administrators per month. ❑ To conduct an average of one (1) community cleanup per month in each NET Service Area. ❑ To increase the amount of available equipment for neighborhood and street cleaning in the NET service Centers by 20%. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 -Operational Efficiency • Department did not submit Mission Accomplishment Customer Service Innovation and Learning SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Department did not submit. Submitted into the public record in connection with item -"-:5 on !Walter Foeman City awk i i DESCRIPTION FY2001 Table of Organization Permanent Full Time Positions: 4 Total Positions: 4 Administration FT: 4 *`Judicial/Leg islative 5 Board Members "Board Members are shown for. informational purposes only TOTAL COST The.total department cost for the Civil Service Department is $515,686 This figure is preliminaryand does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public record in connection with item �3 on Cr—h Walter Foeman, City Clea 12 f' v C -A 0 OBJECTIVES FOR FY2001 I SerVied Board ... ❑ To research and develop up to three proposed rule amendments, personnel policies, and procedures for review and approval by the Civil Service Board and the City Commission during FY 2001. ❑ To reschedule 10 to 15 Board hearings within 30 days after granting a continuance. ❑ To review at least 10 complaints from applicants for employment or promotion and to make recommendations to the City Manager and the Director of Human Resources for resolution of such complaints. ❑ To conduct a minimum of 20 workshops on Civil Service Board functions for at least 360 administrators, staff members, and employees during the fiscal year. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of responses to inquires related to Board policies and procedures 222 329 Mission Accomplishment • Number of continuances granted by the Board 45 40 Customer Service • Number of employees at training workshops 238 360 • Number of above average ratings on evaluations completed by employees attending workshops 222/238 336/360 Innovation and Learning • Number of training workshops attended per staff 27/4 31/4 . member per year • Number of Civil Service workshops conducted 17 20 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Proposed 15 Civil Service related items for the Charter Review Committee. ♦ Presented thirty-three orientation sessions to 424 new employees. ♦ Researched and drafted two rule change proposals for Civil Service Rules 8 and 15. Submitted into the public record in connection with item �3 On —Y'<-1-0 Walter Foeman DESCRIPTION C Qry„y,ui.yi t� 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 housin9, economic development,loP A�� A m t social programs, public improvements, immigrant transition assistance, M013t1 i r51,1.',?.t employment and training, and other community programs designed to provide low-income residents access to the:ecoriomic growth and prosperity of the region. FY2001 Table of Organization Permanent Full Time Positions: 155 Temporary/Permanent Part Time Positions: 8 FTE Total Positions: 163 Director's Office FT: 6 77 Planning & Finance Admin. Grants & Contract Admin. I FHousing Admin. One Stop Center FT: 29 FT: 21 FT: 52I F FT: 47 Temp/PT : 8 FTE TOTAL COST The total cost for Community Development is $56,895,676. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F fora Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public Word in Conine t* witta� it -M on 4� Walter Foeman City Clef u 4 A 14 o L city of Miaml Community Development FY2001 Budget' OBJECTIVES FOR FY2001 ❑ To finalize and close all findings in the Inspector General Audit Report issued in March 1998. ❑ To streamline the 27th Year Planning Process by April 2001. ❑ To develop homeownership opportunities for 1,000 families citywide during the year. ❑ To establish an operational component offering services to HOPWA participants during the first quarter of FY 2001. PERFORMANCE MEASURES Department did not submit. MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational Efficiency Mission Accomplishment Customer Service Innovation and Learning SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Reorganized the Department to address concerns identified in the HUD Audit Report. ♦ Published the Five -Year Consolidated Plan for Years 1999-2004. ♦ Recruited Contract Compliance Unit staff with the capability to manage all compliance activities. ♦ Relocated 109 families from the Miami Limited II Section 8 Program to safe and sanitary living conditions. ♦ Served approximately 1,500 unemployed and underemployed residents by assisting them through assessment, job placement, job search, skill building, vocational training vouchering, and social service referral. Submitted into the public record in connect° n with item _J3 on --Q ' Waiter Foeman city..c 15 �"�' Coconut Grove Center Manuel Artime Center FT: 5 FT: 2 TempIPT: 3 TempIPT: 3 FTE DESCRIPTION This Department manages the following facilities (or divisions): 1) James L. Knight International Center (Miami Convention Center), 2) Coconut Grove Convention Center, 3) Orange Bowl, 4) Dinner Key Marina, 5) Miamarina (including Watson Island), 6) Marine Stadium Marina, and 7) Manuel Artime Community Center; The Department's primary responsibility is to ensure use of these facilities for both short- term as well as long-term events. Events include sports, entertainment, meetings, conferences, conventions and marina rentals. fY2001 Table of Organization Permanent Full Time`Postons. 37 Temporary[Permanent Palt Time Positions: 47 FTE Total Poston, 84 Administration Miami Convention Center FT: 7' TempIPT: 0 FTE Orange Bowl Stadium Dinner Key Marina FT: 7 FT: 10 TempIPT.19.5 FTE TempK 5 FTE 'Seven Positions from Special Revenue Funds • • Miamanna at Bayside I Marine Stadium Marina FT: 5 FT:1 Temp/PT: 7 FTE TempRT: 9.5 FTE Submitted into the public record in connec+'on with item L_--2� on _.� TOTAL COST Walter Foemalr The total cost -for Conferences, Conventions & Public Facilities is $21,105,944. City Cleft This figure is preliminary and doe's not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. 16 0 OBJECTIVES FOR FY2001 • tions & Pu6 tc Facslities ❑ . To develop and establish a website for each division/facility where patrons, promoters, and sports enthusiasts can easily access information about scheduled events. ❑ To increase parking revenues while keeping operating costs at less than 47% of revenues. ❑ To operate all facilities in a manner that offers high customer satisfaction measured by conducting surveys at a minimum of three facilities on a quarterly basis. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Occupancy rate DKM 97% Same • Operate and maintain the facilities to maximize usage. Occupancy MIA 87% 92% Occupancy Occupancy MSM 70% 91% Occupancy Occupancy OB 125 Event Days 145 Event Days CGCC 240 Event Days 245 Event Days MCC 302 Event Days 320 Event Days MA 52% Usage 75%Usage Mission Accomplishment • Repeat business generated 50% repeat 60% repeat bookings bookings Customer Service • Number of Customer Service Surveys that assess Conducted for three Conducted for all needs, quality improvements and customer satisfaction facilities facilities Innovation and Learning • Number of customer service training sessions held for Unknown Division specific staff training every 6 months SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Produced $2,598,264 in revenues at Dinner Key Marina achieving 110% of budgeted revenues. ♦ University of Miami extended their use agreement for the Orange Bowl Stadium for another 10 years. ♦ Initiated marina fuel service at Dinner Key and Marine Stadium that will increase future revenues significantly. Submitted into the public record in connection with item !:±:1 on G —UG Walter Foeman 7 City Clerk 6, F., n,+ ,� DESCRIPTION This Office administers Miami's Equal Employment Opportunity Program including monitoring compliance with local, state and federal employment discrimination laws; monitoring the City's Affirmative Action Plan and the filling of all civil service positions; offering training seminars and providing technical assistance to staff. This Office conducts programs designed to promote` cultural diversity in `the workforce. The EO/DP Administrator is the liaison to the Affirmative Action Advisory Board and the Commission on the Status of Women. Positive community relations are promoted via these boards. FY2001 .Table of Organization Permanent Full Time Positions: 3 Total Positions: 3 Administration FT: 1 Equal Opportunity and Diversity Programs FT: 2 TOTAL COST The total cost for the Equal Opportunity and Diversity Program is $289,602 This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M... Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public eans�ectb�n item-- on Walter Foeman City C 18 J .�� SSL • city°of nniaml* �Equal Opportuiy /Diversity Program F4YYBudget OBJECTIVES FOR FY2001 ❑ To provide information, counseling and training to City staff on the equal employment opportunity laws. ❑ To investigate all discrimination complaints in the workplace and respond to outside agencies on all complaints filed with those jurisdictions. ❑ To work with the Affirmative Action Advisory Board and the Commission on the Status of Women. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of days to approve and return 1-2 days 1-2 days Certification List selections • Average time to investigate a complaint. 3-6 months 3-6 months Mission Accomplishment • Total number of discrimination complaints 18 20 processed Customer Service • Number of training seminars for supervisors on 10 12 the EEO laws • EEO training seminars for new Firefighter class 2 3 • Total Certification Lists reviewed and approved 300 300 Innovation and Learning • EEOC Advisory Council meetings attended 5 6 • Training conferences and seminars attended 2 3 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 e Conducted presentations to all new employees on equal employment opportunity laws and provided EEO training as requested. s Monitored all steps of the hiring process for three Firefighter classes in FY 2000 and provided three special 3 -hour training seminars to the Firefighter classes in January, April and December. Submitted into the public record in connection with item X1.3 on Walter Foeman City CI , 19 City, of Miarnl x FY2001 Budget= TOTAL COST DESCRIPTION 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: • FY2001 Table of Organization Permanent Full Time Positions: 67 Temporary/Permanent Part Time Positions: 10 FTE Total Positions: 77 Administration Positions FT: 3 Temp/PT: 0 FTE Accounting I I Treasury. Management Positions FT' 35 Positions FT: 29 Temp/PT: 3 FTE Temp/PT: 7 FTE The total cost for the Finance Department is $6,501,944. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the. public record in connection with item L,�- on Walter Foeman City Clark 20 '' • • • OBJECTIVES FOR FY2001 ❑ To implement new technology before the end of Fiscal Year 2001 that allows for the City's use of electronic commerce. ❑ To complete pro forma financial statements using the new GASB No. 34 reporting model. ❑ To submit the CAFR (Comprehensive Annual Financial Report) to GFOA for Excellence In Reporting Program before deadlines. ❑ To conduct a physical inventory of the City's infrastructure during Fiscal -Year 2001. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of invoices reviewed per Accounts Payable employee. 14,400 15,250 • Average number of calls responded to by Customer Service staff. 20,000 10,000 Mission Accomplishment • Percent yield on City's Investment Portfolio. 5.75% 5.8% • Percent of collections on property taxes due 95% 97% Customer Service • Percent of customer calls addressed. Unknown 70% • Number of transactions completed via e- commerce. Unknown 10% Innovation and Learning • Number of training courses/seminars attended by Finance staff. 45 60 • Number of staff members who complete the Certified Government Finance Program. 4 3 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Department did not submit. 21 Submitted into the public record in connection with Item (3 on Walter Foeman Gitty Glut City of la'Ml r Fire Rescue, FY2001- BUd t DESCRIPTION This Department's primary responsibilities are 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. FY2001 Table of Organization Permanent Full Time Positions: 647 Special Revenue * 30 TemporarylPermanent Part Time Positions: 6 FTE Total Pos0ions: 683 Office of the Chief FT: 15 TemplPT:1 FTE Emergency Response Training & Safety Management Services Support Services Fire Prevention Bureau Rescue Services FT: 520 FT: 17 FT: 32 FT: 26 FT: 37 FT: 30 Temp/PT: 0 FTE Temp/PT: 0 FTE Temp/PT: 3 FTE TempIPT: 2 FTE TempIPT: 0 FTE Temp/PT: 0 FTE "See the Rescue Services page in the,Speciat Revenue Fund section TOTAL COST The total cost for the Fire -Rescue Department is $70,413,141 This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted Into the public record in connection with item on 4 Walter Foeman City Cledc Y� u� 22 '- • OBJECTIVES FOR FY2001 • Fire Rescue ❑ To place into service and train employees in the Fire Garage Fleet Maintenance System by December 31, 2000. ❑ To procure 12 additional thermal imaging units, provide training, and place in service by November 30, 2000. ❑ To inspect all multiple dwelling and commercial properties in the City of Miami by December 31, 2000. ❑ To provide in-service training for Fire -Rescue personnel as required by OSHA regulations, State Standards or NFPA recommendations by September 30, 2001. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational Efficiency • Not submitted by department Mission Accomplishment • Not submitted by department Customer Service • Not submitted by department Innovation and Learning • Not submitted by department SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Not submitted by department Submitted into the public record in connection with Item on Walter Foeman 23 ��'� City 01- 0 A. DESCRIPTION FY2001 Table of Organization Permanent Full Time Positions: 146 Tempo rary/Pemanent Part Time/Full Time Positions:.19.63 FTE Total Position: 165.63 Administration FT: 8 Property Maintenance Graphic Reproductions I Communication Services Fleet Management FT: 36 & Mail Room FT: 13 FT: 73 Temp/PT: 4 FTE FT: 12 TempIPT: 3 FTE Miami Riverside Center FT 4 FTE: 12.63 Submitted into the public .record in connection with item on f4 =f TOTAL COST Walter Foeman City.,Clerk The total cost for the General Services Administration of $19,271,562 has been re -allocated. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. 5 • OBJECTIVES FOR FY2001 ration ❑ To identify, assess, and adopt new work management systems for Property Maintenance, Graphic Reproductions and Communications before the end of FY 2001. ❑ To aggressively pursue specialized training for all GSA employees so they keep up with current demands in the areas of equipment maintenance and repairs. ❑ To maximize the use of existing GSA facilities through a combination of use of impact fee's, Capital money, and efficient use of existing space. , ❑ To reduce the yearly MRC electric utility bill by at least ten percent (10%) through the installation of a proprietary energy cost reduction system. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Downtime for equipment awaiting repair Not submitted Not submitted • Costs by Division for selected work performed Mission Accomplishment • Number of vehicles, facilities, and work orders Not submitted Not submitted completed per employee • Number of unsafe structures pending action Customer Service • Response time to work orders (emergency and Not submitted Not submitted non emergency • Customer satisfaction surveys Innovation and Learning • Number of Employee Recognition Programs Not submitted Not submitted • Evaluations done on employees and number of individually tailored training sessions conducted SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Department did not submit. • Submitted into the public record in connection with item ®n Walter Foemam +CiW Gwdt' 25 �'— DESCRIPTION This Office processes applications, petitions, advertisements, notifications to property owners, and schedules public hearings and �r meetings of the following City Boards: Zoning, Planning Advisory, Impact Fee, Code Enforcement, Ticketing Appellate, Nuisance Abatement and Cultural and Fine Arts Boards as well as the ' Jurisdictional Boundaries Committee. The Deputy Clerk who heads ar; Hearing Boards is the custodian of all records, cases and documents g issued by these boards including all. Covenant documentation. This Office processes and schedules violation cases, issues subpoenas and releases liens for the Code Enforcement and Ticketing Appellate Boards. FY2001 Table of Organization Permanent Full Time Positions: 7 Temporary/Permanent Part.Time Positions: 1 Total Positions: 8 Office of the Hearing Boards FT: 7 Temp/PT: 1 TOTAL COST The total cost for the Office of the Hearing Boards is $832,547. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. . Submitted into the public record in connection with item L -A3 on Walter Foeman City Cie* 26 `� El • • Cityb Miami q FY, 001 Budget:= OBJECTIVES FOR FY2001 ❑ To continue working with Information Technology to perfect the Zoning Board Program; and to create the Planning and Zoning portion of the City Commission meeting as soon the Planning Advisory Board Program is finalized. ❑ To acquire a filing system similar to the White Filing System by January 2001. ❑ To increase space for new records by completing the inventory of department records and legally disposing of obsolete files. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Revenue generated per staff person. $66,538 $72,925 Mission Accomplishment • Number of public hearing applications per fiscal 150 160 year • Number of Code Enforcement violation cases per fiscal year • 3,600 4,300 Customer Service • Amount of people who attend seminars. 11 20 (maximum) (ZB and PAB Members) Innovation and Learning • Amount of seminars or continuing education classes attended by staff 14 16 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Working with the City Attorney's Office, achieved compliance of a large amount of outstanding Code Enforcement liens and reduced the total amount of outstanding liens from $196,000,000 in October of 1996 to $62,000,000 as of April 1, 2000. Submitted into the public record in connection with � item on � 6—L66 Walter Foeman; City Clam; 27 DESCRIPTION . Human Resources 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 (recruitment, selection, testing and validation, counseling, classification and pay, medical, records and training) based on policies and procedures developed in accord with City Commission mandates, labor agreements, Civil Service Rules and Regulations, and federal and state legislation. FY2001 Table of Organization Permanent Full Time Positions: 30 TemporarylPermanent Part Time Positions:l FTE Total Positions. 31. Administration FT: 3 i Temp/PT: 0 FTE Classification & Pay Medical & Support Employment, Selection Testing & Validation Training i FT: 4 Services & Records FT 5 'FT: 2 Temp/PT: 0 FTE FT; 3 FT: 13 Temp/PT: 1 FTE TempIPT: 0 FTE TempIPT: 0 FTE Temp/PT: 0 FTE Submitted into the public record in connectr n ith C�'.,aa TOTAL COST item ✓13 on Walter Foeman, The total cost for Human Resources is $3,172,247. City CIePI'c This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. 28 • OBJECTIVES FOR FY2001 ❑ To develop and improve quality recruitment programs that meet the City's present and future staffing needs by March 2001. ❑ To enhance the orientation process and training for new employees by December 2000. ❑ To administer, coordinate and enhance the City's Service Awards Program for 1996, 1997, 1998 and 1999 by December 2000. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Applications screened and processed 4,000 4,500 • Personnel action forms processed 5,000 5,200 Mission Accomplishment • Interview processes conducted 120 120 • Number of examinations administered 1,200 3,500 Customer Service • Number of employees attending training 3,600 3,000 • Service awards presented 0 2,800 Innovation and Learning • Tuition reimbursements processed 100 100 • Moore System Payroll/Personnel training 20 10 sessions SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Processed approximately 5,000 personnel action forms and requisitions for personnel changes. ♦ Screened more than 4,000 employment applications and evaluated 300 resumes for diverse positions including Certified Police Officer; Communications Operator, Programmer, Director of Public Works; Director of Management and Budget; Finance Director; as well as temporary positions such as interns and marina workers. ♦ Trained approximately 3,600 participants on such topics as Professionalism and Ethics, Customer Service, Sexual Harassment and Diversity, Computer Applications, Stress Management and Executive Development and Leadership. Submitted into the public record in connect'on with item on ..o Walter Foeman F9ty ! alea 29 0 fit' r —c9 Jti. -x — DESCRIPTION Information Technology maintains the City's infrastructure for computer, network and telecommunication services that support multiple locations including City Nall, fire stations, NET offices, marinas, the Miami Convention Center and all other City offices. The infrastructure includes a Wide Area Network (WAN) .linking all departments into one data communications network to enable email, Internet and mainframe access for employees. This facilitates access to information, messaging and mapping resources for the public. Information Technology operates a Help Desk to expedite employee requests for installation and support of hardware, software and peripherals. FY2001 Table of Organization Permanent Full Time Positions: 63 Temporary/Permanent Part Time Positions: 7.FTE Total Positions: 70 Administration FT: 5 Temp/PT: 2 FTE Systems and Programming Technical Services and Network Support Telecommunications and Cable Computer Operations FT 29 FT: 17 FT: 5 FT: 7 TempIPT: 0 FTE Temp[PT: 4 FTE Temp/PT: 0 FTE TempIPT:1 FTE TOTAL COST The total cost for the Information Technology Department is $8,617,862. .This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges.° sub mitted into record in connect �pUblic item h on V+t 0v Waiter FOeman C'P Clea 30 cj,,sec 0 0 OBJECTIVES FOR FY2001 • 7 T,echnol®gy i. ❑ To complete and implement an Information Technology Strategic Plan by the end of FY2001. ❑ To continually update and enhance the City's official Web Site and Intranet Site. ❑ To acquire software and services that will help implement a complete imaging and document workflow business solution. ❑ To fill vacancies and provide needed additional training. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average time of unscheduled downtime (Hours) 24 20 • Average time to resolve a work order (Days) 15 7 Mission Accomplishment • Number of old legacy applications retired or converted 1 3-4 Customer Service • Implement a system to randomly survey 0 100 customers who have been serviced by ITD (System is being implemented) Innovation and Learning • Man days of technical training offered to ITD staff 200 208 • Number of training classes offered by ITD to City staff Unknown 72 (Trainer is new) SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Completed the metropolitan citywide network. Upgraded hardware on 350 computers and software on more than 800 computers. Numerous domains were collapsed reducing administration overhead and laying the groundwork for the Windows 2000 implementation. ♦ Successfully addressed all Year 2000 issues including installation and migration to a new mainframe, completion and testing of all program modifications, and performing all required software upgrades. ♦ Expanded Internet capabilities and services by implementing redundant servers, expanded email and higher speed lines, and created an Intranet offering additional communications for City employees. Submitted into the public record in connect' n with 'cterril onr Walter F©e��egq -.- 7 DESCRIPTION The mission of the department is, to perform audits of City departments and programs in conformity with Government Auditing Standards. This ensures reliability of the City's financial records; compliance with policies, plans, procedures, laws, and regulations; economic and efficient use of City resources; accomplishment of established goals and objectives for operations or programs; and proper safeguard of City assets. FY2001 Table of Organization Permanent Full Time Positions: 11 Total Positions: 11 Administration Office of the Director FT: 2 I Internal Audits FT: 9 Submitted into the public record in conne�tior�_ with TOTAL COST item �3 on ?f Walter Foeman The total cost for the Office of Internal Audits is $1,019,069. City Cleric This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. U JL 11 104 32 0 • OBJECTIVES FOR FY 2001 ❑ To meet the Government Auditing Standard related to continuing professional education for auditors by ensuring that each auditor obtains 40 credit hours of accounting, auditing, and information technology during FY 2001. ❑ To implement a computer software program by October 2001 allowing staff to audit 100% of financial transactions accumulated in the City's. accounting information system. ❑ To receive a peer review from an independent certified public accounting firm or from another municipal internal audit department by September 2001. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Actual versus budgeted time to complete an 400 hrs budgeted 400 hrs budgeted audit per auditor 500 hrs actual 450 hrs actual • Time from start of audit fieldwork to completion and submission of audit report to the City 500 hrs 450 hrs Manager Mission Accomplishment • Number of audits performed 16 20 • Recovery of additional revenues due to the City $1.2 million $1.2 million Customer Service • Concurrence with audit findings per memorandum of understanding and exit 98% rate 98% conference • Number of audit requests received 40 40 Innovation and Learning • Credit hours of continuing education per 40 40 professional employee • Hours studying emerging topics/issues in Each auditor took 10 hrs is planned auditing standards, procedures, and information 8 hrs technology SIGNIFICANT ACCOMPLISHMENTS IN FY2000 1. Identified and collected additional revenues due to the City in the amount of $1,110,203. 2. Identified approximately $1.6 millions due from Miami -Dade County. The City Attorney's Office concurs with this audit finding and is currently consulting with County for resolution and/or possible litigation. 3. Uncovered significant internal control deficiencies and questionable expenditures/financial transactions at Bayfront Park Management Trust (BPMT), which are currently being investigated by the City of Miami Police department and the United States Attorneys Office (USAO). Submitted into the public record, irk connec�ort _ item '•� arit$ii --- on ............. •JC.��52� Walter Foeman Cil/ CIPrk DESCRIPTION Labor Relations is responsible for all activities concerning unions representing City employees. This includes negotiating labor contracts, reviewing and analyzing major employment trends, fair employment practices, judicial opinions, and' staying abreast of developments of national, state and federal regulatory agencies. Labor Relations reviews activities related to classification and pay, works with department directors and Internal Security on cases of employee misconduct, and helps the City Manager's Office deal with issues of employee morale and employee relations. FY2001 Table. of Organization Permanent Full Time Positions: 7 Total Positions: 7 Administration • FT: 2 Labor Relations FT -5 i Submitted into the public, TOTAL COST record in connection with Item ' -1' ®n (, ��a i The total cost for.the Office of Labor Relations is $784,517. Walter Foeman This figure is preliminary and does not reflect all costs that represent total cost. The City has a gaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges.. i 34 � I i ! • • OBJECTIVES FOR FY2001 boar Relations, ❑ To negotiate a multi-year collective bargaining agreement with the American Federation of State county and Municipal Employees, AFL-CIO Local 1907; the Fraternal Order of Police, Lodge No. 20; and the International Association of Firefighters, AFL-CIO, Local 587 beginning May 2001 and completing negations no later than September 2001. ❑ To train 400 Police and Fire supervisors on the subject of documenting discipline. ❑ To coordinate the process of PERC managerial/confidential designations and to train designated managerial/confidential employees on responsibilities and benefits. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Hours to gather data, cost estimates, Not Submitted Not Submitted surveys, writing language proposals, and implementation Mission Accomplishment • Time used to prepare for the negotiation process Not Submitted Not Submitted • Number of days/weeks to implement negotiated contract Not Submitted Not Submitted Customer Service • Number of regularly scheduled negotiation Not Submitted Not Submitted sessions conducted • Annual satisfaction survey to review all changes Not Submitted Not Submitted and required implementation with departments Innovation and Learning • Number of tasks in the negotiation process Not Submitted Not Submitted assigned to staff SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Not Submitted by Department Submitted into the public record i connection with item Walter Foeman Citi Cl �w 35�— �€ o City ;of Miami a I I 4 1 F 200 Budges' F R e I DESCRIPTION F. The City Attorney, appointed by. the City Commission, is chief legal 'officer of the City. The City Attorney is legal advisor to the City ��" 1`1 ` Commission, Mayor, City Manager, department directors, and to all ry_ boards and committees established by the City Charter or Code. k r rtr ?a' r - — The City Attorney and 24 assistant city attorneys provide legal i services for the City and it's agents in their official capacities in all matters of litigation and provides specialized legal counsel in areas of civil -law related to municipal corporations. FY2001 Table of Organ zallon I I Permanent Full Time Positions: 51 TemporarylPermaneni Part Time Positions. 0.88 FTE Total Positions: 51.88 i Administration i. FT: 9 Temp PT: 0.88 FTE Land Use General Govemment legislation Workers' Compensation Litigation FT: 6 FT. 11 FT: 3 FT: 7 FT. 15 i Submitted into the public i record in connection with v� item on TOTAL COST falter Foeman City Clerk; The total cost for the. Law Department is $5,524,896. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to.Appendix,F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. �t 36 r8 P I 0 • • 1 City of Miami FY2001 :Budget OBJECTIVES FOR FY2001 Department did not submit. PERFORMANCE MEASURES Department did not submit. SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Department did not submit. Submitted into the public record in connetion with item on —F—ad Walter Foeman City Clerk 37 \/ Budget Management FT: 16 Temp/PT: 6 FTE TOTAL COST DESCRIPTION • This Department prepares the annual budget, the Five Year Plan, assists. all City departments with budgeting, and monitors expenses and monthly fund balances. The CIP Section prepares the capital projects budget and controls funding and timing of asset improvements. Operations Research performs productivity studies, engineering evaluations, and 'researches/promotes best practices. The Grant Section seeks new funding opportunities, transmits grant information via a monthly newsletter, and helps. City departments write and submit grant proposals. FY2001 Table of Organization Permanent Full Time Positions: 26 Temporary/Permanent Part Time Positions: 8 FTE Total Positions: 34 Administration FT: 2 Capital Improvement Grants FT: 2 FT: 2 Temp/PT:1 FTE Temp/PT:1 FTE Operations Research FT: 4 Submitted into the public record in connertion with item `'l3 on Walter Foeman, The total cost for the Management and Budget Department is $2,466,579. City Cleric • This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. • • • is OBJECTIVES FOR FY2001 e n t and Biudget ❑ To improve the City's budget/planning process by producing a revenue manual and a budget process manual by March 31, 2001. ❑ To enhance the department's credibility by increasing interdepartmental communication through monthly field visits by Budget Analysts to each assigned department. ❑ To ensure the allocation and maintenance of adequate reserves by monitoring compliance with the City's fiscal integrity principles on a monthly basis. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of working days to complete the monthly projections after the budget download. 10 days 7 days Mission Accomplishment • Total number of Budgetary Impact Analysis forms reviewed. 50 70 Customer Service • The percent of quarterly satisfaction surveys from department directors evaluating the services provided by Management and Budget Unknown 80% as Good or Very Good. Innovation and Learning • Average number of training hours per staff person per year. 24 hours 28 hours SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Based on researching best practices in other cities, the FY2001 Budget Book was redesigned and improved so it is more user friendly. ♦ Completed several special projects including a cost report of utility consumption by meter, by facility, by department, and a compilation of total cost estimates for all departments for FY2001. ♦ The department met all reporting deadlines imposed by the City Charter and the State Oversight Board. Submitted into the public record in connection with item on�.C��—ew Walter Foeman City Cle(k p :,i A 39 ^ V i Gp TOTAL COST DESCRIPTION e, Relations The Office of Media Relations is the link between the City, the public and the. media. This Office provides communication assistance to the City Manager, departments, the Mayor and Commissioners. Assistance includes preparation and dissemination of information about upcoming events. Media Relations issues press releases, coordinates press coverage for special events, arranges photographic and video coverage of events, and supervises all programming broadcast on Channel NET 9, the City's cable television channel. FY2001 Table of Organization Permanent Full Time Positions: 5 Administrative Section FT: 3 Public Information NET 9 FT: 1 FT: 1 The "total cost for the Office of Media Relations is $897,763. Submitted into the public record in connection with item on C= Walter Foeman, City Cleric This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. lu 6 .N n • • city of Miamr Media Relations: a FY2001 Budget OBJECTIVES FOR FY2001 ❑ To create a mechanism for the maintenance and continued stable operation of Channel NET 9. ❑ To develop and broadcast each month at least one new educational or informational program for Channel NET 9. ❑ To improve communication channels with other City departments during FY 2001 in order to more effectively cover City activities and events. PERFORMANCE' MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Percent of increased production of NET 9 10% 15% programming Mission Accomplishment • Number of contacts with other media including community radio, TV and newspaper to keep them informed of City activities Customer Service • Percent increase coverage of activities for City 10% 15% residents and stakeholders Innovation and Learning • N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Substantially increased over last year the number of press releases, media advisories, media alerts, flyers, videodubs and copies of photographs produced. Attended more than 200 events throughout the City of Miami. ♦ Substantially increased our volume in processing requests for information from the media and general public. ♦ Improved the level of services provided (Media Relations, city photographer, Channel NET 9). Submitted into the public record in conne tion With item on.=�� Walter Foeman 41" . DESCRIPTION Parks and Recreation operates all City parks, offering year- round, seven day a week, comprehensive programs of recreation and leisure activities for all age groups. Special services include child day care and preschool centers, summer camps,, programs for the disabled, and senior citizen programs. FY2001 Table of Organization Permanent Full Time Positions: 133' Temporary/Permanent Part Time Positions: 164.98 FTE* Total Positions. 297.98 Office of the Director FT: 14 Temp/PT: 0 Grounds Maintenance Recreation Child Day Care Disabilities Program FT: 62 FT: 46 FT: 2 FT: 9* TempIPT: 20.58 FTE* TempIPT: 127.90 FTE* Temp/PT: 7 FTE Temp/PT: 9.50 FTE* 9.5 FTE positions in the Grounds Maintenance Division, 4.5 FTE positions in the Recreation Division and 8 Full Time positions in the Disabilities Program are funded by various grants which are budgeted in the Special Revenue Fund. Submitted into the public TOTAL COST record in connec son with item L-0 on The total cost for Parks and Recreation is $21,679,998. Walter Foeman City Cleric This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. 42 • SCI `of Mlaml � - ty Sn Par and Recreatlo OBJECTIVES FOR FY2001 ❑ To pursue eight outside sources of funds (e.g., Adopt -A -Park, grants, etc.). ❑ To collaborate with Public Works in completing 100% construction of the following major capital improvements projects: Virrick Park Community Center (Phase 1), Shenandoah Park Renovations (Phase 1), Kirk Munroe Tennis Center Building, Hadley Park Community Center, and Lemmon City Day Care Center. ❑ To provide one program weekly for at least twenty-seven (27) developmentally disabled adults in an adult training setting. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Maintenance acres $ to $ per acre' $ 1,711 $1,883 (2000 acres divided into the operations budget) Mission Accomplishment • Number of recreational uses by children and 2,479,203 2,528,787 adults of major city park facilities Customer Service • Number of people attending Adult Developmental 27 30 Center (A.D.C.) disabilities program Innovation and Learning • Number of innovative funding sources secured 5 8 (i.e., new grants, private sponsors, Adopt a Park) SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ With the assistance of Public Works, completed approximately $2.5 million in capital improvements consisting of such items as playgrounds, lighting, site furnishings, bleachers, pool equipment, construction of bathrooms, court resurfacing, etc. ♦ Serviced approximately one thousand eight hundred and sixty-seven (1867) youth through the Spring, Summer, and Holiday camps which provided a diverse program of sports and cultural activities (including learn -to -swim). ♦ Reopened Virginia Key Beach for public use on a seven day per week basis. Submitted into the public r� record in connection Wi tO item �� on --r--e Walter Foeman C'ty, CI 43 1 �S DESCRIPTION The Pension and Agency Fund pays the costs for the City's employee retirement benefits. There are two retirement systems, the General Employees and Sanitation Employees' Retirement Trust (GESE) and the Firefighters and Police Officers' Retirement Trust (FIPO). Each has a Pension Board to administer the retirement system and to assure the provision of retirement benefits to former City employees. The Boards also insure that the City's pension plan is actuarially sound. FY2001 Table of Organization Total Positions: 16 Pension Board Members 9 GESE Members 9 FIPO Members GESE FI PO Administration Administration FT: 1 O I IFT: 6 TOTAL COST The total cost for Pension is $25,830,597. This figure is preliminary and does not reflect all costs that, represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City, operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public - record in connection with item �3 on Walter Foeman Cib, Clerk 44 Ctty ofMlarnl _ .; FY2001 Budget.., i OBJECTIVES FOR FY2001 ❑ To issue annual reports for both GESE and FIPO before the end of the fiscal year reflecting the operation of each trust fund. ❑ To seek the annual GFOA award for Certificate of Excellence in Financial Reporting for the GESE FY2000-2001 CAFR. ❑ To add an international money manager for GESE to increase its diversification and asset allocation. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational Efficiency • Investment held by GESE 670,000 700,000 Mission Accomplishment • GESE's investment manager market value & returns 17.70% 18% Customer Service • Average number of days to compute a retirement benefit and return the estimate to the employee N/A N/A Innovation and Learning • N/A N/A N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ GESE successfully converted to the Year 2000, ensuring that all investment managers, custodian, and investment consultants were 100% Y2K compliant. ♦ The CAFR (Comprehensive Annual Financial Report) prepared by the GESE Retirement Trust received the GFOA Certificate of Achievement Award for Excellence in Financial Reporting for the third consecutive year. ♦ FIPO increased its assets in the Retirement Trust to $1,086,034,187 billion. ♦ FIPO computed over 200 retirement benefit estimates and processed over 20 disability, accidental death and service retirements. Submitted Into the public record in connection with item on G=o� Walter Foeman City Clea City of IVliarni FY2001 Budgef y .' Land Development FT: 8 DESCRIPTION n U This Department provides policy guidance for Miami's future development by preparing recommendations on petitions for variances, rezoning, conditional uses and charges 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 in public hearings. FY2001 Table of Organization Permanent Full Time Positions: 33 Total Positions: 33 Administration FT: 6 2 Positions Shared at 50% 1 Position at 34%* GIS FT: 4 1 Position Shared at 50%* Community Planning FT: 5 1 Position Shared at 50%* 3 Positions CDBG Funded Zoning FT: 10 * 4 Positions are split funded with Real Estate & Economic Development and one with both Asset Management and Real Estate & Economic Development. Submitted into the public TOTAL COST record in connection with Item _L/�k on 4 �� The total cost for the Planning & Zoning Department is $2,787,012. Walter Foeman City Clerk This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. .46 • r - I• 0 OBJECTIVES FOR FY2001 11 ❑ To continue to administer the comprehensive Plan and Concurrency Management System and adopt additional required elements of the Plan in compliance with State Law by January 2001. ❑ To actively participate in a multi -jurisdictional effort to complete a comprehensive Downtown Transportation Plan which could be incorporated into Increment II of the Downtown DRI in order to facilitate major development in Downtown Miami by 2001. ❑ Update the Zoning Ordinance during 2001. ❑ Complete the Zoning Atlas of the city within the Geographic Information System PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average time for issuance of Class II Permits. Max: 30 days Max: 27 days Mission Accomplishment • Number of neighborhood studies and Complete one for Update strategies implementation strategies completed. each NET area annually for each Customer Service • Extent of attendance/participation in Base year - track Increase by 10% neighborhood, community and issue -generated attendance rates meetings. Innovation and Learning • Number of professional development activities Base year track Increase by 10% undertaken annually. attendance rates SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Updated and revised the Miami Comprehensive Neighborhood Plan in compliance with State requirements and recommendations in the Evaluation and Appraisal Report.. ♦ Sponsored amendments to the Zoning Ordinance and Downtown DRI that more accurately reflect changing conditions and expedite the review and approval process for major developmental changes. Submitted into the public record in connection with Item `33 on G -E—cd Walter Foernan City Clerk 47 TOTAL COST DESCRIPTION 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. FY2001 Table ofOrganization Permanent Full Time Positions: 1,520 Temporary/ Permanent Part Time Positions: 57.26 FTE Total Positions: 1,575.26 Office of the Chief FT: 69 Temp/PT: 1 FTE F Operations Administration FT: 1,110 FT: 341 mp/PT: 36.70 FTE Temp/PT: 19.56 FTE The total cost for the Police Department is $156,458,654 This figure is preliminary and does not` reflect all costs that represent total cost. The City has engaged the. services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the public record in connection with item on Walter Foeman CityClerk r' S C.JSSe � 48-� • • OBJECTIVES FOR FY2001 ❑ To reduce Part I crimes citywide by 5% using CAD comparison. ❑ To reduce dispatched calls for police service by 5% (excluding self -initiated calls). ❑ To conduct three problem solving projects per month utilizing the SARA model. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Deploy least one officer within each police zone on a 24-hour basis, 7 days a week. 430 officers 430 officers • Number of calls dispatched for service vs. total employees 228 calls 216 calls Mission Accomplishment • Number of Policing by objectives accomplished 73 objectives 73 objectives • Number of calls for service. 338,161 calls 321,523 calls Customer Service • Partnerships formed with the business 840 840 community. • Number of citizens participating in various 1,590 participants 1,590 participants programs such as Citizens on Patrol, Police Athletic League, Citizen Police Academy, etc. Innovation and Learning • Number of employees trained in various areas: Problem Solving Training, Cultural Diversity, 4,105 trainees 4,105 trainees Firearms, Domestic Violence, etc. • Number of employees trained in technological advances: Automated Subpoena Entry, 1,482 trainees 1,482 trainees Automated Records Management, Case Management Systems SIGNIFICANT ACCOMPLISHMENTS IN FY2000 o Reduced Part One crimes by 10%. o Answered 504,920 911 calls, 93% of which were answered in less than 10 seconds (an average answer speed of less than 2 seconds). Recognized by the Office of the Vice President as one often-�fiiticctotfitnlltt.e Cities Network to reduce gun violence. record in connection with item �- On Walter Foeman City Clerk 49 — �' City of Mlarni s Offece ®f Pir sseonaIt ®mpliancer FY2001 Budget t TOTAL COST L` DESCRIPTION The Office of Professional Compliance (OPC) investigates, monitors and reviews citizen complaints against police officers. The Office reviews Internal Affairs investigations into police involved shootings, allegations of abusive treatment or excessive force, incidents attributable to or arising from citizen unrest, public disturbances, and any other investigations requested by the City Manager. OPC participates in community activities as liaison between the community and the Police Department. FY2001 Table of Organization Permanent Full Time Positions: 4 Total Positions: 4 Professional Compliance FT: 4 The total cost for the Office of Professional Compliance is $360,006. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. Submitted into the' public record in connect on with item on Walter Foeman City Clerk 50 '✓> �kc�+ • • is City �;of FY200' OBJECTIVES FOR FY2001 Department did not submit. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of reviews completed with findings. 100 110 • Average time for case reviews. 180 days 90 days Mission Accomplishment • Number of internal affairs cases and/or policy changes effected resulting from OPC oversight. 25 35 • Number of requests for OPC staff intervention and/or referrals. 480 500 Customer Service • Number of contacts with complainants. • Percent of satisfactory/above satisfactory 145 330 performance ratings from telephone survey. N/A 75% Innovation and Learning • Average number of training hours attended per staff member. 38 40 • Number of law enforcement technical training hours attended per investigative staff member. 40 40 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Expanded community outreach efforts through renewed partnerships with grassroots organizations and developed a tri -lingual brochure (English, Spanish and Creole) outlining the functions of the OPC and the procedures for filing police misconduct complaints. ♦ Planned and coordinated programming and funding of local host activities for the 15th Annual Conference on Preventing Crime in the Black Community held in Miami, May 31—June 3, 2000. Submitted into the . public record in connection with item on Walter Foeman Ci 'Clerk n 51 10-D n DESCRIPTION The Department of Public Works is responsible for the planning, design and inspection of capital projects; controlling construction work involving public improvements; and, maintaining streets, sidewalks, bridges, and public right-of-way. Public Works provides storm drainage protection through its Stormwater Utility System. Additionally, this Department manages the City's street lighting system. . FY2001 Table of Organization Permanent Full Time Positions: 100 Temporary/Permanent Part Time Positions: 12.88 FTE Total Positions: 112.88 Administration FT: 12 Design Construction Operations Stormwater Utility - Stormwater Utility - FT:21 FT: 18 FT: 34 Administration I Maintenance Temp/PT: 2.88 FTE Temp/PT 3 FTE Temp/PT: 7 FTE FT: 4 FT: 11 Submitted into the public record in connec on with TOTAL COST item 3? on Walter Foeman The total cost for the Public Works Department is $28,115,339. City Clerk This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. 52 ,��, • OBJECTIVES FOR FY2001 • ❑ To improve customer service by creating a system for the centralization of Public Works complaints. ❑ To enhance the technical and customer service training of the Public Works staff who have direct contact with the public. ❑ To conduct quarterly review sessions on the department's policies and procedures with Public Works employees. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average number of days for plat review. Unknown • Dollar amount construction/total work -hours expended. Mission Accomplishment • The dollar volume of projects designed and $8 million $10 million constructed under Public Works processes. Customer Service • Average number of days to respond to customer Unknown complaints. Innovation and Learning • Average number of hours of technical training per professional employee. SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Department did not submit. Submitted Into the public record in connection with item �J� onAC Vl Walter Foeman A/ City Clea rF 'W 53 1 � � DESCRIPTION Purchasing} This Department purchases or supervises the purchase of all supplies and services by City departments. Purchasing disposes of surplus 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. FY2001 Table of Organization Permanent Full Time Positions: 18 Total Positions: 18 Submitted into the public TOTAL COST record in connectionwith item X13 on 4—r-66 The total cost for the Purchasing Department is $1,382,224 Walter Foeman This figure is preliminary and does not reflect all costs that represent total cost. The Citylhas 60§aged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. 54 • • r L OBJECTIVES FOR FY2001 ❑ To investigate, create, and implement a fully automated system for the distribution of formal solicitations by October 2001. ❑ To create and set up a self-monitoring system for user departments to determine their annual purchasing needs for each commodity by April 2001. ❑ To develop and apply, by October 2001, a monitoring system of solicitations issued and awarded by other local municipalities in order to increase the number of piggyback contracts. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of Citywide Contracts 51 77 • Number of Solicitations. 156 170 Mission Accomplishment • Number of applications received by the Local Vendor Outreach Program 150 180 • Dollar volume of purchase orders to Minority Vendors $32,499,945 $36,333,299 Customer Service • Number of workshops on processes, policies and 6 8 procedures. • Number of MWBE re -certifications 183 195 Innovation and Learning • Percent of buyers with the designation of "Certified Professional Public Buyer" (CPPB) 80% 83% • Number of professional purchasing training sessions attended by buyers 4 5 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Revised the Purchasing Operations Manual and conducted employee training on the new manual entitled "Policy and Procedures for Delegation of Small Purchases up to $1,000". • Created the Local Vendor Outreach Program to encourage participation of local businesses in City of Miami solicitations. • Drafted, in conjunction with the Law Department, and put into practice new legislation that allows the City to make procurements using contracts competitively solicited and used by other governments. Submitted into the public record in connecVion with item L� � on L 55 Walter Foeman City Clerk DESCRIPTION C This Department administers the competitive unified development process for public/private development projects that combine 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 attraction, expansion, and retention of businesses, business investment and physical renewal; coordinates activities related to the Empowerment Zone; and, manages selected capital improvement projects for significant. City properties. FY2001 Table of Organization. Permanent Full Time Positions: 10 Total Positions: 10 Administration FT: 3 2 Positions Shared at 50%* 1 Position Shared at 33%* Economic Development FT: 2 Positions funded 100% by CDBG* Real Estate, FT: 5 2 Positions funded at 50%* *4 Positions split with Planning &Zoning and 1 with both Asset Management and Planning & Zoning. 3 additional Positions will be split funded 50%-50% with CDBG TOTAL COST Submitted into the public reco.r in connection with item L 3 on �-�- Walter Foeman The total cost for the Real Estate & Economic Development Department is $1,088,692. City Clerk This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001, which primarily depicts -interdepartmental charges. 56 41 C OBJECTIVES FOR FY2001 ❑ To facilitate construction of two unified development projects: Parrot Jungle on Watson Island and Grove Harbor Marina and Caribbean Marketplace in Coconut Grove. ❑ To increase public-private development, opportunities for underutilized City -owned properties by issuing two unified development Request for Proposals: Coconut Grove Exhibition Center property and for the northwest quadrant of Watson Island. ❑ To conduct economic and business development research and analysis for the FEC Corridor Redevelopment Project and for all CDBG Economic Opportunity Zones. ❑ To administer two major economic development programs: Brownfields Redevelopment and activities related to the Empowerment Zone. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Turn around time on RFP's for professional 12 weeks 10 weeks consultants. Mission Accomplishment • Number of businesses contacted and/or assisted Unknown 400 for economic development objectives. • Number of RFP's issued for unified development Unknown 2 projects. Customer Service • Percent of development and business community rating department assistance satisfactory or Unknown 90% better. Innovation and Learning • Number of professional development activities Unknown 20 undertaken annually by staff. SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ DEPARTMENT DID NOT SUBMIT. Submitted Into the Public record in conne!=_Cro item- 3 on Walter Foemen 57E Cly Clerk z_:!> c.Jsszd DESCRIPTION Risk Management administers the City's self-insurance 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 safeguards against catastrophic losses. Risk Management has two divisions: Property & Casualty and Group Insurance. FY2001 Table of Organization Permanent Full Time Positions: 32 TemporarylPermanent Part Time Positions:1 FTE Total Positions: 33 Risk Management Property & Casualty Group Insurance Worker's Compensation Liability Safety FT: 6 FT: 26 Temp/PT: 1 FTE TOTAL COST The total cost for the Risk Management Department of $43,165,963 has been re -allocated This figure is preliminary and'does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan which will allocate all costs for major City operations. Please refer to Appendix F for a Total Cost chart for FY2001 which primarily depicts interdepartmental charges. Submitted into the public record in conne tion with item 3 on Walter Foernart, .. _ . City Clerk i 5 C.aSSQ� k� 58 "I b'� C • ❑ To reduce the number of new claims accepted as compensable by 5% by completing an initial investigation and Action Plan on all new cases. ❑ To reissue Employee Group Health and Dental Request For Qualification (RFQ) by July 15, 2000, and to implement a new plan by January 2001. ❑ To develop a Citywide Safety Manual by the end of FY2001. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Percent of reduction in workplace accidents 5% Not Submitted • Days used to complete the review and approval of contracts for insurance requirements Not Submitted 10 days Mission Accomplishment • Percent reduction of open workers' 42% Not Submitted compensation claims Customer Service • Days used to turnaround time vendor payments 2 weeks Not Submitted Innovation and Learning • Number of training classes attended per staff 4 Not Submitted member SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Reduced open Workers' Compensation claims from 2794 to 1536 concurrently decreasing outstanding liability by approximately $6 million. ♦ Property insurance costs were reduced by $58,0658 while maintaining maximum insurance coverage. Additionally, liability policies for the City's marinas and James L. Knight Center were reduced by approximately $32,000. ♦ In the area of Health Benefits, an RFQ was prepared to begin the process of competitive negotiations for the City's Group Health Insurance and Dental Plans. Submitted Into the public record In connec 'on with its := on -Ftie1 Walter Foeman City Clerk 59 "V--tj JL I o .� Ci "of Mamt tY SolicllAFaste FY2001 Budget c DESCRIPTION The Solid Waste Department has three divisions and 288 employees responsible for providing residential pick up (from one to four units) garbage, trash, bulky waste and recycling to over 65,000 residences in Miami in a efficiently and cost-effectively. This Department is responsible for cleaning the City's right-of-way by mechanically sweeping major commercial corridors and servicing over 500 litter containers on sidewalks, removing dead animals, and cleaning up for all Special Events. Solid waste administers the nonexclusive commercial solid waste hauler franchisees. FY2001 Table of Organization Permanent Full Time Positions: 239 Temporary/Permanent Part Time Positions: 49 FTE* Total Positions: 288 Administration FT: 17 Temp/PT: 1 FTE Sanitation Code Enforcement Waste Collection 8 FT: 214 Temp/PT: 48 FTE* * 17 FTE Positions are funded from the Recycling and Education Grant in Special Revenue Funds. TOTAL COST The total cost for Solid Waste is $32,376,831. This figure is preliminary and does not reflect all costs that represent total cost. The City has engaged the services of David M. Griffiths and Associates to develop its indirect cost allocation plan, which will allocate all costs for major City operations. Please refer to Appendix.F for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. S°brilitted int° the public reC°rd in item°nne�t;0 ®n with Walter F oeman City Clerk t ., 60�' �11 ® OBJECTIVES FOR FY2001 n ❑ To achieve 90% voluntary citizen compliance with the City of Miami Code by educating, warning, and enforcement by Sanitation Code Enforcement Division. ❑ To reduce improper/illegal waste set out and associated costs by diverting an estimated 20% of small trash to garbage stream where collection and disposal costs are approximately 10% lower. ❑ To consistently maintain acceptable and cost-efficient residential solid waste collection services to 70,000 residences by upgrading equipment, effectively managing resources testing alternative methods, and reducing overtime. ❑ To significantly reduce illegal dumping and other code violations. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Number of missed collections and route completions 14,000/585 per yr 7,000/295 per yr. • Improve fleet conditions and reduce equipment downtime and repair costs. $1,572,000 $1,372,600 Mission Accomplishment • Reduce Operational disposal cost $ 300,000 $250,000. • Introduce Efficiencies in Service Delivery $500,000 $1,500,000 Customer Service • Number of Citizen Complaints. 870 500 • Citizen Education and Enforcement 35,000 70,000 Innovation and Learning • Install computerized vehicle tracking and communication system $74,000 $ 32,000 • Upgrade computerized time and attendance management system $15,000 $3,000 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Implemented effective operational changes to separate and isolate clean yard trash by residents. ♦ Successfully cleaned the City after Hurricane Irene in an expeditious manner. 4 Developed a five year management plan to continue to increase the use of new and efficient 0 technology and equipment for solid waste collection. Submitt0d into the public record in connec on with item on <fej 61 1.1 Walter Fag `0 • The Miami River at Night BUDGET DETAIL BY FUND into the public Submitted into 'n o'� U record H on , stem Walteoeman City Clea, • • • The Miami River GENERAL FUND Submitted into the public record in connection with item on Walter 1;CK "rl • • DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 319,491 $ 369,082 $ 522,880 $ 511,980 Operating Expense 42,833 31,650 23,932 35,552 Capital Outlay 2,362 460 - - Non -Operating - - - _ TOTAL $ 364,686 $ 401,192 $ 546,812 $ 547,532 ALLOCATION BY CATEGORY Personnel 92% BUDGET ADJUSTMENTS SUMMARY Category Personnel Services Position Change: 3 Change $171,006 Operating Expense 8% Operating Expenses $23,714 Submitted into the public Capital Outlay 0 record in connection with item Ld :3 oZ Walter Foeman City Clerk The budget is $194,720 or 35.5% more than the FY2000 Amended Budget based on the addition of 3 positions and the transfer of the operating budget from Protocol to the Mayor's Office. These are the funds designated to pay for plaques, awards, keys to the City, and other items presented by the Mayor to distinguished guests and visitors. 62 V '.- Z: P-� hard �f�irnrn�ssi�►ners a DEPARTMENT SUMMARY EM, ON- E FY X39 -FYI�+�" �. TOAACTUALESTiMATIp ersonne $ 5139 0-1 $ 73Z,533 $.__.._..._$18; % 3 —11 1825,994 Op6rating -Expense E 65,20D ` 70, 547 85 857 91 526 10p1�6 apital Outlay 737- � 4,387 ; Non -Operating TOTAL 148 4,6 71 ALLOCATION BY CATEGORY Operating Expense 11% Personnel 89% Winton 20% BUDGET ADJUSTMENTS SUMMARY The budget is $16,654 or 1.80% more than the FY2000 Amended Budget based on the increases in cost of living; anniversary and longevity. Submitted into the public record in connectl n with item -.2 on a Walter Foeman City Clerk i I 63 Ci • • BUDGET ADJUSTMENTS The budget is $4,342 or 2.35% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as a increase in Operating Expenses resulting from efficiencies. Category Change Personnel Services $3,068 Position Change: Operating Expenses $1,274 Capital Outlay 0 Non -Operating 0 Submitted into the public record in connection with item on Walter Foeman CiaN/ (York I 64 BUDGET ADJUSTMENTS The budget is $3,673 or 1.98% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from efficiencies. Category Change Personnel Services $1,210 Position Change: 0 Operating Expenses $2,463 Capital Outlay 0 Non -Operating 0 Submitted into the public record in connection will-, Item on U� Walter Foeman City clerk, - {I 65 ; Sco c -Sea, DIVISION SUMMARY -- OPEN d �. ADOPTED- rts, AMENDED Personnel $ 126,072: $ 123,627 $ 17 f,236 € $ 111;236 ,OR -T Operating Expense 15,077 ' 14-,4W Bb w.m Capital u ay _149 Non- ping 211 _ 589 1261 I� I r BUDGET ADJUSTMENTS The budget is $3,673 or 1.98% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from efficiencies. Category Change Personnel Services $1,210 Position Change: 0 Operating Expenses $2,463 Capital Outlay 0 Non -Operating 0 Submitted into the public record in connection will-, Item on U� Walter Foeman City clerk, - {I 65 ; Sco c -Sea, • • • DIVISION SUMMARY i s E: Personnel _i.4_ .............. Operating Expenses 114;348 -__9;78.6 13,283 i T3;283'1I Capital Outlay - - on pera Fng - - - rte,TOTAL 156,582 --r=2,673 180,920 $ 180,920NO BUDGET ADJUSTMENTS The budget is $4,342 or 2.4% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as a decrease in Operating Expenses. Category Change Personnel Services $5,793 Position Change: 0 Operating Expenses ($1,451) Capital Outlay 0 Non -Operating 0 Submitted into the record - pub,,, °nnection on b Walter Foeman a City Clore 66 +L ° BUDGET ADJUSTMENTS The budget. is $4,342 or.2.4%-more than the._FY2000 Amended. Budgetbased on the -increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. The change in Personnel is due to a vacant position and the increase in Operating Expenses due to a temporary employee hired through an Employment Agency. Category Change Personnel Services ($12,922) Position Change: 0 Operating Expenses $17,264 Capital Outlay 0 Non -Operating 0 Submitted into the public record in connection with item on ®° Walter Foeman City Clerk 67 t • U iDIVISION SUMMARY IW -N - ersonne —�4,759 Operating Expense 19,756 ` 2�2g8 34�4�fi Capitalu ay - i Non -Operating a 3 '920 is , 30 BUDGET ADJUSTMENTS The change in Personnel is due to a vacant position that have been filled, and the decrease in Operating Expenses due to a temporary employee hired through an Employment Agency who worked in the office for only a few months Category Change Personnel Services $15,102 Position Change: 0 Operating Expenses ($10,760) Capital Outlay ($4,387) Non -Operating 0 Submitted into the public record in connection with item on v Walter Foeman City Cleric �.�>xd 68 Z)o SUMMARY ALLOCATION BY CATEGORY Personi 71% wating cpense 29% C BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($411,200) Submitted into the public Position Change: (4) record in connection with Operating Ex enses ($852,258) item — �LLd Walter Foeman Capital Outlay ($10,941) City Cie* Non -Operating 0 The budget is $1,274,399 or 59.3% less than the FY2000 Amended Budget based on the transferring of the MRC Building Division to to General Services Administration for FY 2001. 69 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel. $ 563,691 $ 645,005 $ 1,031,760 $ 1,031,760 Operating Expense 150,463 1,160,289 1,093,119 1,113,379 Capital Outlay 9,689 6,847 8,752. 10,941 Non -Operating - - - TOTAL, $ 723,843 $ 1,812,141 $ 2,133,631 $ 2,156,080 ALLOCATION BY CATEGORY Personi 71% wating cpense 29% C BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($411,200) Submitted into the public Position Change: (4) record in connection with Operating Ex enses ($852,258) item — �LLd Walter Foeman Capital Outlay ($10,941) City Cie* Non -Operating 0 The budget is $1,274,399 or 59.3% less than the FY2000 Amended Budget based on the transferring of the MRC Building Division to to General Services Administration for FY 2001. 69 • • • ALLOCATION BY CATEGORY Personnel 90% Operating Expense 6% Overtime 4% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Emergency Fre Prevention Bureau 4% Training & Safety KAngrnt. 1% Services 5% Office of the I Support Chief Services 2% 4% The budget is $671,751 or 18.4% more than the FY2000 Amended Budget based on the addition of 12 positions and increases in cost of living, anniversary and longevity. Submitted into the public record in connec ion with . on a Walter Foeman City Clerl' j A 70 a n �u DEPARTMENT SUMMARY E r ACTUAL AMEND=ACTUAL 0 ��} Personnel $ 2 87'(,374 $ `'S 3 88;516 f $ 3-,377,664-- $ 3-,377,664 ' Operating xpense 108,633 0 ,066,613 3 370- �26x,b Capital Outlay —,.� 87 i i X06 Non-OperatingTOTAL _— .x*a-moi �......# $ 388 i$ _....._.......... 3,740,023 1 . _.. 166 $ _ ..." 31655,940 1 i -" ALLOCATION BY CATEGORY Personnel 90% Operating Expense 6% Overtime 4% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Emergency Fre Prevention Bureau 4% Training & Safety KAngrnt. 1% Services 5% Office of the I Support Chief Services 2% 4% The budget is $671,751 or 18.4% more than the FY2000 Amended Budget based on the addition of 12 positions and increases in cost of living, anniversary and longevity. Submitted into the public record in connec ion with . on a Walter Foeman City Clerl' j A 70 a n �u DESCRIPTION This Division interprets the South Florida Building Code, and other codes, laws and ordinances regulating building construction in the City; prepares and monitors the budget; manages payroll and personnel action; coordinates training and seminars for recertification of inspectors, develops long"and short range plans, works with citizens, the construction industry, professional organizations, and other government agencies, and issues all Certificates of Occupancy: BUDGET ADJUSTMENTS Category Change Personnel Services $63,227 Position Change: 0 Operating Expenses ($1,244) Capital Outlay ($3,045) Non -Operating 0 The budget is $67,516or 11.5% less than the FY2000 Amended Budget due to the transfer of Assistant City Manager and Administrative Assistant s' salaries, to the Office of the City Manager. There is also a decrease in Operating Expenses and in Capital Outlay. Submitted into the record o�ubiic . iters nnectiorwith on Walter FOeman City Cie* 71 []I • • • • DTVTSIC)N SUMMARY 1 JJ F ON 3 Personnel_ ....... _..._-- -$33,137 137 $36,26216W $38,550,-876 ; -$38,467,1915"a-, 5e operating xpense M9;7307 --T, $;3 ¥ api a Outlay 5, 'Wo n=operat ing ITOTAL ........... ' ,543 DESCRIPTION Inspection Services is responsible for protecting life and property from safety hazards related to building construction. This Division interprets and enforces City County State and Federal regulations regarding review of plans for building construction. inspections and enforcing the South Florida Building code are done by the Structural, Electrical, Mechanical and Plumbing sections. This Division follows up on compliance for unsafe structures by presenting cases to the Miami Dade County Unsafe Structures Board. Cases are also prepared and presented to the Construction Trade Qualifying Board. BUDGET ADJUSTMENTS Category Change Personnel Services $744,317 Position Change: 12 Operating Expenses $8,436 Capital Outlay ($13,400) The budget is $739,353 or 28.3% more than the FY2000 Amended Budget based on the addition of 12 positions and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. Submitted into the public record in connection with Item 3 on Walter Foernan City Clerk 72 �C,v�SPCt DESCRIPTION The Code Enforcement Division Issues permits, assesses fees, controls and maintains departmental records, and supplies record information to the public via file searches and subpoenas. The Division enforces all State regulations applicable to microfilming maintaining, and destroying plans and permits. BUDGET ADJUSTMENTS Category Change Personnel Services $6,859 Position Change: 0 Operating Expenses $4,516 Capital Outlay ($11,461) The budget is $86 less than the FY2000 Amended Budget. Submitted into the public record in connection with item L on Walter Foeman City Cie* 73 " r ' i.P C7 CtJ=L, t � Category Change Personnel Services $21,425 00 ,Operating Expenses ($210,770) ACTUAL D AMEN �p _— on Walter Foeman Non -Operating 0 s3 The budget is $189,845 or 17.5% less than the FY2000 Amended Budget because lobbyist registrations were . reallocated to a Special Revenue Fund. Other decreases in Operating 616,633 X16;633 - ruling that obviated a mayoral election and nullified Referendum One. pera ing xpense �, v `� 4-3T,43-7 m4- Capitalu ay -694,_._306 Non-OperatingTOTAL - - - - f f-cW^ $ 520996 ' ___..-_.___ ' _._._. .f. 1,081,650 E & ALLOCATION BY CATEGORY Personnel 72% perating Expense 28% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $21,425 Position Change: 0 ,Operating Expenses ($210,770) Submitted into the record in Public item [�(3C0nnection with Capital Outlay ($500) _— on Walter Foeman Non -Operating 0 City Clerk The budget is $189,845 or 17.5% less than the FY2000 Amended Budget because lobbyist registrations were . reallocated to a Special Revenue Fund. Other decreases in Operating Expenditures resulted from a court ruling that obviated a mayoral election and nullified Referendum One. Personnel Services increased slightly due to anniversary, longevity and Tier 2 payroll expenditures. i 224.d%_4.1��' 74 �, ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Personnel Services Position Change: (2) Operating Expenses Capital Outlay Non -Operating Operating Expense 6% Change $97,178 ($37,352) Submitted into the ,public record in connection with ($7,059) item L12— on �crr;j 0 Waller Foeman Cit f_, Clerk 0 The budget is $6,714 or less than 1% more than the FY2000 Amended Budget based on anniversary and cost of living increases. Also the deferred compensation benefits for the Manager and Assistant Managers have been added to the Personnel Services category. E eA 75 SCS sS�C) FY1998 FY1999 FY2000, FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 626,217 $ 727,290 $ 1,365,485 $ 1,311,009 Operating Expense 40,447 54,756 120,489 125,615 Capital Outlay. 8,476 7,441 6,800 7,059 Non -Operating - - - - TOTAL $ 675,140 $ 789,487, $ 1,492,774 $ 1,443,683 ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Personnel Services Position Change: (2) Operating Expenses Capital Outlay Non -Operating Operating Expense 6% Change $97,178 ($37,352) Submitted into the ,public record in connection with ($7,059) item L12— on �crr;j 0 Waller Foeman Cit f_, Clerk 0 The budget is $6,714 or less than 1% more than the FY2000 Amended Budget based on anniversary and cost of living increases. Also the deferred compensation benefits for the Manager and Assistant Managers have been added to the Personnel Services category. E eA 75 SCS sS�C) • • EPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 205,089 $ 220,174 $ 232,483 $ 232,483 Operating Expense 18,331 26,198 37,191 37,191 Capital Outlay - - 5,810 5,810 Non -Operating - - - - TOTAL $ 223,420 $ 246,372 $ 275,484 $ 275,484 ALLOCATION BY CATEGORY Personn 87% BUDGET ADJUSTMENTS SUMMARY Operating Expense 13% Category Change Personnel Services $23,241 Position Change: 0 Submitted into the Public Operating Expenses $2,678 record in connection vvitta item !:0- on -ao Capital Outlay ($5,810) Walter Foeman Non -Operating 0 City Clerk The budget is $20,109 or 7.3% more than the FY2000 Amended Budget based on the upgrade of three (3) positions and increases in cost of living, anniversary and longevity. 76 IGtQfzl�latt qim COt1f#?��C�'� c�e�ta�ins �c��b�'c ��i:i1>i#ses ' ! � .1:t�.7p __ .z'^ ,.�a.�.._.,:�..��'�`...,;....,�`""'"g.�.w>._.E,_._...,, ALLOCATION BY CATEGORY Operating Expense 51% ALLOCATION BY DIVISION Miamarina 11% Orange Bowl 32% BUDGET ADJUSTMENTS SUMMARY The budget is $190,281 or 4% more than the FY2000 Amended Budget based on increases in Personnel and Operating Expenses. Submitted into the public record. in connection with item c -d'3 on Walter Foeman City Clerk ' — J 77 V (3) 5 DEPARTMENT SUMMARY ME- FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED �� 'CIM TEDI J� Personnel $ 1,692,803 $ 2,068,700 $ 2,299,174 $ 2,299,460 Operating Expense 1,738,882 1,701,667 2,270,702 2,317,422 f�,495$46 Capital Outlay' 28,266 Non -Operating - 35,337 - 84,095 3,248 132,521 3,248 TOTAL $ 3,459,951 $ 3,805,704 $ 4,657,219 $ 4,752,651 $4,942,932 " ALLOCATION BY CATEGORY Operating Expense 51% ALLOCATION BY DIVISION Miamarina 11% Orange Bowl 32% BUDGET ADJUSTMENTS SUMMARY The budget is $190,281 or 4% more than the FY2000 Amended Budget based on increases in Personnel and Operating Expenses. Submitted into the public record. in connection with item c -d'3 on Walter Foeman City Clerk ' — J 77 V (3) 5 0 9 DIVISION FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel 145,039 $ 211,301 $ 297,365 $ 297,365 Operating Expense 404,093 386,826 449,743 463,401 Capital Outlay 7,690 - 18,270 18,270 Non -Operating - - - - TOTAL $ 556,822 $ 598,127 $ 765,378 $ 779,036 DESCRIPTION Multipurpose public assembly facility used primarily to host national and international conventions, conferences, trade, and consumer shows, banquets, concerts and seminars. BUDGET ADJUSTMENTS Category Change Personnel Services $25,928 Position Change: 1 Operating Expenses $15,972 Capital Outlay ($18,270) Non -Operating 0 The budget is $23,630 or 3% more than the FY2000 Amended Budget primarily due to increases in Personnel Services and Operating Expenses resulting from the addition of one temporary position and other contractual services. Submitted into the public record in connection with item `-1.3 on C —I— cc Walter Foernan City Clerk N SUMMARY DESCRIPTION The Marine Stadium Marina is a dry storage facility with the capacity to store 275 vessels. The Marina is open for business seven days a week and maintains commercial leases with Bayside Seafood, Restaurant, Tony's Jet Skis, and Southeast Marine Center. BUDGET ADJUSTMENTS Category Change Personnel Services $45,673 Position Change: 10 Operating Expenses $11,035 Capital Outlay 0 Non -Operating ($3,248) The budget is $53,460 or 9.8% more than the FY2000 Amended Budget based on the addition of 10 temporary and part-time positions and increases in cost of living, anniversary and longevity. Submitted into the public record in connertion with item`� 3 on r X44 Walter Foeman City Die* 79 'C'se C.J C, 0 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 136,520. $ 123,196 $ 219,340 $ 219,340 Operating Expense 105,965 169,281 307,466 324,609 Capital Outlay - - - - Non -Operating - - 3,248 3,248 TOTAL $ - 242,485 $ 292,477 $ 530,054 $ 547,197 DESCRIPTION The Marine Stadium Marina is a dry storage facility with the capacity to store 275 vessels. The Marina is open for business seven days a week and maintains commercial leases with Bayside Seafood, Restaurant, Tony's Jet Skis, and Southeast Marine Center. BUDGET ADJUSTMENTS Category Change Personnel Services $45,673 Position Change: 10 Operating Expenses $11,035 Capital Outlay 0 Non -Operating ($3,248) The budget is $53,460 or 9.8% more than the FY2000 Amended Budget based on the addition of 10 temporary and part-time positions and increases in cost of living, anniversary and longevity. Submitted into the public record in connertion with item`� 3 on r X44 Walter Foeman City Die* 79 'C'se C.J C, 0 U DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel 629,827 $ 808,863 $ 691,265 $ 691,415 Operating Expense 642,770 562,289 699,424 790,218 Capital Outlay - 9,576 10,000 23,957 Non -Operating - - - - TOTAL $ 1,272,597 $ 1,380,728 $ 1,400,689 $ 1,505,590 DESCRIPTION This Division is responsible.for the operation and administration of the Orange Bowl. Administrative functions include billing and rent collection, parking, concessions, maintaining records, handling correspondence, preparing event schedules, negotiating with promoters, and advertising. Operational functions include the overall supervision of maintaining the facility. BUDGET ADJUSTMENTS Category Change Personnel Services ($5,423)) Position Change: 13 Operating Expenses $72,130 Capital Outlay ($23,957) Non -Operating 0 The budget is $42,680 or 2.8% more than the FY2000 Amended Budget based on the increase in Operating Expenses primarily due to increases in utility related expenses. Submitted into the public record in connecU�n,n with item_ L on — v Walter Foeman City Cleric • �GJ J�Sc Pi 80 DESCRIPTION The Miamarina at Bayside offers water berthing for 1.30 pleasure, sightseeing, commercial and charter fishing vessels. These vessels range in size from 20 to 250 feet in overall length. This marina provides both permanent and transient dockage. BUDGET ADJUSTMENTS DIVISION SUMMARY Change Personnel Services $12,879 Position Change: 7. Operating Expenses $38,100 Capital Outlay ($73,114) Non -Operating 0 _ FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 204,550 $ 254,675 $ 351,093 $ 351,193 $# Operating Expense 126,776 107,379 164,741 165,585 Capital Outlay 10,306 16,898 43,645 73,114 Non -Operating - - - - - 3 TOTAL $ 341,632 $ 378,952 $ 559,479 $ 589,892 5 X75 DESCRIPTION The Miamarina at Bayside offers water berthing for 1.30 pleasure, sightseeing, commercial and charter fishing vessels. These vessels range in size from 20 to 250 feet in overall length. This marina provides both permanent and transient dockage. BUDGET ADJUSTMENTS Category Change Personnel Services $12,879 Position Change: 7. Operating Expenses $38,100 Capital Outlay ($73,114) Non -Operating 0 The budget is $22,135 or 3.75% less than the FY2000 Amended primarily as a result of the removal of Capital Outlay requests' C7 Ri Submitted Into the public reeerd I connec�On �t�sit,h Item' on -�'_- !Walter Foeman City Gds 81 �;�C j • • • DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 489,183 $ 574,584 $ 640,711 $ 640,747 Operating Expense 298,147 357,956 434,370 362,025 Capital Outlay 8,452 8,863 10,150 10,150 Non -Operating - - - - TOTAL $ 795,782 $ 941,403 $ 1,085,231 $ 1,012,922 DESCRIPTION Dinner Key Marina is a state -of -the art facility providing in -water berthing for 582 pleasure, sightseeing, and charter fishing vessels. These vessels range in size from 30 to 110 feet in overall length. The facility provides berthing slips for permanent live -aboard, commercial and transient users. BUDGET ADJUSTMENTS Category Change Personnel Services $26,415 Position Change: 5 Operating Expenses $51,406) Capital Outlay ($10,150) Non -Operating 0 The budget is $67,671 or 6.7% more than the FY2000 Amended Budget based on the addition of 5 temporary positions and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. Submitted Into the public record in connection with item on Waiter Foeman city Cie* 82 DIVISION SUMMARY DESCRIPTION FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 87,684 $ 96,081 $ 99,400 $ 99,400 Operating Expense 161,131 117,936 214,958 211,584 Capital Outlay 1,818 - 2,030 7,030 Non -Operating - - - ' - TOTAL $ 250,633 $. 214,017 $ 316,388 $ 318,014 DESCRIPTION .This is the only City, sponsored community center for the. Little Havana neighborhood. It serves the needs of 'the Hispanic community by making possible the delivery of social services such as child care, transportation for the elderly and the disabled, job counseling and placement, provision of clothing and food for the needy, and general information and referral services. The theater auditorium is used by many organizations to bring cultural, educational and informational programs to the community and is also used as a focal point by a number of local, state and federal agencies. BUDGET ADJUSTMENTS Category Change Personnel Services $39,224 Position Change: 2 i Operating Expenses ($7,219) 1 Capital Outlay ($7,030) Non -Operating 0 The budget is $24,975 or 7.8% more than the FY2000 Amended Budget based on increases in Personnel Services. submitted into the public MOW In Conne do �t ftem !��3 o0 Walter Foes City 83 � SGJSSe.�/ • DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 126,309 $ 180,583 $ 198,133 $ 179,509 Operating Expense 3,947 10,444 14,700 14,700 Capital Outlay - - - - Non -Operating - - - - TOTAL $ 130,256 $ 191,027 $ 212,833 $ 194,209 ALLOCATION BY CATEGORY Personnel 92% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($2,794) Position Change (1) Operating Expense 8% Operating Expenses $59 Submitted into the public Capital Outlay 0 record in connection with °i. on _C.— —ad Non -Operating 0 Walter Foeman City Clerk • The budget is $2,735 or 1.4% less than the FY2000 Amended Budget due to the abolishment of one position and cost of living, anniversary and longevity increases, with a small increase in operating expenses. ice: c...s zs<cj 84 oe—u L DEPARTMENT SUMMARY -- .._. '__.... .... ........_ .. ..... ... ....._.__ ._........ FY1998 1 FY1999 FY2000 FY2000 lFl2(!0 s_ ACTUAL ACTUAL ADOPTED AMENDED T TE® Personnel $ 2,308,135 $ 3,049,050 $ 3,484,784- $ 3,409,784x42,072" Operating Expense j 516,617 1 619,712 1,143,240 1,114,335 1,2. .. Capital y 44, 963- 51, 537 Non -O eratin. 16,841.1 5,479 —3 .... TOTAL $ 2,_841,593 $ 3,719,204 $ 4,628,024 $ 4,575,656 4,809,224 ............ _. .....—_ ........ ......... ...... m ALLOCATION BY CATEGORY ssional ?s -Other, nal s - ng ALLOCATION BY DIVISION Accountin 54% Parking Garage Surcharge 12% Submitted fntO the Ublic F@00rd 1n ConneC ion wit Item 9 3 BUDGET ADJUSTMENTS SUMMARY on Walter FOem The budget is $233,568 or 5.1% more than the FY2000 Amended Budget due to increases^in cost of living, anniversary and longevity, as well as the Tier 2 salary adjustments. In addition, three Chief"Acl?euntant positions were created to provide middle level managerial position in compliance with the Blue Ribbon and Strategic initiatives. 7 Treasury Managemen let 34% L21 85 -, • 0 DESCRIPTION This Division is responsible for the proper recording and disbursement of the City's financial assets. Staff performs all the accounting functions of City government including payroll and accounts payable check issuance. Accounting records all bond issues and prepares all financial statements including bond compliance reports BUDGET ADJUSTMENTS Category Change Personnel Services $39,207 Position Change: 0 Operating Expenses $8,560 Capital Outlay ($21,419) Non -Operating 0 The budget is $26,348 or 1.0% more than the FY2000 Amended Budget due to increases in cost of living, anniversary and longevity, as well as the Tier 2 Salary adjustments and a reduction in Capital Outlay. Submitted into the public record,In connection with item on Walter Foeman City Clerk 86 0 DIVISION 9SUMMARY ■, _-.......... _._. FY1998 FY1999 FY2000 _............ . .__._.... ACTUAL ACTUAL --....._ ADOPTED AMENDED Personnel $ 1,363,070 E...$_ 1,631,131 f $ 2,066,269 $ 2,025,661 Operating Expense 324,415 ; 1 422,795. 474,690 479,657 Capital Outlay --- — - E 41,400 1 - 21,419 Non -Operating _ _ .-_._...... p 16,841 5,479 _ ___ ...... .... . - -_ TOTAL $ 1,704,326 ' ( $2,100,805 $2,540,959 ; $ 2,526,737 I s g DESCRIPTION This Division is responsible for the proper recording and disbursement of the City's financial assets. Staff performs all the accounting functions of City government including payroll and accounts payable check issuance. Accounting records all bond issues and prepares all financial statements including bond compliance reports BUDGET ADJUSTMENTS Category Change Personnel Services $39,207 Position Change: 0 Operating Expenses $8,560 Capital Outlay ($21,419) Non -Operating 0 The budget is $26,348 or 1.0% more than the FY2000 Amended Budget due to increases in cost of living, anniversary and longevity, as well as the Tier 2 Salary adjustments and a reduction in Capital Outlay. Submitted into the public record,In connection with item on Walter Foeman City Clerk 86 0 DIVISION SUMMARY �g _ -. FY1998 _.... _ . ;. ___. FY 1999 F FY2000 FY2000 'i ACTUAL ACTUALj ADOPTED AMENDED T 3 Personnel ._ : _._ _. . _..... $ 945, 065 ' $ 1,417, -9 -19 _$ 1,418 515 1,384,1239, �u Operating Expense 192,151 196,917 229,550, 195,678�8l� Capital Outlay - 3,563_ 30,118 _..... Non -Operating - - - TOTAL $ 1,137,216: $ 1,618,399 $ 1,648,065: $ 1,609,91.9 ......_.__.._. ._._.... ........... ...... _..._..__ DESCRIPTION Treasury Management records all revenues collected. Examples include: property and other taxes, state revenue sharing, license and franchise fees, and certificate of use,_assessment liens, storm water payments, ..pawn shop fees, and other miscellaneous revenues. Treasury Management invests the City's surplus funds portfolio, records payments on outstanding debt, and monitors bond compliance in accordance with the agreement set up by the Financial Oversight Board, This Division also bills and collects housing loans, solid waste fees, and other customer accounts as well as handling customer inquiries. BUDGET ADJUSTMENTS Category Change Personnel Services $93,081 Position Change: 10 Operating Expenses $29,132 Capital Outlay ($30,118) Non -Operating 0 The budget is $92,095 or 5.7% more than the FY2000 Amended Budget due to a increase in personnel costs resulting from the creation of a middle level management positions according to the Blue Ribbon and Strategic initiatives. In addition, there was an increase in cost of living, anniversary and longevity, tier 2 salary adjustments, and operating expenditures because fluctuations in postal expenditures. There was also a decrease in capital expenditures. Submitted into the public record In connection with item I= on U !Walter Foeman City Ct 87 C7 7 • DESCRIPTION This division is responsible for the administration of the Parking Surcharge. ® BUDGET ADJUSTMENTS Category Change Personnel Services 0 Position Change: 0 Operating Expenses $115,125 Capital Outlay 0 Non -Operating 0 The budget is $115,125 or 26.2% more than the FY2000 Amended Budget due to an increase in the expenditure allocation. The expenditure allocation is 5% of the parking surcharge revenues (FY2001 Revenues $11,082,500). Submitted into the public record in connection with item (� on C, —g —c-0 !Walter Foeman City Clerk 88 7D--J��l DIVISION SUMMARY 11 W-Naffi�11, t - f - FY1998 FY 1999 E FY2000 FY2000 ............................. ............. _............. - ............. ---........._.................. ACTUAL ACTUAL _..--- ADOPTED AMENDED z _ __ Personnel ..... ... _ $ - $--- ' --- $ _ $ - ._ Operating Expense 3 - - 439,0007439,000 Capital Outlay - - -' Non -Operating - - - t TOTAL $- $ - ; $ 439,000 $ 439,000 -- ..._..._....... ........ -... ---_ . ........ _ .. _.... _._....-- -.._............... _ DESCRIPTION This division is responsible for the administration of the Parking Surcharge. ® BUDGET ADJUSTMENTS Category Change Personnel Services 0 Position Change: 0 Operating Expenses $115,125 Capital Outlay 0 Non -Operating 0 The budget is $115,125 or 26.2% more than the FY2000 Amended Budget due to an increase in the expenditure allocation. The expenditure allocation is 5% of the parking surcharge revenues (FY2001 Revenues $11,082,500). Submitted into the public record in connection with item (� on C, —g —c-0 !Walter Foeman City Clerk 88 7D--J��l SUMMARY ALLOCATION BY CATEGORY Personnel 90% Operating Expense 6% Overtime 4% ALLOCATION BY DIVISION C7 i BUDGET ADJUSTMENTS SUMMARY The budget is $1,900,522 or 3.9% less.than the FY2000 Amended Budget based on reductions in severance pay, and decreased Operating Expenses and Capital Outlay. j Submitted into the public irecord�i�oonneotion with Itemon —�—� Walter Foeman s . _ City Clerk 89 -r `` FY1998 FY1999. FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $38;855,155 $41,690,949 $44,838,051 $44,883,879 Operating Expense 1,929,646 2,256;262 3,039,485 3,167,028 Capital Outlay 139,064 1051832 180,776 219,182 Non -Operating - -26 - - TOTAL $40,923,865 $44,053;069 $48,058,312 $48,270,089 ALLOCATION BY CATEGORY Personnel 90% Operating Expense 6% Overtime 4% ALLOCATION BY DIVISION C7 i BUDGET ADJUSTMENTS SUMMARY The budget is $1,900,522 or 3.9% less.than the FY2000 Amended Budget based on reductions in severance pay, and decreased Operating Expenses and Capital Outlay. j Submitted into the public irecord�i�oonneotion with Itemon —�—� Walter Foeman s . _ City Clerk 89 -r `` • • DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 687,975 $ 817,576 $ 999,786 $ 1,000,986 Operating Expense 49,105 72,135 53,000 65,000 Capital Outlay - - - - Non -Operating - - - TOTAL $ 737,080 $ 889,711 $ 1,052,786 $ 1,065,986 DESCRIPTION The Office of the Chief manages and coordinates all aspects of the Department. Primary responsibilities include developing policies, plans, programs and budgets for the Department. This Office also develops standards and methods to improve fire safety. BUDGET ADJUSTMENTS Category Chance Personnel Services $32,695 Position Change: 0 Operating Expenses $ 14,556 Capital Outlay 0 Non -Operating 0 The budget is $47,251 or 4.4% more than the FY2000 Amended Budget primarily due to the increase in Personnel Services and office supplies. Submitted into the public record in connection with item —LZ1_ on L- —civ Waiter Feeman City aerJ+ DIVISIO FY1998. FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $33,137,137 , $36,262,698 $38,550,876 $38,467,915 Operating Expense 1,209,730 1,316,320 1,788,398. 1,864,724 Capital Outlay 53,307 41,465 68,034 78,904 Non -Operating - - - - TOTAL $34,400,174 $37,620,483 $40,407,308 $40,411,543 DESCRIPTION The Emergency Response Division protects life and property against the hazards of fire, explosions, and related . perils, through. quick response and.- suppression. _ . In addition to traditional fire services, firefighter/paramedics provide emergency medical services to victims of fires, accidents, and sudden illnesses. The firefighter/paramedics use a sophisticated telemetry system producing both voice and EKG transmission via radio. Personnel in this Division staff fire stations that are strategically located throughout Miami's 34 square miles. BUDGET ADJUSTMENTS Category Change Personnel Services ($1,540,059) Position Change: 0 Operating Expenses ($153,822) Capital Outlay ($78,904) Non -Operating 0 • The budget is $1,772,785 or 4.4% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. �mitte record°� into th Item � n Onnoct ®�Pu6Ito Wlth on �a Walter Foe rnea City • • Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION DIVISION SUMMARY wrWRE FY1998 FY1999 FY2000 ACTUAL ACTUAL ADOPTED $ 1,816,031 $ 1,060,057 $ 1,637,359 3,789 7,924 3,393 2,579 - 3,443 FY2000 AMENDED $ 1,728,759 3,681 3,443 $ 1,822,399 $ 1,067,981 $ 1,644,195 $ 1,735,883 This Division, headed by Miami's Fire Marshal, employs certified inspectors who conduct life safety inspections of all properties in the City. Both the South Florida Building and Fire Prevention Codes are used to review plans and to monitor construction. In partnership with the Building Department, this Division performs Certificate of Use (CU) inspections and reviews construction plans for the Certificate of Occupancy (CO) program. They also conduct water flow tests, monitor hydrants, and carry out annual life safety inspections in all hazardous material locations such as hospitals. The Investigation Section responds to suspicious fires and pursues prosecution of anyone committing arson. BUDGET ADJUSTMENTS Category Change Personnel Services ($72,235) Position Change: 10 Operating Expenses ($431) Capital Outlay ($3,443) Non -Operating 0 The budget is $77,109 or 4.4% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. Submitted into the public record in connection with item `� 3 on Walter Foeman e t City Clerk 92* pis:' DIVISION SUMMARY DESCRIPTION The Training and Safety Division is responsible for improving firefighting and rescue capability through recruitment, physical fitness, in-service and specialized training in the areas of fire suppression, firefighting, and other related functions. This Division also maintains a resource library, manuals, films and other visual training aids. BUDGET ADJUSTMENTS Category Change Personnel Services ..$9,969 Position Change: 0 Operating Expenses ($7,844) Capital Outlay ($7,363) Non -Operating 0 The budget is $5,238 or .82% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. Submitted into the public record in connection ith Item on Walteir Foeman City Clerk 93 'D ► 5 C'3 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 494,325 $ 536,823 $ 479,716 $ 482,305 Operating Expense 60,419 80,437 153,736 151,215 Capital Outlay 5,919 .2,305 7,363 7,363 Non -Operating - 26 - - TOTAL $ 560,663 .$ 619,591 $ 640,815 $ 640,883 DESCRIPTION The Training and Safety Division is responsible for improving firefighting and rescue capability through recruitment, physical fitness, in-service and specialized training in the areas of fire suppression, firefighting, and other related functions. This Division also maintains a resource library, manuals, films and other visual training aids. BUDGET ADJUSTMENTS Category Change Personnel Services ..$9,969 Position Change: 0 Operating Expenses ($7,844) Capital Outlay ($7,363) Non -Operating 0 The budget is $5,238 or .82% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. Submitted into the public record in connection ith Item on Walteir Foeman City Clerk 93 'D ► 5 C'3 • • DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,568,873 $ 1,718,180 $ 1,790,355 $ 1,798,955 Operating Expense 135,309 339,457 527,977 528,139 Capital Outlay 53,473 55,465 83,592 94,172 Non -Operating - - - - TOTAL $ 1,757,655 $ 2,113,102 $ 2,401,924 $ 2,421,266 DESCRIPTION This Division provides emergency radio dispatch of fire and rescue units and on -the -scene coordination of units through the Fire Operations Information Center (FDIC). The FOIC is the link between the alarm office, fire -rescue units and other agencies. The City's Centrex System operates within this Division. This Division is responsible for personnel management including discipline, physicals, substance abuse testing, and light duty personnel. Management Services also directs the Department's computer related functions and is responsible for the upkeep of portable radio and communication equipment. BUDGET ADJUSTMENTS Category Change .Personnel Services $135,679 Position Change: Operating Expenses ($85,849) Capital Outlay ($94,172) Non -Operating 0 The budget is $44,342 or 1.8% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. NOW an e4nowlan with Walter Foeman 14< Ea .'a 3zCity CtE:eIC _094` r ?:. DIVISION SUMMARY DESCRIPTION All fire -rescue equipment is procured and maintained by Support Services. This Division services, repairs, and maintains mobile equipment such as pumpers, aerial ladders and rescue vehicles used in fire operations. The Division responds to on -the -scene emergencies to repair and service fire apparatus on a 24-hour basis. In addition, this Division maintains all Fire -Rescue Department facilities. BUDGET ADJUSTMENTS Category Change Personnel Services $50,565 Position Change: 0 Operating Expenses ($63,564) Capital Outlay ($35,300) Non -Operating 0 The budget is $48,299 or 2.4% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. Submitted. into the public record in connection with item "''i 3 on -li-66 Walter Foeman City Cie* 95 • 11 �1 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,150,814 $ 1,295,615 $ 1,379,959 $ 1,404,959 Operating Expense 471,294 439,989 512,981 554,269 Capital Outlay 23,786 6,597 18,344 35,300 Non -Operating - - - - TOTAL $ 1,645,894 $ 1,742,201 $ 1,911,284 $ 1,994,528 DESCRIPTION All fire -rescue equipment is procured and maintained by Support Services. This Division services, repairs, and maintains mobile equipment such as pumpers, aerial ladders and rescue vehicles used in fire operations. The Division responds to on -the -scene emergencies to repair and service fire apparatus on a 24-hour basis. In addition, this Division maintains all Fire -Rescue Department facilities. BUDGET ADJUSTMENTS Category Change Personnel Services $50,565 Position Change: 0 Operating Expenses ($63,564) Capital Outlay ($35,300) Non -Operating 0 The budget is $48,299 or 2.4% less than the FY2000 Amended Budget primarily due to the decrease in severance pay. Submitted. into the public record in connection with item "''i 3 on -li-66 Walter Foeman City Cie* 95 • 11 �1 • • • SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 4,929,609 $ 5,809,753 $ 5,989,921 $ 5,991,049 Operating Expense 6,423,306 5,801,421 5,470,757 5,639,672 Capital Outlay 42,552 108,751 170,170 195,458 Non -Operating (810) - - - TOTAL $11,394,657 $11,719,925 $11,630,848 $11,826,179 ALLOCATION BY CATEGORY Other Operatinc Expense 38% utillt Servic Electri 3% Motor Fuel 8% Personnel 51% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Fleet Management 61% Miami Riverside Commun, Services 6% The budget is $1,388,409 or 11.7% more than the FY2000 Amended Budget based on the addition of the Miami Riverside Center, which was previously under Asset Management. Submitted Into the public record In connection with item 1:1_� on Walter Foeman ff City Clerk 43 96 Cj DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 379,277 $ 395,324 $ 350,393 $ 350,393 Operating Expense 18,695 14,544 39,823 64,823 Capital Outlay 5,909 7,963 18,527 35,435 Non -Operating - - - - TOTAL $ 403,881 $ 417,831 $ 408,743 $ 450,651 DESCRIPTION The Director's Office establishes and implements policies, procedures, and programs related to the six GSA divisions. It addresses all concerns of the City Commission and administration regarding GSA. The Director's Office approves and prioritizes services to other City agencies, and manages contracts and services for GSA facilities. Additionally, the Division handles all personnel matters, accounting, budgeting, operational statistics, information services, procurement,' regulatory requirements, contact administration, assert inventories, permits, and other legal requirements for all GSA divisions.. BUDGET ADJUSTMENTS Category Change Personnel Services $118,839 Position Change: 1 Operating Expenses $23,847 Capital Outlay ($35,435) Non -Operating 0 The budget is $107,251 or 23.8% more than the FY2000 Amended Budget based, on the addition of one new position and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from travel costs. Submitted into the public record in connection with item on �f— Walter Foeman , City Clerk 97� ,� i� C �J • • 0 Personnel Operating Expense Capital Outlay Non -Operating NOTAL DESCRIPTION DIVISION SUMMARY FY1998 FY1999 FY2000 ACTUAL ACTUAL ADOPTED $ 1,036,664 $ 1,286,058 $ 1,471,258 322,435 387,394 394,147 - 3,761 FY2000 AMENDED $ 1,485,065 415,699 1,000 $ 1,359,099 $ 1,677,213 $ 1,865,405 $ 1,901,764 Property Maintenance repairs and maintains all City buildings and facilities. It supports City -sponsored events; secures City facilities when threatened by a hurricane or other natural disaster; responds to citywide emergencies; performs renovations and retrofits of City facilities as required; assists in the relocation of offices; provides in-house expertise on plumbing, electrical, HVAC and other disciplines as required, and administers small construction contracts on an as needed basis. BUDGET ADJUSTMENTS Category Change Personnel Services $22,060 Position Change: 0 Operating Expenses $102,730 Capital Outlay ($1,000) Non -Operating 0 The budget is $123,790 or 6.5% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from utilities. Submitted into the public record in connec on With item ® on waiter Foeman City Clerk DESCRIPTION • Graphic Reproductions and Mail Distribution is responsible for the design, layout, typesetting and cost . effective reproduction of all graphic and related materials produced by the City. This Division is responsible for the leases of 86 low 'and mid volume copiers as well as 7 high-speed copiers. Additionally, Graphic Reproductions is responsible for the daily distribution of inter -office and U.S. mail: It provides two (2) pickups and deliveries per day, same day delivery of incoming City mail from the U.S. Postal Service, and same day processing of outgoing mail requiring postage. BUDGET ADJUSTMENTS Category Personnel Services Position Change: 0 Operating Expenses Capital Outlay Non -Operating Change $4,523 $27,537 ($37,178): 0 The budget is $5,158 or .7% less than the FY2000 Amended Budget based on the large decrease in Capital Outlay, Submitted Into the public record in connection with item on Walter Foeman Cite Cl 4-)--- • • 0 x �.° ......i1ve...__om-.:"i ze �'•i� ��.�Pi�'a2... e_�;'_:AO.-.'ice. ._. �,N�zz.^�e- 5�` ��`— �i'K„< � �39�_, ,_',_,,,__FY2_00 --A-MAL ACTUAL y Personnel Operating Expense �4i_._.,_,_� , Capital u ay 4 , Non -Operating - - - - TOTAE- 581,806 $ 777,077 834,77-1 $ 850,893 DESCRIPTION Communication Services provides voice and data transmission capabilities using combinations of UHF, VHF and microwave mediums for public safety operations. This Division prepares equipment specifications and provides technical support on all City radio communication matters. It orders, installs, moves, repairs and upgrades communication system components such as walkie-talkies, mobile data terminals, pagers, and satellite communication devices. Additionally, it provides professional quality audio recording and public address systems at various City facilities and events BUDGET ADJUSTMENTS Category Change Personnel Services $25,914 Position Change: 0 Operating Expenses $10,108 Capital Outlay ($62,285) Non -Operating 0 The budget is $26,263 or 3.1% less than the FY2000 Amended Budget based on the large decrease in Capital Outlay, 100 Submitted into the public record in connection witl� -item on Cezl —65/ Walter Foeman City Clerk DESCRIPTION Fleet Maintenance is responsible'for the repair, maintenance, fueling and replacement of all City vehicles and equipment. This. Division repairs, replaces, maintains and overhauls over 2,500 pieces of equipment which includes police and fire cars , garbage trucks, cranes, dozers, loaders, bucket trucks, boats, motorcycles, all terrain vehicles and scooters as well as a wide variety of lawn and turf equipment.. BUDGET ADJUSTMENTS Category Chantie Personnel Services $178,508 Position Change: 0 Operating Expenses ($48,605) Capital Outlay ($59,154) Non -Operating 0 The budget is $70,749 or .9% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as a decrease in Operating Expenses resulting from efficiencies, and there isa reduction in Capital Outlay. Submitted into the public record in connegtioon - with item !:�l on Walter Foeman City Clerk 101 n n v • • r��IR FY1998 FYI 999 ACTUAL ACTUAL I ADOPTED i _ups, ersonne pera ing xpense 1 �313�" -� -- i93 1�13T Capital on- pera mg TOTAL 1$ I 61, DESCRIPTION This Division is responsible for providing and/or contracting for all required building services including, but not limited to, construction, repairs, maintenance, cleaning and security. The MRC division conducts inspections of the facility and is responsible for securing the property in the event of hurricanes. BUDGET ADJUSTMENTS Category Change Personnel Services $54,690 Position Change: 0 Operating Expenses ($40,377) Capital Outlay ($1,000) Non -Operating 0 The budget is $13,313 or 1.1% more than the FY2000 Amended Budget based on the addition of temporary positions and increases in cost of living, anniversary and longevity, as well as a decrease in Operating Expenses resulting from efficiencies. Submitted into the public record in connection $,vit9�, item® on Walter Foemad 8 City clark 1� 'Z� C,J ssco4 102 �I submitted into the public record in connect- —G� wit item "3 on 4 Walter Foeman X14 _ 103' 0 • SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 252,440 $ 262,450 $ 285,264 $ 317,195 Operating Expense 216,019 213,123 261,870 262,315 Capital Outlay - - - - Non -Operating - - - - TOTAL $ 468,459 $ 475,573 $ 547,134 $ 579,510 Personnel 61% ALLOCATION BY CATEGORY Ivertising 22% Other Operating Expenses 17% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $44,303 Position Change: 0 Operating Expenses ($29,118) Submitted into the public record in connection wifi Capital Outlay 0 item- on Non -Operating 0 Walter Foeman City Clerk The budget is $15,185 or 2.62% more than the FY2000 Amended Budget based on the addition of one temporary employee and increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from reduced spending in advertising and outside rental of equipment. 104 —D i J C-_� ASCU' ALLOCATION BY CATEGORY Personnel 58% operating Expense 29% er Diem - Training 13% a BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $12,572 Position Change: 0 Submitted into the public Operating Expenses $47,086 record in connec iorL with iteral on Q Capital Outlay ($4,516) Walter Foeman City Clerk Non -Operating 0 The budget is $55,142 or 2.4% -more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, Tier 2 adjustments, as well as an increase in professional services to pay for physical examinations for new employees. . P s 105 a DEPARTMENT SUMMARY FY1998 FY1999 FY2006 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,097,133 $ 1,358,359 $ 1,546,091 $ 1,546,091 (Operating Expense 63,068 110305 566,168 $ 723,725 Capital Outlay - 7,620 - $ 4,516 Non -Operating - - - - TOTAL $ 1,160,201 $ 1,476,284 $ 2,112,259 $ 2,274,332 ALLOCATION BY CATEGORY Personnel 58% operating Expense 29% er Diem - Training 13% a BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $12,572 Position Change: 0 Submitted into the public Operating Expenses $47,086 record in connec iorL with iteral on Q Capital Outlay ($4,516) Walter Foeman City Clerk Non -Operating 0 The budget is $55,142 or 2.4% -more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, Tier 2 adjustments, as well as an increase in professional services to pay for physical examinations for new employees. . P s 105 a • • i - f — DEPARTMENT SUNWRY-- i Personne 2,�6 ;453 f 932,721_` X54 32 ;�5 S CperafF6 Expense_ ��25840 2�12i,070 ' 2,389 046 21412,306__ api a Outlay 6742 9 w on pera ung m; TOTAL $ 5,298,627 fzs ALLOCATION BY CATEGORY Fersonnel 59% BUDGET ADJUSTMENTS SUMMARY Operating Expenses 17% )rrrninicati ons 24% Category Change Personnel Services $260,558 Position Change: 3 Operating Expenses $303,634 Submitted into the Public record in connection Capital Outlay ($193,319) -item_ 3 on L i :. Walter Faeman Non -Operating 0 P 9.: r.a , City Clerk The budget is $370,873 or 5.9% more than the FY2000 Amended Budget based on the addition of three positions, salary increases for cost of living, anniversary and longevity, as well as increased Operating Expenses resulting from contractual services. . 106 ALLOCATION BY CATEGORY fiExpense Operating d, . - Personni 96% ALLOCATION BY DIVISION Internal Audit 81% Office of th� Director 19% BUDGET ADJUSTMENTS SUMMARY The budget is $10,964 or 1.6% more than the FY2000 Amended Budget based on increases due to cost of living, anniversary or longevity. There are decreases in operating and capital expenses. Submitted into the public record in connep o item - on 41--,gh Walter Foeman City Clerk 107 zsW - DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL .ADOPTED AMENDED Personnel $ 504,540 $ 553,619 $ 660,468 $ 660,468 Operating Expense 5,643 .9,907 35,569 37,678 Capital Outlay - - 9,220 7,111. Non -Operating - - - - TOTAL $ 510,183 $ 563;526 $ 705,257 $ 705,257 ALLOCATION BY CATEGORY fiExpense Operating d, . - Personni 96% ALLOCATION BY DIVISION Internal Audit 81% Office of th� Director 19% BUDGET ADJUSTMENTS SUMMARY The budget is $10,964 or 1.6% more than the FY2000 Amended Budget based on increases due to cost of living, anniversary or longevity. There are decreases in operating and capital expenses. Submitted into the public record in connep o item - on 41--,gh Walter Foeman City Clerk 107 zsW - • • • FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 462,069 $ 462,337 $ 510,520 $ 510,520 Operating Expense 5,308 8,378 32,218 34,326 Capital Outlay - - 8,220 6,111 Non -Operating - - - - TOTAL $ 467,377 $ 470,715 $ 550,958 $ 550,957 DESCRIPTION The Office of the Director articulates the purpose, authority, and responsibility of the Department and of the Audit Advisory Committee. Functions include establishing the Department's work plans; providing policies and procedures to guide staff; initiating a program for selecting and developing audit personnel; coordinating internal and external audit efforts; and setting up and maintaining a quality assurance program to evaluate the Department's operations. BUDGET ADJUSTMENTS Category Change Personnel Services ($16,169) Position Change: 0 Operating Expenses ($535) Capital Outlay ($1,000) Non -Operating 0 The budget is $17,704 or 11.5% less than the FY2000 Amended Budget based on vacancies projected at a lesser amount and there are decreases in Operating and Capital Expenses. Submitted into the public record In connection wAh iters `'l3 on Walter Foeman City Clerk, 108': 7 DESCRIPTION The Internal Audit Division conducts various types of audits in conformity with. Governmeni'Auditing Standards. The types of audits performed include revenues, expenditure, lease/contractual compliance, franchise agreements, performance, Single Audit Act, information technology, investigative and management advisory services. BUDGET ADJUSTMENTS Category Change Personnel Services $46,193 Position Change: 0 Operating Expenses ($11,414) Capital Outlay ($6,111) Non -Operating 0 The budget is $ 28,668 or 5.2% more than the FY2000 Amended Budget based on salary adjustments due to vacancies, cost of living, anniversary or longevity increases, as well as decreases in operating and capital expenses. ` Submitted into the public record in co ®�ecttoO �� Walter Foeman Gity CI%Z 1.09 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000t ACTUAL ACTUAL ADOPTED AMENDED. Personnel $ 462,069 $ 462,337 $ 510,520 $ 510;520 4 1 Operating Expense 5,308 8,378 32,218 34,3262 Capital Outlay - - 8,220 6,111 Non -Operating - - - - TOTAL $ 467,377 $ 470,715 $ '550,958 $ 550,957 t -1 "aRIO DESCRIPTION The Internal Audit Division conducts various types of audits in conformity with. Governmeni'Auditing Standards. The types of audits performed include revenues, expenditure, lease/contractual compliance, franchise agreements, performance, Single Audit Act, information technology, investigative and management advisory services. BUDGET ADJUSTMENTS Category Change Personnel Services $46,193 Position Change: 0 Operating Expenses ($11,414) Capital Outlay ($6,111) Non -Operating 0 The budget is $ 28,668 or 5.2% more than the FY2000 Amended Budget based on salary adjustments due to vacancies, cost of living, anniversary or longevity increases, as well as decreases in operating and capital expenses. ` Submitted into the public record in co ®�ecttoO �� Walter Foeman Gity CI%Z 1.09 • • DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 408,445- $ 438,747 $ 447,503 $ 447,503 Operating Expense 14,813 23,518 49,244 50,300 Capital Outlay 1,637 - 1,386 1,386 Non -Operating - - - - TOTAL $ 424,895 $ 462,265 $ 498,133 $ 499,189 ALLOCATION BY CATEGORY Personnel 93% Operating Expense 7% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $55,001 Position Change: 0 Submitted into the public Operating Expenses ($5,540) record in connentic yr vi ib item L=a on a Capital Outlay ($1,386) Waiter Foeman Non -Operating 0 u.r City Clerk) w. The budget is $48,075 or 9.6% more than the FY2000 Amended Budget based on cost of living, anniversary and longevity increases and staff promotions. 110 7 7' 04 NT ALLOCATION BY CATEGORY Personnel 79% Operating Expense 21% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $155,559 Position Change 0 ublic p Operating Expenses $20,155 Submitted into thewith record in connerti��a� Capital Outlay ($16,784)item ✓� 3 e on Nlaiter Foeman Non -Operating 0 City Cie�c' The budget is $158,930 or 3.9% more than the FY2000 Amended Budget based on salary increases due to anniversary and longevity, and to a small increase in Operating Expenses. 111 11 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,321,172 $ 2,795,479 $ 3,143,122 $ 3,143,122 Operating Expense 156,362 184,797 886,544 887,618 Capital Outlay 3,937 10,667 5,075 16,784 Non -Operating TOTAL $ 2,481,471 $ 2,990,943 $ 4,034,741 $ 4,047,524 ALLOCATION BY CATEGORY Personnel 79% Operating Expense 21% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $155,559 Position Change 0 ublic p Operating Expenses $20,155 Submitted into thewith record in connerti��a� Capital Outlay ($16,784)item ✓� 3 e on Nlaiter Foeman Non -Operating 0 City Cie�c' The budget is $158,930 or 3.9% more than the FY2000 Amended Budget based on salary increases due to anniversary and longevity, and to a small increase in Operating Expenses. 111 11 • • DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,130,873 $ 1,290,819 $ 1,973,535 $ 1,924,881 Operating Expense 107,976 48,466 81,636 81,686 Capital Outlay 3,641 8,435 - - Non -Operating - - - - TOTAL $ 1,242,490 $ 1,347,720 $ 2,055,171 $ 2,006,567 ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($247,314) Position Change: (4) Operating Expenses $29,922 Capital Outlay 0 Non -Operating 0 Operating Expense 6% Submitted into the public record in tonne tion with, item on Walter Foeman- City Clerk The budget is $217,392 or 10.80% less than the FY2000 Amended Budget based on the elimination of 4 permanent vacant positions and an increase in operating expenses for a cost allocation plan. 112 DEPARTMENT SUMMARY ALLOCATION BY CATEGORY Personne I Services 50% Operating Expenses 50% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $26,902 Position Change: 1 the .Oh��C S�uhmitryto tted � otion with Operating Expenses $302,473 record in Conn On r �CJU Capital Outlay ($8,121) item \atter FOemall City. CWK Non -Operating 0 The budget is $321,254 or 95.8% more than the FY2000 Amended Budget based on the addition of one position and required increases in cost of living and anniversary, as well as an increase in Operating Expenses resulting from Miscellaneous Supplies. 113 0 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 407,374 $ 301;666 $ 331,873 $ 300,373 Operating Expense 4 16,726 25,597 26,681 Capital Outlay - 3,000 6,000 8,121 Non -Operating - - - - TOTAL $ 407,378 $ 321,392 $ 363,470 $ 335,175 ALLOCATION BY CATEGORY Personne I Services 50% Operating Expenses 50% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $26,902 Position Change: 1 the .Oh��C S�uhmitryto tted � otion with Operating Expenses $302,473 record in Conn On r �CJU Capital Outlay ($8,121) item \atter FOemall City. CWK Non -Operating 0 The budget is $321,254 or 95.8% more than the FY2000 Amended Budget based on the addition of one position and required increases in cost of living and anniversary, as well as an increase in Operating Expenses resulting from Miscellaneous Supplies. 113 0 r� L DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 5,286,964 $ 6,456,384 $ 6,840,904 $ 6,844,474 Operating Expense 1,550,717 1,582,211 1,883,531 1,928,057 Capital Outlay 19,040 48,241 72,565 72,705 Non -Operating 140,802 137,172 145,754 145,754 TOTAL $ 6,997,523 $ 8,224,008 $ 8,942,754 $ 8,990,990 ALLOCATION BY CATEGORY Personnel 78% Non - Operating 1% Operating Expense 21% ALLOCATION BY DIVISION Grounds Office of the Maintenance Director 40% 8% Recreation 45% Child Day Care 6% Disabilities 1% BUDGET ADJUSTMENTS SUMMARY The budget is $594,354 or 6.6% more than the FY2000 Amended Budget based on the addition of one new position and increases in cost of living, anniversary and longevity. Submitted into the public record in connection v3:;. item on nti waiter Foeman Cite Cledt, f� 114 r qj 0 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 487,420 $ 608,391 $ 692,330 $ 692,330 Operating Expense 9,665 10,260 15,922. 16,057 Capital Outlay 160 5,486 4,043 4,043 Non -Operating - - - - TOTAL $ 497,245 $ 624,137 $ 712,295 $ 712,430 DESCRIPTION The Director's Office is responsible for the overall management, coordination, and fiscal control of the following activities for all City parks: recreation programs, day care and preschool centers, programs for people with disabilities, capital improvements, grants, contracts, and preparing City Commission legislation. BUDGET ADJUSTMENTS Category Change Personnel Services $82,996 Position Change: 0 Operating Expenses $28 Capital Outlay ($4,043) Non -Operating 0 The budget is $78,981 or 11.0% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity. • Submitted into the publIC ; record in connection with item on Walter FoemO City CI ,. • 115 • DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 405,841 $ 435,733. $ 429,322 $ 429,322 Operating Expense 65,671 78,462 74,644 74,773 Capital Outlay 2,198 5,216 4,519 4,519 Non -Operating - - - - TOTAL $ 473,710 $ 519,411 $ 508,485 $ 508,614 DESCRIPTION The Day Care Division provides childcare services to City residents who are employed full time or who are full time students. Fees are on a sliding scale based on income. Children served must be between six weeks to five years of age. Childcare is provided in six parks: Eaton, Grapeland, Lemon City, Moore, Shenandoah, and West End. BUDGET ADJUSTMENTS Category Change Personnel Services $34,269 Position Change: 0 Operating Expenses $9,850 Capital Outlay ($4,519) Non -Operating 0 The budget is $39,600 or 7.8% more than the FY2000 Amended Budget based on the additional increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. Submitted into the PAN (record in connection . u� item VI -a- on Walter Foeman City Clerk A 116 ION SUMMARY- FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,582,986 $ 3,101,333 $ 3,322,780 $ 3,322,780 Operating Expense 300,575 323,000 536,902 554,243 Capital Outlay 2,071 2,647 40,010 40,150 Non -Operating 138,706 136,985 145,754 145,754 TOTAL $ 3,024,338 $ 3,563,965 7-4,75,446 $ 4,062,927 DESCRIPTION This Division develops, organizes, and administers the City's recreation programs for the general public. The Division provides a wide range of leisure activities for children and adults through the day-to-day recreation in the parks. Activities include summer camps, learn -to -swim classes, programs for at -risk. youth, after school tutoring, Citywide sports competitions, specialized seasonal events, arts and crafts and cultural programs. BUDGET ADJUSTMENTS Category Change Personnel Services $213,289 Position Change: 1 Operating,Expenses ($9,998) Capital Outlay ($40;150) Non -Operating 0 The budget is $163,141 or 4.0% more than the FY2000 Amended Budget based on the addition of one position and increases in cost of living, anniversary and longevity. There are decreases in Operating Expenses resulting from efficiencies and a small decrease in Capital Outlay. Submitted into the public record in connec ion withv item � on --- Walter Foeman City Clerk 117 � .:rt t2-4 77 - • DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,736,261 $ 2,232,813 $ 2,316,771 $ 2,320,221 Operating Expense 1,172,741 1,166,306 1,248,852 1,275,731 Capital Outlay 11,662 32,211 21,000 21,000 Non -Operating - - - - TOTAL $ 2,920,664 $ 3,431,330 $ 3,586,623 $ 3,616,952 DESCRIPTION The functions of this Division include the landscape maintenance of 2,000 acres of parkland, the upkeep of grounds at City Hall, fire stations, police headquarters, the Fire College, several other City facilities, and Miami's historic cemetery. BUDGET ADJUSTMENTS Category Change Personnel Services $184,197 Position Change: 0 Operating Expenses $146,953 Capital Outlay ($21,000) Non -Operating 0 The budget is $310,150 or 8.5% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. Submitted into the puhll* record in conne tion item on Walter Foeman City Cleric 118 • DESCRIPTION The Program for Persons with Disabilities provides equal access to community based recreational opportunities and experiences for all disabled residents. This Division serves more than 200 disabled persons each week offering leisure activities, transportation, independent living skills, and special events. BUDGET ADJUSTMENTS Category Change Personnel Services $6,637 Position Change: 0 Operating Expenses ($1,162) Capital Outlay ($2,993) Non -Operating 0 The budget is $2,482 or 2.7% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from efficiencies. Submitted into the public record in connection with item � on Walter Foema City Clerk X a v� 119 --� 0 0 FY1998 FY1999 FY2000' FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 74,456 $ 78,114 $ 79,701 $ 79,821 Operating Expense 2,065 4,153 7,211 7,253 Capital Outlay 2,949 2;681 2,993 2,993 Non -Operating 2,096 -187 - - TOTAL $ 81,566 $ 85;165 $ 89,905 $ 90,067 DESCRIPTION The Program for Persons with Disabilities provides equal access to community based recreational opportunities and experiences for all disabled residents. This Division serves more than 200 disabled persons each week offering leisure activities, transportation, independent living skills, and special events. BUDGET ADJUSTMENTS Category Change Personnel Services $6,637 Position Change: 0 Operating Expenses ($1,162) Capital Outlay ($2,993) Non -Operating 0 The budget is $2,482 or 2.7% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from efficiencies. Submitted into the public record in connection with item � on Walter Foema City Clerk X a v� 119 --� 0 0 • ��PS[1tS ltd lDEPARTMENT SUMMARY 0 51 'fi9�3S 66 Y�.. KC ACTUAL ADOP=�IS'iiliNlA= 1 ersonne$ 71�,8i2 $74;92 368 $ J $70 Cfperatng Expense Capital u ay 35,005,873 12,405,, 6 1F,460;134 16;460,134 � X90 m$$1 Non-0erating i IV 1AL$3b i E $13,280, 322W17 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Operating Expense 95% Personnel 5% BUDGET ADJUSTMENTS SUMMARY GESE 60% The total departmental budget is $2,599,509 or 14.9% more than the FY2000 Amended Budget based on increase in Actuarial funding requirements necessary to maintain the actuarial soundness of both trust funds. Submitted into the public record in connection with Walter Foeman City Clem ' 120 0I DIVISION SUMMARY MEFY1998 ._._...._..FYi999 ....__....._ . FY200.0-.._..... —FY2000---- ACTUAL ACTUA-E— AMENDED— ersonnel $-461 i43 .......... pera ingExpense 3 50 0;93 93�, j 86;4 '13a>43WZ �..: Capital u ay - - - -� Non -Operating TOTAL 837 _ 1 1,401, 01� 1 1 j $10358,677-1 1 358,670 1 e � DESCRIPTION The City.of Miami `General Employees'. and Sanitation Employees' Retirement Trust (GESE), pays pension benefits to a group of qualified City of Miami retirees. BUDGET ADJUSTMENTS Category Change Personnel Services $53,452 Position Change: 0 Operating Expenses $1,542,462 Capital Outlay 0 Non -Operating 0 E The budget is $1,595,914 or 15.4% more than the FY2000 Amended Budget due to actuarial funding requirements. Submitted into the public record in connect' orwi itern L1 "on f Walter Foema , City cwkI f - 1.21 -w • • DIVISION SUMMARY _.___ - _-FY1998--! FYI 9g9---- - �Y2600--.........�. __ _ _FY200� K TU7�L iADOPTED AC iAMENDED ersonne 370;20 0—,8- M2i5Operating Expense I , T,672 - Capital a Outlay - - - - on- 0 pera ing - - - - - DESCRIPTION ' The City of Miami Firefighters' and Police Officers' Retirement Trust (FIPO), pays pension benefits to a group of qualified City of Miami retirees. BUDGET ADJUSTMENTS Category Change Personnel Services ($28,490) Position Change: 0 Operating Expenses $1,032,085 Capital Outlay 0 Non -Operating 0 The budget is $1,003,595 or 13.2% more than the FY2000 Amended Budget based on the increases in Operating Expenses resulting from Professional Services and actuarial funding requirements. Submitted Into the public record in connection wKh Jtem'-� 3 on —dam—� Walter Foeman City Cie+1C 122 �✓ �� 4 Personnel Operating Expense Capital Outlay Non -Operating TOTAL DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ - $ 1,088,401 $ 1,659,766 $ 1,659,766 - 43,437 111,583 111,583 - 12,933 4,300 4,300 $ - $ 1,144,771 $ 1,775,649 $ 1,775,649 ALLOCATION BY CATEGORY Personnel 97% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $158,441 Position Change: 2 Operating Expenses ($48,140)ul)"c Submitted into the p Capital Outlay ($4,300) recorder in connection .with item onLa_- � �C� Non -Operating 0 falter Foeman City Cleric The budget is $106,001 or 5.97% more than the FY2000 Amended Budget due to two new positions and anniversary and longevity increases. Operating Expenses decreased due to efficiencies. 123 • • • • I DEPARTMENT SUMMARY FY1998 FY1999 ACTUAL ACTUAL FY2000 FY2000 ADOPTED AMENDED Other Personnel $ 71,743,759 $ 66,996,562 $ 80,252,617 $ 79,534,247 Operating Expense 2,978,993 5,607,490 5,263,869 7,958,295 Capital Outlay 1,124,236 1,462,636 1,078,707 2,164,029 Non -Operating 123,288 - - - TOTAL $ 75,970,276 $ 74,066,688 $ 86,595,193 $ 89,656,571 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Operating Admin. Expense 21 7% Office of the apital Outlay Chief 1% <1% BUDGET ADJUSTMENTS SUMMARY Operations 78% The budget is $1,473,299 or 1.6% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as an increase in overtime expenses. Submitted into the public recoro in connection tnv,: item 3 on Walter Foeman City Clerk 124 c-1 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 154,786 $ 205,484 $ 140,700 $ 140,655 Operating Expense 109,267 133,794 95,004 172,966 Capital Outlay - - - - Non -Operating - - - - TOTAL $ 264,053 $ 339,278 $ 235,704 $ 313,621 DESCRIPTION The Office of the Chief is responsible for establishing, directing and ensuring the execution of policy throughout the Department for the purpose of delivering the highest quality of law enforcement services to the City. This office also coordinates the necessary interactions with other City departments as well with community agencies and various components of the Criminal Justice System. • BUDGET ADJUSTMENTS Category Change Personnel Services $1,677 Position Change: 0 Operating Expenses ($106,129) Capital Outlay 0 Non -Operating 0 Submitted into the public record in connection wit Item LIS on (e Walter Foeman City Cleric The budget is $104,452 or 33.3% less the FY2000 Amended Budget based on decreased Operating Expenses resulting from efficiencies. • 125 r� • • DIVISION SUMMA FY1998 FY1999 ACTUAL ACTUAL Personnel $ 13,114,253 $ 13,559,937 Operating Expense 2,869,726 3,437,478 Capital Outlay 136,972 475,372 Non -Operating 123,288 - TOTAL $ 16,244,239 $ 17,472,787 DESCRIPTION FY2000 FY2000 ADOPTED AMENDED $ 15,123,192. $ 14,577,652 4,052,365 5,419,329 91,442. 1,018,659 $ 19,266,999 $ 21,015,640 This division responds to all citizens' emergency and non -emergency requests for service; coordinates the management of the department's fiscal resources; ensures availability of adequate qualified, trained personnel and resources; coordinates new strategies and plans for future projected demands on police operations and services; coordinates the installation and maintenance of computer equipment and systems; and provides for the receipt, storage and final disposition of evidence and property items. BUDGET ADJUSTMENTS Category Change Personnel Services $1,119030 Position Change: 0 Operating Expenses ($1,129,892) Capital Outlay ($886,504) Non -Operating 0 The budget is $897,366 or 4.3% less than the FY2000 Amended Budget due to decreased Operating Expenses and the removal of requests'for Capital Outlay. Submitted Into the public record in canna tion with item �l3 on G--b—O& Wafter i=oeman 126 N SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED DESCRIPTION C] This division includes the Field Operations (FOD) and Investigations Divisions. FOD coordinates the community policing program through NET, supervises police patrols, responds to calls for service, enforces traffic laws, investigates robbery, burglary' and larceny crimes, conducts tactical crime suppression operations, provides patrol support, and initiates and implements various Community Involvement Programs. The Investigations Division manages the resources required for a comprehensive range. of investigative and support services that lead to the detection, apprehension and prosecution of criminals. BUDGET ADJUSTMENTS Category Change Personnel Services $3,423,766 Position Change: 0 Operating Expenses ($626,000) Capital Outlay ($322,649) Submitted into the public Non -Operating 0 recor in connection with item 3— On Walter Foeman City Clerk The budget is $2,475,117 or 3.6% more than the FY2000 Amended Budget based on increases in cost of living; anniversary and longevity. • 127 x Personnel $ 58,474,720 $ 53,231,141 $ 64,988,725 $ 64,815,940 Operating Expense - 2,036,218 1,116,500 2,366,000 Capital Outlay 987,264 987,264 987,265 1,145,370 Non -Operating - - - - TOTAL . $ 59,461,984 $ 56,254,623 $ 67,092,490 $ 68,327,310 DESCRIPTION C] This division includes the Field Operations (FOD) and Investigations Divisions. FOD coordinates the community policing program through NET, supervises police patrols, responds to calls for service, enforces traffic laws, investigates robbery, burglary' and larceny crimes, conducts tactical crime suppression operations, provides patrol support, and initiates and implements various Community Involvement Programs. The Investigations Division manages the resources required for a comprehensive range. of investigative and support services that lead to the detection, apprehension and prosecution of criminals. BUDGET ADJUSTMENTS Category Change Personnel Services $3,423,766 Position Change: 0 Operating Expenses ($626,000) Capital Outlay ($322,649) Submitted into the public Non -Operating 0 recor in connection with item 3— On Walter Foeman City Clerk The budget is $2,475,117 or 3.6% more than the FY2000 Amended Budget based on increases in cost of living; anniversary and longevity. • 127 x • • DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED ' AMENDED Personnel $ 159,124 $ 179,899 $ 205,006 $ 205,006 Operating Expense 2,911 7,086 15,577 16,259 Capital Outlay - - - Non -Operating - - - - TOTAL $ 162,035 $ 186,985 $ 220,583 $ 221,265 ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $21,906 Position Change: 0 Operating Expenses 6% Operating Expenses $669 Submitted Into the public Capital Outlay 0 record in connection With e Non -Operating ' 0 !:I� Walter Foeman Cir/ Clerk The budget is $21,237 or 8.8% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from contractual services. 128 ALLOCATION BY CATEGORY Street Lights 39% Other Operating 9% Personnel 52% .ALLOCATION BY DIVISION operations 58% • Construction ine 1D% Submitted into the public record in connection with item on BUDGET ADJUSTMENTS SUMMARY Walter Foeman City Clerk The budget is $481,761 or 5.2% more than the FY2000 Amended Budget based on the addition of one position and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses due to increases in contractual services, rent of equipment, and repair/maintenance. • 129 � � G✓ SS22Q'� 'a-- - ... � • ... - 111 � - 111 �, MUM 1:1 DMEN-1 LTA I • i;x 1 � � [•I7.�i-Siii%tr��i.T�'i�a :1 . 1 � "pffelm,�Paf►cklt 1 �� v 1. •. ng • -Mah'I , R&ASUM�1� M' • • 7 ALLOCATION BY CATEGORY Street Lights 39% Other Operating 9% Personnel 52% .ALLOCATION BY DIVISION operations 58% • Construction ine 1D% Submitted into the public record in connection with item on BUDGET ADJUSTMENTS SUMMARY Walter Foeman City Clerk The budget is $481,761 or 5.2% more than the FY2000 Amended Budget based on the addition of one position and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses due to increases in contractual services, rent of equipment, and repair/maintenance. • 129 � � G✓ SS22Q'� • DESCRIPTION The Director's Office is responsible for the overall planning and coordination of the Department. This Division promulgates rules and regulations, establishes, amends, publishes, and enforces minimum standards related to construction within public rights-of-way. Employees also supervise the certification, selection, contracting and evaluation process of professional services for other departments and agencies; assist in coordinating and prioritizing the City's facilities assessments; and, prepare and implement the ADA Transition Plan. BUDGET ADJUSTMENTS Category Change Personnel Services $61,911 Position Change: 0 Operating Expenses ($9,975) Capital Outlay 0 Non -Operating 0 The budget is $51,936 or 6.283% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity adjustments. There is a decrease in Operating Expenses resulting from efficiencies. Submitted into the public record in connection with item !�L3 on —a -0e Walter Foeman City Clea 130-�-- DESCRIPTION This Division provides planning and design services, and construction plans and specifications for Capital Improvement Projects. These projects include highways, sidewalks, sanitary sewers, and storm drain improvements, buildings, parks, marinas, the Orange Bowl, and other City facilities. Services include civil, architectural, landscape, structural, electrical and mechanical engineering. The Design Division also prepares technical reports and conducts inspections and investigations. BUDGET ADJUSTMENTS Category Change Personnel Services $25,672 Position Change: 1 Operating Expenses ($8,619) Capital Outlay 0 Non -Operating 0 The budget is $17,053 or 1.6% more than the FY2000 Amended Budget based on the addition of 1 position and increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from efficiencies. Submitted into the public record in co Onection Uv item — Walter Foeman City Clete 131 • i!DIVISION SUMMARY V x - t, r ` ACTUAL AUIUAL' ADOPTED AMEN= ersonnel�fi8�;2"_ 3 �—8fi22;2'3 -..__._i�g��1 P 9 P.... O &F5tin9 x ensu __2 ._ - 24,602 __.._ 065;6i2 _..._. 25,072 api a Outlay7,681 3 1 on- peri mg E , 309 71920,063 DESCRIPTION This Division provides: (1) control and regulation for construction or maintenance work within public rights-of- way; (2) Inspection, coordination, and supervision of City contracts for public improvements; (3) land surveying and cadastral services. The Contracts Inspections Section inspects, coordinates and supervises most construction work done under contract. The Routine Inspection Section inspects and controls work within the public rights-of-way. The Surveying Section is responsible for surveys, permit staking, record plats and right-of-way deeds of dedications. BUDGET ADJUSTMENTS Category Change Personnel Services $44,284 Position Change: 0 Operating Expenses $1,550 Capital Outlay 0 Non -Operating 0 The budget is $45,834 or 4.98% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. Submitted into the public record in conn g tion wits itemL"13 on— b —Cki, Walter Foeman Oty Clerk 132 DESCRIPTION The primary responsibility of this Division is to provide day-to-day maintenance of streets, sidewalks, and fixed bridges. This includes a regular work program and handling requests from the public items such as filling potholes and repairing sidewalks. This Division fills holes in swales and repairs broken sidewalks and curbing caused by pick-up of trash by Solid Waste. Small paving projects are performed. In addition, Operations maintains the landscaping on municipal rights-of-way (mowing and tree trimming). v BUDGET ADJUSTMENTS Category Change .Personnel Services $49,354 Position Change: 0 Operating Expenses $170,707 Capital Outlay' ($11,051) Non -Operating 0 The budget is $209,010 or 3.82% more than the FY2000 Amended Budget based on increases in salaries for cost of living, anniversary and longevity, as well as increases in Operating Expenses due. to increases in rental costs for equipment and other contractual services. Submitted into the public record in connection with item L11 on Walter Foeman city Cie* 133 i • DESCRIPTION Public Works provides the City's Stormwater Utility System that includes establishing a rate schedule and keeping the billing records. The Administration Section prepares drainage construction plans, C.I.P. programming, monitoring, enforcement, public education, and implementation of the City's National Pollutant Discharge Elimination System permit. BUDGET ADJUSTMENTS Category Change Personnel Services $13,313 Position Change: 0 Operating Expenses $408 Capital Outlay 0 Non -Operating 0 The budget is $13,721 or 4.55% more than the FY2000 Amended Budget, based on salary increases for cost of living, anniversary and longevity. Submitted into the public record in connection v1Z,', item L13 on 3 Walter Foeman City Clerk 134 �Qw DIVISION SUMMARY TUAT A li7CE17DE ersonne pera ing xpense 6,01 1 _ e Capital Outlay j - Non -Operating 15141,09 p ! � y a DESCRIPTION Public Works provides the City's Stormwater Utility System that includes establishing a rate schedule and keeping the billing records. The Administration Section prepares drainage construction plans, C.I.P. programming, monitoring, enforcement, public education, and implementation of the City's National Pollutant Discharge Elimination System permit. BUDGET ADJUSTMENTS Category Change Personnel Services $13,313 Position Change: 0 Operating Expenses $408 Capital Outlay 0 Non -Operating 0 The budget is $13,721 or 4.55% more than the FY2000 Amended Budget, based on salary increases for cost of living, anniversary and longevity. Submitted into the public record in connection v1Z,', item L13 on 3 Walter Foeman City Clerk 134 �Qw DESCRIPTION This Division maintains all storm drainage facilities and enhances drainage protection in accordance with the City's Comprehensive Storm Drainage Master Plan and Environmental Protection Agency requirements (NPDES). In addition, this Division responds to citizen requests to reduce standing water problems and related water pollution considerations. BUDGET ADJUSTMENTS Category Change Personnel Services $19,394 Position Change: 0 Operating Expenses $125,119 Capital Outlay (206) Non -Operating 0 • The budget is $144,307 or 19.92% more than the FY2000 Amended Budget based on salary increases due to cost of living, anniversary and longevity, as well as increased Operating Expenses due to increases in repair/maintenance. Submitted into the public record in connection w�6 item 1` on �o= --- Walter Foeman cit/ Clerk 135 • DIVISION SUMMARY "Ripz f tea. r-�-�-� ACTUAL --ACTUAL ADOP7ED F � D Personnel=8 pera ing Expense 7i e --4-,4-3-87 1 208,40 api a u ay _ f 2 fi on- 0pera t mg - - j - r DESCRIPTION This Division maintains all storm drainage facilities and enhances drainage protection in accordance with the City's Comprehensive Storm Drainage Master Plan and Environmental Protection Agency requirements (NPDES). In addition, this Division responds to citizen requests to reduce standing water problems and related water pollution considerations. BUDGET ADJUSTMENTS Category Change Personnel Services $19,394 Position Change: 0 Operating Expenses $125,119 Capital Outlay (206) Non -Operating 0 • The budget is $144,307 or 19.92% more than the FY2000 Amended Budget based on salary increases due to cost of living, anniversary and longevity, as well as increased Operating Expenses due to increases in repair/maintenance. Submitted into the public record in connection w�6 item 1` on �o= --- Walter Foeman cit/ Clerk 135 • • • • DEPARTMENTS FY1998 FY1999 ACTUAL ACTUAL RY FY2000 FY2000 ADOPTED AMENDED Personnel $ 773,289 $ 765,190 $ 895,591 $ 880,369 (Operating Expense 36,532 61,580 38,876 54,782 Capital Outlay - 2,891 - 733 Non -Operating - - - - TOTAL $ 809,821 829,661 $ 934,467 $ 935,884 ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Chance Personnel Services $31,824 Position Change: 0 Operating Expense 6% Operating Expenses (516) Submitted Into the Capital Outlay (733) record in conne� tio�n, ,. item�� On Non -Operating o Walter Foeman City Clerk The budget is $30,575 or 3.3% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as a small decrease in operating expenses. 136 ;� ; two/ ALLOCATION BY CATEGORY Personnel 81% Operating Expense 19% v BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $3,319 Position Change: 2 Operating Expenses ($361,714) Submitted into the public record in connection with Capital Outlay ($4,247) item V� on Walter Foeman Non -Operating 0 City Ctek The budget is $362,642 or 30.4% less than the FY2000 Amended Budget as a result of decreases in professional services costs. This decrease in Operating Expenses exceeds a small increase in Personnel Services due to salary adjustments for cost of living, anniversary and longevity. , . 137 13 L] DEPARTMENT SUMMARY ALLOCATION BY CATEGORY Operatin Expense 93% Non - Operating 3% 'ersonnel 4% ALLOCATION BY DIVISIONS Group Benefits 47% Property Casualty 53% BUDGET ADJUSTMENTS SUMMARY The budget is $1,874,280 or 4.7% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses for Group Health Insurance Benefits. Submitted into the public ® record in connection wit item —'—ka on -rte Walter Foeman, City Clerk 138 FY1998 FY1999 FY2000. FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,416,430 $ 1,412,797 $ 1,608,253 $ 1,698,253 Operating Expense 39,465,974 32,890,342 36,603,796 36,651,316 Capital Outlay 3,138 7,095 10,000 16,862 Non -Operating - - 1,100,000 1,100,000 TOTAL $ 40,885,542 $ 34,310,234 $ 39,322.049 $ 39.466.431 ALLOCATION BY CATEGORY Operatin Expense 93% Non - Operating 3% 'ersonnel 4% ALLOCATION BY DIVISIONS Group Benefits 47% Property Casualty 53% BUDGET ADJUSTMENTS SUMMARY The budget is $1,874,280 or 4.7% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses for Group Health Insurance Benefits. Submitted into the public ® record in connection wit item —'—ka on -rte Walter Foeman, City Clerk 138 DIVISION S 6 DESCRIPTION This Division manages group insurance programs .consisting of various medical, dental and life insurance plans for employees, their families, and retirees. The goal is to balance long-term affordability with quality of care and quality of life issues that are important to plan participants and to the City. BUDGET ADJUSTMENTS Category Change Personnel Services $6,002 Position Change: 0 Operating Expenses $2,003,848 Capital Outlay 0 Non -Operating 0 The budget is $2,009,850 or 11.6% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, with the majority of increase in Operating Expenses due to health insurance benefits. Submitted into the public record in connection with item L` on C Walter Foeman City Clerk 139 7 • FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 210,033 $ 229,376 $ 267,348 $ 267,348 Operating Expense 18,746,889 16,223,536 17,043,940 17,037,090 Capital Outlay - 2,603 - - Non -Operating - - - - TOTAL $18,956,922 $16,455,515 $ 17,311,288 $ 17,304,438 DESCRIPTION This Division manages group insurance programs .consisting of various medical, dental and life insurance plans for employees, their families, and retirees. The goal is to balance long-term affordability with quality of care and quality of life issues that are important to plan participants and to the City. BUDGET ADJUSTMENTS Category Change Personnel Services $6,002 Position Change: 0 Operating Expenses $2,003,848 Capital Outlay 0 Non -Operating 0 The budget is $2,009,850 or 11.6% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, with the majority of increase in Operating Expenses due to health insurance benefits. Submitted into the public record in connection with item L` on C Walter Foeman City Clerk 139 7 • • a • • ' ••• ••• � 111 ' 111 � €1 1• 1• AD -OPTED -• - • • 1 111 iil• ••— • 11 11 111 €i all '0. DESCRIPTION This Division processes all Workers' Compensation claims for City employees, investigates and settles civil claims that are not in litigation, reviews and obtains commercial property and liability insurance coverage, monitors safety and loss control practices, and trains staff in safety and other risk reduction issues. BUDGET ADJUSTMENTS Category Chance Personnel Services ($43,582) Position Change: 0 Operating Expenses ($75,126) Capital Outlay ($16,862) Non -Operating 0 The budget is $135,570 or 0.6% less than the FY2000 Amended Budget resulting from a decrease in the number of open claims. Submitted into the public record in connection item `13 with ® on C Walter Foeman City Clerk 140 �y PARTMENT S ffl C3L#Q ALLOCATION BY CATEGORY Personnel 52% AQ Expenses 2% Scale Fees 46% ALLOCATION BY DIVISION Waste Collection 92% 0 ffice of the FY1998 FY1.999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 8,303,851 $ 8,913,860 $ 9,631,282 $ 9,881,929 Operating Expense 8,216,603 8,893,625 8,957,992 9,235,366 Capital Outlay 31,544 (93,531) 67,757 263,344 Non -Operating 203,239 20,335 - - TOTAL $16,755,237 $17,734,289 $18,657,031 $19,380,639 ALLOCATION BY CATEGORY Personnel 52% AQ Expenses 2% Scale Fees 46% ALLOCATION BY DIVISION Waste Collection 92% 0 ffice of the Director 6% ation .ode Enforcement 2% BUDGET ADJUSTMENTS SUMMARY The budget is $748,698 or 3.9% less than the FY2000 Amended Budget based on decreases in Personnel, Operating Expenses and capital expenses. Submitted into the public record in connegtion with item on Waiter Foema City Clete 141 r� Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION FY1998 ACTUAL $ 797,532 31,835 DIVISION SUMMARY FY1999 ACTUAL $ 1,460,935 118,918 5,734 FY2000 FY2000 ADOPTED AMENDED $ 1,001,139 154,700 25,993 $ 999,786 53,000 187,202 $ 829,367 7 1,585,587 $ 1,181,832 $ 1,239,988 This Division consists of the Offices of the Director and Assistant Director for Administration and Customer Services. It is responsible for budget preparation and management, personnel, financial planning, inventory, procurement, grants solicitation and administration, building maintenance, special events coordination, • administrative liaison with all departments, and City Commission legislation and concerns. The Director's Office establishes and manages internal and citywide policies and procedures related to the Department. Customer Services receives and processes resident, citizen and public service requests and problems. BUDGET ADJUSTMENTS Category Change Personnel Services ($62,507) Position Change: 0 Operating Expenses $84,307 Capital Outlay ($187,202) Non -Operating 0 The budget is $165,402 or 13.3% less than the FY2000 Amended Budget based on a decrease in Personnel Servicesan capital expenses. There is an increase in Operating Expenses. Submitted into the pubiie record in connection with Rem on L_&amu Walter Foernan City Clerk 142 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ - $ 40,347 $ 40,347 Operating Expense 7,510 4,004 44,743 44,743 Capital Outlay - - 19,132 19,132 Non -Operating - - - - TOTAL $ 7,510 $ 4,004 $ 104,222 $ 104,222 DESCRIPTION The Sanitation Code Enforcement Division is responsible for educating and enforcing Chapter 22, Garbage and Other Solid Waste, in conjunction with NET code enforcement. Code Enforcement regulates Nonexclusive Commercial Solid Waste Franchisees, process New City Accounts, inspects plans for sanitation code compliance, advises the Large Scale Development Committee and Impact Fee Boards regarding issues related to Solid Waste matters. Enforcement staff attend and participate in neighborhood and homeowner committee meeting and interface with other municipalities . and environmental organizations through consultation and membership to resolve enforcement issues in the City. BUDGET ADJUSTMENTS Category Change Personnel Services $234,535 Position Change: 0 Operating Expenses ($10,155) Capital Outlay ($19,132) Non -Operating 0 The budget is $205,248 or 197%more than the FY2006 Amended Budget based on personnel transferred from waste collectors and increases in cost of living, anniversary and longevity, as well as a decrease in operating and capital expenses. Suhhr►itted into the public with record in C()nneGtlon X60 im ✓ a_ on te Wa►terFoC cie& 1 143 -p"°"' r� • • ON SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 7,506,319 $ 7,452,925 $ 8,589,796 $ 8,841,796 Operating Expense 8,177,258 8,770,703 8,758,549 9,137,623 Capital Outlay 31,544 (99,265) 22,632 57,010 Non -Operating 203,239 20,335- - TOTAL $15,918,360 $16,144,698 $17,370,977 _F1 —8,036,429 DESCRIPTION The Operations Division consists of the Assistant Director for Operations, administrative support staff and 203 uniformed field employees responsible for providing residential garbage, trash, recycling and bulky waste services; cleanup after special events; collection and disposal of illegally dumped materials and dead animals; cleaning of commercial corridors and the maintenance of litter containers throughout the City. Operations interfaces with Public Works and NET offices to accomplish neighborhood and public rights -of = way cleaning efforts. BUDGET ADJUSTMENTS Category Change Personnel Services ($278,162) Position Change: 0 Operating Expenses ($453,372) Capital Outlay ($57,010) Non -Operating 0 The budget is $788,544 or 4.4% less than the FY2000 Amended Budget based on a decrease in personnel, operating and capital expenses. 144 ,Submitted into the PON record In connection with �pU (tern on --- �— 't- Waiter Foemao Cit',, CICU* 0 NON DEPARTMENTAL ACCOUNTS Memberships/Subscriptions Dade League of Cities Florida League of Cities Greater Miami Chamber of Commerce National League of Cities U.S. Conference of Mayors Subtotal Contributions Off Street Parking/Gusman Olympia Bayfront Park Management Trust Subtotal Miscellaneous Reserve - Emergency Expenses Severance Pay AttritionNacancy Savings Miami Action Plan Special Assessment District Taxes International Trade Board Sister Cities Legislative Liaison Subtotal Reserves Working Capital Reserve Parking Surcharge Reserve Contingency Reserve Budget Reserve Operating Surplus Subtotal �J Adopted Revised FORECAST FY' 99-00 FY' 99-00 FY 2001 $ 11,146 $ 11,146 $ 11,703 23,194 25,614 26,895 3,000 3,000 3,150 13,189 13,189 13,848 9,500 9,500 9,975 $ 60,029 $ 62,449 $ 65,571 $ 439,000 $ 439,000 $ 165,800 985,000 985,000 985,000 $ 1,424,000 $ 1,424,000 $ 1,150,800 $ 683,601 $ 855,329 $ 1,250,000 2,500,000 2,500,000 4,000,000 (5,101,754) (5,101,754) (5,026,088) 127,338 127,338 135,206 146,043 146,043 80,000 150,000 167,137 150,000 160,000 163,282 160,000 370,000 390,056 370,000 $ (964,772) $ (752,569) $ 1,119,118 $ 2,800,000 $ 2,800,000 $ 2,800,000 1,080,000 1,080,000 1,662, 375 1,000,000 1,000,000 1,000,000 3,033,108 3,033,108 3,173,699 6,338,908 6,338,908 787,036 $ 14,252,016 $ 14,252,016 $ 9,423,110 Submitted into the pubito record in connection with iteral `�' 3a on �►� Walter Foeman Citi+ C!e* sc,. C.04 NON DEPARTMENTAL ACCOUNTS (Continued) CoFrm * Redevelopment Agerxy C.*W pfc1eclss FreAescue Special Revenue Fund Rouse Test Fund HUD Repaymenl!C.D.B.G: Neighborhood Enhancement Team Subtotal Total $ 582,509 $ 562.509 $ - 6,753,492 6,753,492 9,682,592 195,381 195,381 178,094 74,000 74,000 - 158,153 158,153 3,886,356 3,886,356 4,652 405 $ 11649891 $ 11,649,891 $ 14,513,091_ 26,421164 $ 26635,787 $ 26,271,690 Submitted into the public record in connection with item '�on Waiter Foernan City Cleric h 7 0 • v • • • Pepper Fountain at night DEBT SERVICE FUND Submitted Into the public record in connection with item `� 3 on a Walter Foemaa City Cie* I DEBT SERVICE FUNDS FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Operating Expense $22,653,086 $21,031,690 $18,218,884 $18,218,884 Non -Operating - - - TOTAL $22,653,086 $21,031,690 $18,218,884 $18,218,884 DESCRIPTION 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. BUDGET HIGHLIGHTS * The costs of General Obligation Bonds for Fiscal Year 2001 are as follows: Debt Service Operating Expenses TOTAL APPROPRIATION $ 17,972,120 103,000 $ 18.075.120 * The revenues to pay the General Obligation Bonds of Fiscal Year 2001 are as follows: Ad Valorem Tax Requirements $ 16,600,000 Delinquent Taxes 75,120 Reserve for Debt Service 1,400,000 TOTAL REVENUES $ 18.075.120 The budget is $143,764 or .79% less than the amended FY 99-00 budget because of decreases in principal and interest payments. Submitted Into the public record in conn cti n with item 0 — Walter Foeman Cit r' r x 145 `J�,�C�S GENERAL OBLIGATION BONDS OUTSTANDING ON SEPTEMBER 30, 2001 Final Maturily Amount Amount GENERAL OBLIGATION BONDED INDEBTEDNESS Year PRINCIPAL AND INTEREST REQUIREMENTS Outstanding Housing Bonds AS OF SEPTEMBER 30, 2001 2008 1,500,000 Fiscal Year Housing Bonds 8/1/81 2011 i Ending .. General Obligation Refunding 5/1/91 2013 16,135,000 September 30 Principal Interest Total 10,000,000 2002 11,535,000 5,861,793. 17,396,793 45,980,000 2003 11,930,000 5,257,108 17,187,108 Sanitary Sewer Series 1995 2004 10,565,000 4,623,493 15,188,493 Total Subfilittod 2005 9,995,000 4,068,598 14,063,598 ruard ln` .2006 8,220,000 3,537,528 11,757,528 item ® 2007 6,410,000 3,101,363 9,511,363 2008 5,745,000 2,766,068 8,511,068 2009 5,355,000 2,463,915 7,818,915 2010 5,530,000 2,177,463 7,707,463 2011 5,925,000 1,879,543 7,804,543 2012 6,085,000 1,565,125 7,650,125 2013 6,165,000 1,231,925 7,396,925 2014 6,230,000 893,980 7,123,980 2015 6,470,000 505,865 6,975,865 2016 710,000 88,330 798,330 2017 750,000 45,375 795,375 ' Total $ 107,620,000 $ 40,067,472 $ 147,687,472 GENERAL OBLIGATION BONDS OUTSTANDING ON SEPTEMBER 30, 2001 Final Maturily Amount Amount General Obligation Issue Date Year Issued Outstanding Housing Bonds 12/1/77 2008 1,500,000 625,000 Housing Bonds 8/1/81 2011 4,400,000 2,355,000 General Obligation Refunding 5/1/91 2013 16,135,000 4,115,000 Storm Sewer Series 1992 8/1/92 2017 10,000,000 8,020,000 General Obligation Refunding Series 1992 12/1/92 2014 70,100,000 45,980,000 General Obligation Refunding Series 1993 7/1/93 2013 31,860,000 24,425,000 Sanitary Sewer Series 1995 6/1/95 2015 22,500,000 22,100,000 Total Subfilittod int® public $ 156,495,000 $ 107,620,000 ruard ln` _the connection with item ® on G Walter Foemanej City Clerk14 i�S C�aSSC� Li i • Operating Expense Non -Operating TOTAL DEBT SERVICE FUNDS FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 24,016,777 $ 28,836,132 $ 22,110,349 $ 22,110,359 6,216,117 - - - $ 30, 232, 894 $ 28, 836,132 $ 22,110, 349 $ 22,110, 359 DEBT SERVICE FOR SPECIAL OBLIGATIONS & LOANS FOR FY2001 DESCRIPTION These bonds, notes, and loans are to be used to fund various parks, housing related projects, and other community projects. The following list details these debt service requirements. Description Principal Interest Total Convention Center Non -Ad Valorem Rev. Bonds Series 1995 (Pension) $ 955,000 $ 4,853,046 $ 5,808,046 U Special Obligation Bonds Series 1986A 270,000 142,706 412,706 TF Sunshine State Commercial Loan Pool Series 1988 495,927 568,247 1,064,174 U Sunshine State Commercial Paper Series 1995 282,750 695,099 977,849 U Special Obligation Bonds Admin Bldg Series 1995 405,000 1,226,230 1,631,230 U S E Overtown Comm Redev Bonds Series 1990 105,000 251,600 356,600 SR,TI Guaranteed Entitlement Bonds Series 1989 330,000 277,900 607,900 SR S E Overtown / Park West(Dept of HUD Section # 108) 200,000 425,678 625,678 CDBG Wynwood Free Zone (Dept of HUD Section # 108) - 375,000 375,000 CDBG Citadel Project (Dept of HUD Section # 108) 300,000 115,910 415,910 FS Sunshine State Secondary Loan Pool (Melreese) 170,000 194,738 364,738 U Sunshine State Loan Pool Sr. 1988 (Coconut Grove Exhib C 86,084 98,638 184,722 U Sunshine State Commercial Paper Series 1995 (Orange Bo 391,500 962,444 1,353,944 U Sunshine State Commercial Paper Series 1995 (Miamarina) 50,250 123,532 173,782 U Sunshine State Loan Pool Sr. 1988 (Dinner Key Marina) 495,389 567,629 1,063,018 U Sunshine State Commercial Paper Series 1995 (Dinner Key 25,500 62,688 88,188 U Sunshine State Commercial Paper Series 1994 (G S A) 180,000 206,550 386,550 U Special Obligation Bonds Series 1994 (Risk Management) 710,000 813,629 1,523,629 U Special Revenue Refunding Bonds 1987 (Miami Conv Cntr) 4,755,000 1,131,515 5,886,515 U,C Debt Service Subtotal $ 10,207,400 $ 13,092,779 $ 23,300,179 Operating Expenses: 3,554 U 2,265 SR 2,475 TF 8,294 Total Debt Service $ 23,308,473 (U) Utility Service Tax 15,673,626 (C) Convention Center 4,836,313 (TF) Telephone Franchise 415,181 (TI) Tax Increment 56,600 (SR) State Revenue Sharing (Guarantee Entitlement Bo 610,165 (CDBG) Community Development Block Grant 1,000,678 (SR) State Revenue Sharing (Comm. Redev. Bonds) 300,000 (FS) Foreclosure Settlement 415,910 Total 23,308,473 Submitted; into the public record in connection with _stem_ on Walter Foeman City Glelsi 147 \/z _W>cW 04 r: r� Dinner Key Marina SPECIAL REVENUE FUND Submitted into the public record in connecticanwith � item on Walter Foeman City Clerk • • r� SPECIAL REVENUE FUND DESCRIPTION This fund is comprised of Lobbyist Registration Fees and the Passport Acceptance Facility. The City Clerks Office 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 Pas an al erns ive for patrons who need a passport in a timely manner e a so offer expedited services for VIC- BUDGET HIGHLIGHTS The budget is $199,391 or 57.76% less than the FY2000 Amended due to the physical movement of the Passport Acceptance Facility from the Coconut Grove Exhibition Center to the City Clerk's Office at City Hall. This move streamlined the operation and significantly reduced overhead cost. In addition, the closing of the Records Management Grant reduced revenues and expenditures of this fund. ALLOCATION BY PROJECT Lobbyist Registration Fees 52% Passport Acceptance Facility 48aaubmitted into the public record in conne"t.on with item on ' B _Q ° Walter Foeman City Clerk 148 �Y FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 5,841 $ 56,663 $ 36,582 $ 155,444 Operating Expense 1,002 54,319 5,209 167,290 Capital Outlay - 968 8,424 22,746 Non -Operating - - - - TOTAL $ 6,843 $ 111,950 $ 50,215 $ 345,480 DESCRIPTION This fund is comprised of Lobbyist Registration Fees and the Passport Acceptance Facility. The City Clerks Office 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 Pas an al erns ive for patrons who need a passport in a timely manner e a so offer expedited services for VIC- BUDGET HIGHLIGHTS The budget is $199,391 or 57.76% less than the FY2000 Amended due to the physical movement of the Passport Acceptance Facility from the Coconut Grove Exhibition Center to the City Clerk's Office at City Hall. This move streamlined the operation and significantly reduced overhead cost. In addition, the closing of the Records Management Grant reduced revenues and expenditures of this fund. ALLOCATION BY PROJECT Lobbyist Registration Fees 52% Passport Acceptance Facility 48aaubmitted into the public record in conne"t.on with item on ' B _Q ° Walter Foeman City Clerk 148 �Y uranis 58% C, O 1% Operating Expense 16% -ansfer to Other Funds 5% onnel 7% ALLOCATION BY DIVISION Field Operations 20% Submitted into the public record. in connection with item on Walter Foeman BUDGET ADJUSTMENTS SUMMARY City CL-,* The budget is $8,670,377 or 20.5% more than the FY2000 Amended Budget based on increased grants given to funded agencies. 149 T=om' L� • • DIVISION SUMMARY I3iflG GR1l+lT ADOPTED -7UWM= ersonne Operating -1, 5"99;1-1-2 $-� 9 6 69 _ X59" ; 55 i0 831 �,9 5 ��3 1 xpense55'1?J�2 api a u ay 6,9"33 ; i ;3T'I37 ......... ...... Granfs ....._.......... ..... .. 1..0..484,800 ... _.8575;767 ---....__..._ _._._ . _._._......._ - 'i Transfer to Other Funds on ing i3T4 pera - - - _ DESCRIPTION The Administrative Services Division is responsible for all the Department's program activities. This Division addresses the objectives of the CDBG federal entitlement program by initiating activities to revitalize neighborhoods and improve the lives of low and moderate income residents. Administrative staff monitors all financial and performance measures for each program; pursues funding opportunities; markets and promotes the City's programs; and organizes public participation and community involvement. BUDGET ADJUSTMENTS Category Change Personnel Services $3,085,396 Position Change: 0 Operating Expenses $511425 Capital Outlay $713,000 Grants $29,450,148 Submitted into the public Transfer to Other Funds $2,754,374 record in connection with item L!3 on (&=L-20-0 Non -'Operating 0 Walter Foeman City Clerk The budget is $36,454,343 or 882% more than the FY2000 Amended Budget based on the reorganization of the department where some of Workforce and Housing's budgets are now part of Administrative Services. tU '� pq�lhy V' V DIVISION SUMMARY i ADOPTED A re rsonnel 'c. pera ihExpense. apC ital-CSu a - - " - - Drants Transfer o Other Funas = Non -Operating i — ITOTAL — F DESCRIPTION This Division is the employment and training advocate for unemployed Miami residents. The Division acts as the intermediary between employers, funding mechanisms, and individuals in need of training and job placement. Workforce Development helps create jobs for the most disadvantaged including welfare clients, at -risk youth, ex -offenders, the handicapped, and the homeless. The Division also helps -residents access i business and self-employment opportunities. l BUDGET ADJUSTMENTS Category Change Personnel Services $4,379,495 1 Position Change: 0 Operating Expenses $6,061,619 i i Capital Outlay 0 Transfer to Other Funds 0 Non -Operating 0 This is a ne wDivision in the Department. The budget" is taken from some of the previous Workforce and Housing budgets. Submitted into the public record in connection with item "�3 on Walter Foeman City 151 i • DIVISION SUMMARY —_.... _ - - - �---- FY1998 i A -TUAU71,, ADOPTED AMENDED Personnel O pera ing Expense Capital Outlay b�59 10;51 ran s 1.6_,8, 74 7_9_, 8 _ raps r o er un s c> Non-Operating 335,620 * For Fiscal Year 2001 Community Development prepared their budget using the new title of Field Operations to better track information. The Divisions of Housing and Workforce Development exist as functional divisions within the Department as evident on the Department's Table of Organization. Submitted into the public record in connection on � Walter Foernan G!An/ Clark 152 SW Szc CA DIVISION SUMMARY ©FR ti11iP&iP9N�µ €FY1999 11 FY2000 FY01 AC1U 'ICU TAl17fENDED- 3 FC�iw33 - 1�,M1T; Personnel_ Zspe�afing E - � Expense$S4 Capital Outlay. _ -142,124....:.. 1,4775 —2i5 x ;477 5 3 998 275,998 ran s Transfer to er un s = z _ _. -- `.---- _....._ . . Non -Operating._........ E _ .:. TOTA1gg * For Fiscal Year 2001 Community Development prepared their budget using the new title of Field Operations to better track information. The Divisions of Housing and Workforce Development exist as functional divisions within the Department as evident on the Department's Table of Organization. Submitted into the public recordconnectio� Item `�►.� with on falter Foeman _,�... City Cleric 153qu- . `lu14 T J [-A • • • • SPECIAL REVENUE FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 313,149 $ 340,729 $ 301,973 $ 301,973 Operating Expense 2,163,145 2,214,130 2,410,620 2,410,620 Capital Outlay - - - - Non -Operating 3,636,311 1,374,067 4,747,750 4,747,750 TOTAL $ 6,112,605 7 3,928,926 $ 7,460,343 $ 7,460,343 DESCRIPTION This Division is responsible for planning and managing operations of the City of Miami/University of Miami/James L. Knight International Center and Parking Garage and its interface with the Hyatt Hotel. The primary responsibility is to insure use of the facility for a variety of activities, including entertainment, conferences and meetings, trade shows, consumer shows .and concerts or any other functions of public 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. BUDGET HIGHLIGHTS The budget is $25,427or .34% less than the FY2000 Amended Budget based on reduced Operating Expenses. ALLOCATION BY CATEGORY Non - Operating 65% Personnel Operating Expense public 31% Submitted into the p tW ConneCt10G v record in item on Vdaiter Fo C1e� City 154_ 3('j5. � Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION FY1998 ACTUAL SPECIAL REVENUE FUND FY1999 FY2000 FY2000 ACTUAL ADOPTED AMENDED 44,976 61,995 52,041 52,041 $ 44,976 $ 61,995 $ 52,041 $ 52,041 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. BUDGET HIGHLIGHTS • The Planning Division estimates it will collect $102,032 in DRI/Master Plan Recovery and Administration fees and $36,808 in the Impact Fee in FY 2001. • Approximately $500,000 collected in DRI fees since 1988 will be used for Increment II of the Downtown DRI. Any remaining DRI Fees are governed by City Code Chapter 13. • 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 Cityfor 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 contribute $36,808 to the General Fund to offset the cost incurred in the administration of Impact Fees including the preparation of ordinances and review of permit applications. In addition to the FY2001 Estimated Budget of $138,840, the following grants in this Special Revenue Fund comprise an unappropriated fund balance of $234,007: Project Number Project Name Fund BalanceSubmitted into the public record in Connection with 110075,110088 Brownsfield Grants $170,026 110096 Blue Ribbon Task Force 12,620 item L.( On r -_� 127002 Downtown Vending District 51,361 Walter Foeman Total $234,007 City Clem 155 e� v L -J • • SPECIAL FY1998 FY1999 ACTUAL ACTUAL UE FUND FY2000 FY2000 ADOPTED AMENDED Personnel $1,456,626 $1,581,597 $1,735,322 $1,735,322 Operating Expense 172,161 382,288 148,473 216,125 Capital Outlay - 2,031 - - Non -Operating 582,162 4,862,798 4,272,183 4,270,383 TOTAL $ 2,210,949 $ 6,828,714 $ 6,155,978 $ 6,221,830 DESCRIPTION This fund supports a Division within the Fire -Rescue Department. The Division is composed of specially trained Firefighter/Paramedics who give emergency medical care to victims of fires, accidents, and sudden illnesses. Their ability to respond within 4 minutes help save hundreds of lives each year and limits disabling injuries for the victims. The Firefighter/Paramedics use a sophisticated telemetry system that provides both voice and KG transmission via radio. This fund also receives support from the Fire Assessment Fee, which is transferred to the Capital Improvement Program (CIP) for the improvement of apparatus/fleet, fire rescue equipment, computers and communications, and fire stations and buildings. BUDGET HIGHLIGHTS The budget is $163,549 or 2.6% less than the FY2000 Amended Budget based on a reduction in the Telephone Franchise Fee allocation. ALLOCATION BY PROJECT CIP 71% Emergency Medical Services 29% Submitted into the public record in connectio with item `'t3 _ on - Walter Foeman City CIO& 156 � � sC'J. REVENUE FUND DESCRIPTION This Trust Fund is to account for confiscated monies awarded to the City for law enforcement related expenditures as stipulated by State Statutes. This budget will support a variety of crime prevention programs which will be determined throughout the fiscal year. BUDGET HIGHLIGHTS The budget is $3,329,475 more than the FY2000 Amended Budget due to non -appropriation of these funds in Fiscal Year 2000. Submitted Into the public record in connec ion with item `-i0 on �L40 Walter Foeman City Clerk 157 I FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 286,652 $ 265,756 $ 3,473,751 $ 3,473,751 Operating Expense 712,148 860,853 12,531,362 12,531,362 Capital Outlay 829 79,659 1,798,748 1,798,748 Grants in Aid 246,915 1,015,491 5,597,360 5,597,360 Non;Operating 1,883,024 1,866,304 8,639,545 .8,639,545 TOTAL $ 3,129,568 $ 4,088,063 $32,040,766 $32,040,766 DESCRIPTION This Trust Fund is to account for confiscated monies awarded to the City for law enforcement related expenditures as stipulated by State Statutes. This budget will support a variety of crime prevention programs which will be determined throughout the fiscal year. BUDGET HIGHLIGHTS The budget is $3,329,475 more than the FY2000 Amended Budget due to non -appropriation of these funds in Fiscal Year 2000. Submitted Into the public record in connec ion with item `-i0 on �L40 Walter Foeman City Clerk 157 I 0 1 SPECIAL REVENUE FUND DESCRIPTION The Local Option Gas Tax is levied on motor and special fuels pursuant to Section 336.025 (1) (b) (3) of the 1993 Florida Statutes. The distribution of gas tax proceeds is governed by an inter -local agreement between Miami -Dade County and the municipalities including Miami. Funds may be used for transportation related expenses including right-of-way maintenance, and for debt service and capital projects related to these program areas. iBUDGET HIGHLIGHTS The Local Option Gas Tax Fund will contribute revenues for Fiscal Year 2001 to the following funds: General Fund $6,648,384 CIP Fund 385,374 Total $7,033,758 ALLOCATION BY CONTRIBUTION Public Works Maintenance 95% • P ro Submitted into the public record in connection l item - on Walter Foreman City GI8* VU tj 158 ��- � W a ....,J bm? •%. �i Sdza«.m?!_. !=N ach�..'F�v°': ?ii� :... _ ,..... _ -.. _ _ _,,,�._ FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ - $ - $ - Operating Expense - - - - Capital Outlay - - - - Non -Operating 6,892,277 6,964,117 6,868,219 6,868,219 TOTAL $ 6,892,277 $ 6,964,117 $ 6,868,219 $ 6,868,219 DESCRIPTION The Local Option Gas Tax is levied on motor and special fuels pursuant to Section 336.025 (1) (b) (3) of the 1993 Florida Statutes. The distribution of gas tax proceeds is governed by an inter -local agreement between Miami -Dade County and the municipalities including Miami. Funds may be used for transportation related expenses including right-of-way maintenance, and for debt service and capital projects related to these program areas. iBUDGET HIGHLIGHTS The Local Option Gas Tax Fund will contribute revenues for Fiscal Year 2001 to the following funds: General Fund $6,648,384 CIP Fund 385,374 Total $7,033,758 ALLOCATION BY CONTRIBUTION Public Works Maintenance 95% • P ro Submitted into the public record in connection l item - on Walter Foreman City GI8* VU tj 158 .I SPECIAL REVENUE FUND BUDGET ADJUSTMENTS SUMMARY Category_ Change Personnel Services $385,768 Position Change: 0 Operating Expenses . $6,974 Capital Outlay ($314,600) Non -Operating 0 ' I The budget is $78,142 or 1.9% more than the FY2000 Amended Budget based on an increase in temporary personnel and increases in cost of living, anniversary. and longevity, as well as a decrease in Capital Outlay. i In addition to the $4,298,917 for FY2001 Estimated Budget, Neighborhood Enhancement Team carries a fund balance of $44,784 from the following grant: Project Number Project Name Fund Balance 110009, Pollution Prevention Program $44,784 ALLOCATION BY CATEGORY Personnel 89% Submitted into the public record in connection wi h item `�3 on - Walter Foeman Operating City CleA Expense 9% ;apital )utlay 2%% 159 €p FY1998 FY1999 FY2000 'FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,379,478 $ 2,529,266 $ 3,364,608 $ 3,414,608 Operating Expense 148,849 240,438 394,567 399,567 Capital Outlay 5,949 16,118 92,000 406,600 Non -Operating - - - - TOTAL $ 2,534,276 $ 2,785,822 $ 3,851,175 $ 4,220,775 BUDGET ADJUSTMENTS SUMMARY Category_ Change Personnel Services $385,768 Position Change: 0 Operating Expenses . $6,974 Capital Outlay ($314,600) Non -Operating 0 ' I The budget is $78,142 or 1.9% more than the FY2000 Amended Budget based on an increase in temporary personnel and increases in cost of living, anniversary. and longevity, as well as a decrease in Capital Outlay. i In addition to the $4,298,917 for FY2001 Estimated Budget, Neighborhood Enhancement Team carries a fund balance of $44,784 from the following grant: Project Number Project Name Fund Balance 110009, Pollution Prevention Program $44,784 ALLOCATION BY CATEGORY Personnel 89% Submitted into the public record in connection wi h item `�3 on - Walter Foeman Operating City CleA Expense 9% ;apital )utlay 2%% 159 €p • FUND FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 557,051 $ 617,382 $ 504,267 $ 504,267 Operating Expense 73,673 44,090 68,709 68,709 Capital Outlay 9,939 39 1,800 1,800 Non -Operating - - 15,725 15,725 TOTAL $ 640,663 $ 661,511 $ 590,501 $ 590,501 DESCRIPTION This Special Revenue Fund is comprised of grants and donations from many sources. Expenditures include capital projects funding from Miami -Dade County's Safe Neighborhood Parks Bond Program, annual grants from the Miami -Dade County Office of Americans with Disabilities, a grant from the Florida Department of Juvenile Justice, funding for summer meals for children from the U.S. Department of Agriculture, etc. BUDGET HIGHLIGHTS The budget is $2,055,529 or 248.0% more than_ .the FY2000 Amended Budget. This number represents unappropriated funds not in the FY 2000 Amended Budget. In addition to Mentally Retarded Programs and Recreation Activity (consolidated) grants in the FY 2000 Amended Budget, the following grants are included for FY 2001 estimated: PROJECT PROJECT FUND NUMBER NAME BALANCE 116002 PARKS& REC. ACTIVITY 538,098 110008 PARKS DEV. FUND 141,387 110015 MIAMI LOVE 102,822 110032 FUND RAISING 136,159 110081 SIMPSON PARK 863 115011 DISABLED PROGRAM 271,704 115012 DISABLED PROGRAM 105,901 115013 DISABLED PROGRAM 11,553 115014 DISABLED PROGRAM (F.Y. 2001 GRANT) 340,342 TBA THREE ADA GRANTS (FY 97 98 99) 171,700 TBA S.N.P.B. PROGRAM 235,000 TOTAL FUND BALANCE, As of 5/26100 2,055,529 Submitted into the public record in connection with item '-I 3 on=_y ALLOCATION BY CATEGORY Non - Operating 28% Walter Foeman. City Clerk , capita Outlay 3% ersonnel 50% Operating Expense 19% SPECIAL REVENUE FUND FY1998 FY1999 FY2000 FY2000 ACTUAL. ACTUAL ADOPTED AMENDED Personnel $ 373,735 $ 1,480,1.32 $ 5,306,934 $ 5,306,934 Operating Expense 1,183,824 1,437,264, 1,364,160 1,364,160 Capital Outlay 12,402 472,520 - Grants in Aid - 46,395 - - Non -Operating 2,042,000 400,000 - - TOTAL $ 3,611,961 $ 3,836,311 $ 6,671,094 $ 6,671,094 DESCRIPTION This comprises 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, the South Florida Water Management District and other federal, state and municipal government agencies for the general purpose of law enforcement. 3 BUDGET ADJUSTMENTS SUMMARY The budget is $13,815,694 or. 307.1% more than the FY2000.Amended Budget due to a reorganization that* resulted on the inclusion of the following accounts or projects and the resulting differences: ESTIMATED FY 2001 PROJECT No PROJECT TITLE VS.ADOPTED 2000 110082 South Florida Water Mgmt District Grant $17,310 126001 Training Entrepreneurial Fund $88,336 137001 Gang Resistance Education & Training $356,000 142010 Partnership Fund $35,511 142013 Weed and Seed I Grant $57,345 142015 Cali Cartel Enforcement Grant $65,143 142016 Cops More 96 Grant $334,774 142017 Wynwood — HIDTA I & II Grants $239,520 142018 Problem Solving Partnerships Grant $2,866 142019 Stop Violence Against Women Grant $43,774 142021 Community Policing Demonstration Center Grant $362,018 142022 Problem Solving Partnerships Assessment4 Grant $17,470 142023 Law Enforcement Block III Grant $3,195,205 142024 Distressed Neighborhood Grant ($304,079) 142025 Cops More 98 Grant $9,787,223 142026 School Based Partnership Grant $368,013 142027 Stop Active Vandalism Everywhere (SAVE) Grant $239,520 142029 Cops 311 Grant $423,737 196002 E-911 Emergency System ($1,364,160) Submitted into the public PeCorq_' nn connertion wit item .® on Walter Foeman city Cie& 161 ''7e S c�►s�� • SPECIAL FY1998 FY1999 ACTUAL ACTUAL UE FUND CT 1`YI�l►` FY2000 FY2000 ADOPTED AMENDED Personnel $ - $ - $ - $ - Operating Expense - - - - Capital Outlay - - - - Non -Operating 34,778,449 41,290,241 37,361,306 38,561,306 TOTAL $ 34,778,449 $ 41,290,241 $ 37,361,306 $ 38,561,306 DESCRIPTION The State of Florida provides cities the authority to levy and collect taxes on utility charges such as telephone, electricity, gas, oil and water. BUDGET HIGHLIGHTS The Public Service Taxes Fund will contribute revenues for Fiscal Year 2001 to the following funds: General Fund $23,502,725 Debt Service 15,673,626 Special Revenue 456,603 Total $39,632,954 The revenue sources that make up this fund are: Electricity $19,563,657 Telephone/Telegraph 5,711,797 Gas 990,378 Water 2,966,346 Fuel Oil 19,523 7% Telephone Tax 10,391,253 $39,632,954 ALLOCATION BY CONTRIBUTION General Fund 59% • )ebtService Submitted Into the public 40% record in connection with item - Walter Foeman )ecial r:+*y Clerk venue 1% ; A 162 --� n SPECIAL REVENUE FUND AST !bbLity DESCRIPTION This fund serves as a clearing account for the collection and distribution of stormwater utility fees authorized by City Ordinance 10395 adopted in 1988. The revenue is used to operate, maintain and improve Environmental Storm Sewer Management System. BUDGET, HIGHLIGHTS This fund will, generate' revenues of $8,962,242 of which $6,100,00 will be used to offset costs incurred in . administration, maintenance and design, street cleaning and trash removal, and Hazmat activities. Compliance with the National Pollutant Discharge Eliminated System (NPDES) will cost $2,837,242 and is in the Capital Improvement Program. The amount of $25,000 will be contributed to the Miami River Coordinating Committee. CIP 1.7% MKUL; Contribution 0.28% Submitted into tba public record in Tonne tion - with Item on Waiter Foeman Citwf �;tesk 163 t Y� IL FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ - $ - $ - Operating Expense - - - - Grants - - 25,000 25,000 Non -Operating 8,866,379 9,087,955 8,937,242 8,937,242 TOTAL $ 8,866,379 $ 9,087,955 $ 8,962,242 $ 8,962,242 DESCRIPTION This fund serves as a clearing account for the collection and distribution of stormwater utility fees authorized by City Ordinance 10395 adopted in 1988. The revenue is used to operate, maintain and improve Environmental Storm Sewer Management System. BUDGET, HIGHLIGHTS This fund will, generate' revenues of $8,962,242 of which $6,100,00 will be used to offset costs incurred in . administration, maintenance and design, street cleaning and trash removal, and Hazmat activities. Compliance with the National Pollutant Discharge Eliminated System (NPDES) will cost $2,837,242 and is in the Capital Improvement Program. The amount of $25,000 will be contributed to the Miami River Coordinating Committee. CIP 1.7% MKUL; Contribution 0.28% Submitted into tba public record in Tonne tion - with Item on Waiter Foeman Citwf �;tesk 163 t Y� IL C, • • TRUST AND AGENCY FUND Submitted into the public, record in connection with item on G-- Walter Foeman .. _ City Clerk, • • • The Trust and /agency Fund is being actuarially determined. This section will be included in the final printing. Submitted into the public record in connection item �3 on �_--ec�b Walter Foeman City Clerk '17: -5 C,.j:>,NCeA 0 Miami Skyline at Night APPENDIX A HISTORICAL DATA Submitted into the public record in connection with item on— � d Walter Foeman City Ciedc �,.A5 Sca r • 0 Appendix A to be included in the final printing. Submitted into the public record in connection with item `'r � on r L-20 Walter Foeman CRIT t:ir-1111. • • • Brickell Avenue along Biscayne Bay APPENDIX B GLOSSARY suhonarrec ►oro the recOrd in cod�oe . Public item -_ ®o r►o$�h Walter F()e an. City Cierk, '� i SGJ sSrcl i 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 specific 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. Submitted into the public record in connec 'on wl0 g 1 item on° Walter Foernan 'D i Z, SSr City Clerk 0 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. I 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.Submittublic ed into the p Expenditures - Expenses.record i� connection �y item �— ons? Walter FoemaO • City Cledt B-2 f Expenses - Revenue used for the operation, maintenance, interest costs, and other charges for activities that constitute the City's ongoing operations. 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. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, enterprise funds, trust and agency funds, internal service funds, and special revenue 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. Submitted into the public record�i%conne ion with B _ 3 0 ,r01 item on _ Walter Foeman City Clerk Maintenance of Current Level of Service - The resources required to provide the same level of service as provided during the prior year. The estimate takes into account increases in the cost of providing services. 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, feesfor 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. S'ubMitted into record .i, , the Public item �'�onne tion with B - 4 Walter Foeman Cit►/ r,ina. • • 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 4-13 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 Submitted into the public nth record iconnection FIPO Firefighters and Police Officers Trust Funditem _"1-31-1 Walter Foeman FOP Fraternal Order of Police Cite! Clerk GAAP Generally Accepted Accounting Principles GESE General Employees and Sanitation Employees Retirement Trust ® HCB Housing Conservation Board B - 5 HIDTA High Intensity Drug Trafficking Apprehension 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 SN.PB Safe Neighborhood Parks Bond USDA United States Department of Agriculture Submitted into the public record in connection with Item on Walter Foeman .. . _ City Cid • �: SCS �� • • • A Miami Sunset APPENDIX C BUDGET- PROCESS & PRINCIPLES Submitted into the public record in connec io n vAima item `1 On Walter FoemaPt City Clerk • • • • BUDGET PROCESS AND PRINCIPLES This section explains the accounting basis the City uses, the process and calendar followed in preparing the annual budget, the method for amending and monitoring budgets, and a description of the City's overall financial structure. BUDGETING BASIS Annual operating budgets are adopted on .a basis substantially consistent with the Generally Accepted Accounting Principles (GAAP) except budget comparison for the General Fund include encumbrances as expenditures. Capital project funds are budgeted on a total project basis. Capital project funds are also budgeted on an annual basis. The City adopts non -appropriated operating budgets for the proprietary funds substantially on a GAAP basis with certain exceptions: * Debt principal payments are budgeted as debt service. The portion of debt service representing principal payments reduces the related liability on a GAAP basis. * Certain non-operating expenditures for capital outlays are not budgeted. The City's accounting records for governmental and expendable trust funds operations are maintained on a modified accrual basis with revenues being recorded when available and measurable, and expenditures being recorded when the services or goods are received and the liabilities are incurred. Accounting records for the City's proprietary and pension trust funds are maintained on the accrual basis with revenues being recorded when earned and expenditures being recorded when they result in liabilities for benefits received. BUDGET DEVELOPMENT PROCESS The budget development process and content meet the requirements for the annual budget as stated in Section 27 of the Miami City Charter. The Charter requires the City Manager to prepare and submit to the Commission, and to make available to the public a budget estimate of the expenditures and revenues of all departments, divisions, and offices. Section 27 (c) further spells out what information to include: * Detailed estimate of expenses for each department, division, and office. * Expenditures for the last two fiscal years. * Expenditures for the current year including any adjustments, and an estimate of expenditures needed to complete the current fiscal year. • The value of supplies and materials on hand. Submitted into the public record in conne tion with item 3 on Walter Foeman C - 1 Citi► Clerk S CJ L 7- a. �~ O i * Increases/decreases of requests compared to appropriations for the current year, and the reasons for them. * The total probable income from taxes. * The outstanding bond debt, with a schedule of maturities. * The amount needed for debt interest,. sinking funds, and maturing serial bonds. * Other information as maybe required by the Commission. The City Commission considers the City Manager's proposed budget at two public hearings. Before September 30, the Commission must adopt a budget that may be the same as the proposed budget or may contain.those amendments approved by the Commission. After Commission action; the proposed budget is. revised, if necessary,- and ecessary;and then published as the adopted budget. FY 2001 BUDGET PREPARATION CAL R DATE ACTIVITY March' 16 The Department of Management and Budget (M&B) distributes the Budget Preparation Kit to all departments and to the elected officials. March 21 Budget Preparation Workshops are conducted. April 7 Completed forms due from departments: a) Revenue Estimate Adjustments b) Organizational Charts c) Budget Requests April . 10 Final date to submit all other budget forms to M&B. April 10-27 a) M&B reviews and analyzes all departmental submissions. b) M&B submits recommendations to the City Manager. c) The Five -Year Forecast is updated. o May 24 City Manager and M&B conduct budget reviews. M&B staff completes the preliminary FY 2001 Estimated Budget and Five -Year Forecast. . M&B Director meets with the City Manager to discuss the Budget Message. June 2 M&B delivers the FY 2001 preliminary Budget Estimate and the Five -Year Forecast to the Mayor and City Commissioners. Submitted into the public record' iii connection with item on G'GG Walter Foeman City Cleric C� C C .7 • 0 • June 8 City Commission discussion about the FY 2001 preliminary Budget Estimate. June 29 City Commission meeting to review and approve the FY 2001 preliminary Budget Estimate and the Five -Year Forecast. July 1 The City receives Certification of Value from County Property Appraiser indicating the real and personal property value in the City. July 1 Last date for the City Commission to approve and submit the FY 2001 Budget Estimate and the Five -Year Forecast to the Financial Oversight Board. July 18 The Financial Oversight Board meets. July 27 The City Manager submits proposed millage rates and the public hearing dates for the annual FY2001 budget to the City Commission. July 30 FY 2001 Budget Book is printed and ready for distribution. August 4 The City advises Property Appraiser and Tax Collector of millage rates and the day, time and place of first public hearing. Sept. 14 The first public hearing is held by the City Commission to review and approve the tentative budget and proposed millage rate. Sept. 23 - 26 The second public hearing must be advertised. Sept. 28 The second public hearing is held to adopt the final millage rate and the annual budget in the form of an Appropriations Ordinance. - - - Sept. 29 Obtain certified copy of Appropriations Ordinance from the City Clerk. Sept. to October 29-1 Within two days of the second public hearing, the Property Appraiser and Tax Collector are notified of the final adopted millage rate. BUDGET AMENDMENT PROCESS There are two ways to modify an adopted budget. These are as follows: 1. The City Manager may transfer within a department any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. The department prepares a Transfer of Funds Request Form outlining specific amount and reasons for the transfer. Submitted Into the public record in connecIon with item ® on Walter Foeman C - 3 City Clerk C The City Manager or his designee reviews and approves or disapproves the request. If approved, departmental appropriations are modified accordingly by the Department of Management and Budget. 2: The City Commission is authorized to transfer between departments any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. The department prepares an amendatory ordinance outlining the specific purpose for this action. The City Manager reviews the amendatory ordinance and, if approved, places it on the City Commission meeting agenda. The City Commission must approve the ordinance by a majority vote. If approved, departmental appropriations are modified accordingly by the Finance Department. BUDGET MONITORING PROCESS The City of Miami uses several methods to monitor the receipt of anticipated revenues and to control spending. One method is the line -item allotment system. This requires the establishment of predetermined spending plans by departments as measured against previous years' expenditures and permits the Department of Management and Budget to monitor their adherence to this plan on a regular basis. A second method entails the preparation of quarterly financial reports by the Finance Department. This provides for the periodic monitoring of expenditures and revenues during the fiscal year and the information necessary to project the City's year-end financial situation and fund balance.. Monthly revenue 'projections, biweekly salary savings projections, and the City's transfer of funds and expenditure control processes further support'these revenue and expenditure analyses. Additional financial controls include the maintenance of a Position Authorization Request (PAR) System that provides for position control and the monitoring of salary - related expenditures. Finally, there are anti -deficiency provisions in the City Code that hold department directors directly accountable for controlling their budgets so they do not exceed their annual departmental appropriation. Controls include a required written budgetary impact analysis of all proposed legislation prior to City Commission review.. The Budget Director prepares a monthly status report verifying spending to date and availability of funds remaining for each department. Violation of the anti -deficiency provisions are defined, as a civil offense and could result in imposing a civil penalty of $500 and/or as one element of the basis for employment termination. Submitted, into the public record in connec ion with item - on _tCc��' Walter Foeman City Cierk C - 4 r C7 • FINANCIAL STRUCTURE • Miami's budget policies conform to Generally Accepted Accounting Principles as applicable to governments. The following is a summary of Miami's financial structure. City accounts are organized on the basis of funds and account groups, each of which is a separate accounting entity. The operations of each fund are accounted for with a separate set of self -balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses. Resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. (Refer to the Glossary for definitions of the fund categories and types.) Following is an explanation of the generic fund types used by the City of Miami: A. Governmental Funds Governmental Funds are those through which most government functions of the City are financed. The acquisition, use, and balances of the City's expendable financial resources and the related current liabilities (except those accounted for in Proprietary Funds) are accounted for through governmental funds. The measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination. Following are the City's governmental fund types: * General Fund - The General Fund is the general operating fund of the City. It accounts for all financial resources except those required to be accounted for in another fund. * Special Revenue Funds - 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. * Debt Service Funds - Debt Service Funds account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. * Capital Project Funds - Capital Project Funds account for financial resources to be used for the acquisition or construction of major capital facilities. B. Fiduciary Funds * Trust and Agency Funds — Trust and Agency Funds are used to account for assets held by the City in a trustee capacity in the Pension Trust Fund on behalf of the City's elected officials. C. Fixed Assets and Long-term Obligations In addition to its fund structure, Miami uses account groups to establish accounting control and accountability for the City's general fixed assets and the unmatured principal of its general long-term obligations. These accounts are not funds. They do not reflect ® Submitted into the public record in connection with item `� 3 on 6 11_`�5yd C - 5 Walter Foeman City Clerk CJA available financial resources and related liabilities. They are accounting records of the general fixed assets and general long-term obligations. The two account groups used by the City are: • General Fixed Assets - This group accounts for all fixed assets. * General Lona -term Debt - This account group covers the long-term portion of claims payable, accrued compensated absences, lease purchase obligations and outstanding principal balances of long-term debt. Submitted into the record in coons Pbbiie item LI on 4-PiOn'� Walter Foemen - city Cid . C - 6 • • 0 19 . Cocowalk Entrance APPENDIX D OTHER CITY AGENCIES Submitted into the P"b" c record i,cOnnec awn anritj item on Waiter Fo cie�i an Citi • Appendix D to be included in the final printing. Other City Agencies Downtown Development Authority ® Off -Street Parking Authority Miami Sports & Exhibition Authority Bayfront Park Management Trust Community Redevelopment Agency • Submitted into the public record in conn tion with Item � on =rL,oa Walter Foeman City Clerk 94� 0 r • The Orange Bowl APPENDIX E CAPITAL IMPROVEMENT PROGRAM Submitted into the public record in 'l3 co®nec e n �u item ` Welter Foeman City Clerk ® CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) is an official statement of public policy regarding long-range physical development in the City of Miami. A capital improvement is an expenditure of $25,000 or more for acquisition, improvement or addition to fixed assets. These may be in the form of land, buildings or improvements, or durable equipment with a life expectancy of at least three years. The Capital Improvement Program is a proposed funding schedule for five years. It is updated annually to add new projects, reevaluate priorities and revise recommendations based on new requirements and new sources of funding. This process provides the following benefits: * The CIP is a source of information about the City's physical development and capital expenditures. It allows management to plan for future operating requirements to coincide with completed capital projects. * The CIP provides a mechanism for coordination among projects and ensures that the most crucial projects are developed first. * The CIP is a tool for implementing Miami's Comprehensive Plan. * The Capital Improvement Program is divided into eleven separate funds. Each is further subdivided into functional categories and subfunds. The eleven CIP ® funds and corresponding fund numbers are as follows: Fund #301 Community Redevelopment Area (CRA) • Fund #311 General Government Projects Fund #312 Public Safety Fund #313 Disaster Recovery Fund #325 Public Facilities Fund #331 Parks and Recreation Fund #341 Streets and Sidewalks Fund #343 Mass Transit Fund #351 Sanitary Sewers Fund #352 Storm Sewers ubrrdtted into the public record in tonne ti Fund #353 Solid Waste Iterr► LA3 on Walter Foeman City Cledt A 0 0 The Capital Improvement Program is funded from four major revenue sources: ® Federal and State Grants: Grants may be used only for the purposes specified in Federal and/or State laws. c3 City Bonds: Two types of bonds are used for capital improvements: (1) Revenue Bonds and (2) General Obligation Bonds. Revenue bonds are issued to finance revenue-producing facilities. The principal and interest payments on these loans are paid from the revenues of the facilities. City voters must approve General Obligation Bonds before bonds can be issued. These bonds finance specific capital improvement programs such as public safety, highways or storm sewers. 13 Capital Improvement Funds: These funds are collected from current revenues produced by miscellaneous county or city taxes and various fees. Private Funds: This funding source includes any private funds as well as the dedication or sale of land for City capital facilities. Capital improvement projects, especially constructing new facilities to increase service levels, can have a significant impact on the annual Operating Budget. Impacts can be both positive and negative. By identifying the impacts in the capital process, departments and the management team can address them and budget accordingly during the annual operating budget process. The impacts are analyzed for accuracy and completeness and are included in the proposed Capital Improvement Program and reviewed by departments, management staff, the City Commission and citizens. Basically, the infrastructure of the City is already in place. go Most capital improvement funds are used to replace old infrastructure. Additional facilities are not being built which require staffing; therefore, the primary impact on the general operating budget of the City is financing costs rather than the cost of additional staff. Prior to Fiscal Year 1997, funding for capital budgets was dependent on the City issuing tax-exempt bonds. These bond funds, however, have been substantially exhausted and the City is not planning to issue additional bonds at this time. In Fiscal Year 1997, the City found $10 million in alternative financing and contributed $8 million from the General Fund to eliminate shortfalls in capital projects from the prior year. The General Fund also supported $8.6 million in Fiscal Year 1998, $17 million in Fiscal Year 1999 and $6.7 million in Fiscal Year 2000. The Fiscal Year 2001 General Fund contribution to the Capital Funds is $8.6 million. The following schedule shows proposed appropriations for FY 2001 from recurring funding sources such as Local Option Gas Tax, General Fund contribution, Stormwater Utility and Fire Assessment Fee. Other funding sources such as grants may be identified and appropriated throughout the year. Submitted into the public record in conn, o item .®---- 1lilaiter Foeman is City Cleric E - 2 'C�, 5 W 0 • Capital Improvement Program Proposed FY 2001 Appropriations ( $ in thousands ) Fund Summary FY 2001 Appropriation Fund 301 Community Redevelopment Area $ 120.0 Fund 311 General Government Cat. 11 Citywide General Services 6,004.9 Cat. 12 Communications / Technology Services - Cat 13 Environmental - Subtotal 6,004.9 Fund 312 Public Safety Cat. 22 Police 250.0 Cat. 23 Fire -Rescue 4,200.0 Subtotal 4,450.0 Fund 313 Disaster Recovery - Fund 325 Public Facilities Cat. 52 Stadiums - Cat 53 Auditoriums 625.0 Cat. 54 Marinas - Cat. 55 Redevelopment Projects - • Subtotal 625.0 Fund 331 Parks &Recreation - Fund 341 Streets & Sidewalks 385.0 Fund 343 Mass Transit - Fund 351 Sanitary Sewers - Fund 352 Storm Sewers 2,400.0 Fund 353 Solid Waste 1,682.6 Total $ 15,667.5 Submitted into the public record in connec ion wth item "_3 on Walter Foeman City Clerk, Funding Sources FY 2001 Appropriation General Fund Contribution $ 8,682.5 Fire Assessment Fee 4,200.0 Local Option Gas Tax 385.0 Stormwater Utility 2,400.0 Total $ 15,667.5 • • • Coco Walk in the Grove APPENDIX F TOTAL COST ESTIMATE Submitted into the Public record 0conon �ti®®®Wu Item Walter Foemadn City Cterk City of Miami Total Cost Summary Worksheet FY 2000 - 2001 yrrtil to into thb �p°ubft rpt a'i~tl i connection �U o- Waiter Foema) City Cleric Appendix F Department ojManagement and Budget FY�2001x � � FY 2001 FY 2001 FY 2001 FY 2001 Non Radio , 2001 GF Special Revenue Debt Service Capital Total City Facilities Departmental Fleet Pension Communication Reprographic Risk Total Cost Proposed . .�. Proposed Proposed Proposed t2roposed Re -Allocation Re -Allocation Re -Allocation Re -Allocation Re -Allocation Re -Allocation Re-Allocation11%, Co st byDept: # DEPARTMENT `•',, ;;.1( .: ... .:2.::.. ..'......- -3, _:; 4.?" ..,.;..... A=1+2+3+4Raw" Bt. 82;°'r 63 84 ;. WOMBS .66 r"':"+, a ?'•s:'„ 67 ,� ,i:;: A+B7 thruB7 2000 OFFICE OF THE MAYORS 742 252§ $ $ $ 20122 $ 762,374 $ $ 199,870 $ 6,287 $ 98,650 $ 1,570 $ 27,471 $ 96,091 $ 1,192 313 2100 2200 BOARD OF COMMISSIONERS94319" CITY CLERK 891805N 146,089 36,585 18,293 979704 1056,487' 907,985 35,918 $ $ $ 164,415 $ 82,208 3,645 4,209 9,605 5,252 388,409 118,995 2,453,763 1,302,769 2300 LAW 4206454;] - _ 4';206;454 123,960 169,418 $ 8,292 $ 419,263 4,040 5,868 587,601 5,524,896 2400 CIVIL SERVICE 295,593". - - 29,5593'. 35,617 11,905 $ - $ 32,884 281 38,375 101,031 515,686 2501 CITY MANAGER 1,450397:; 1 150;397', 65,821 193,622 $ 6,287 $ 164,417 181,673 709,108 2,771,325 2501 NET 4,343,701- - 4'.,343;701'.. 85,363 - $ 117,562 $ 600,122 21,372 34,877 951,587 J 6,154,584 2600 FINANCE 4809224 84,828 8,294 4$Oa 3AG 135,134 193,696 $ 8,292 $ 550,797 6,665 76,626 628,388 6,501,944 2700 HUMAN RESOURCES 2329474: 2,329474 82,756 93,822 $ $ 246,626 603 33,873 385,093 3,172,247 2801 FIRE -RESCUE 46369567; 1,858,281 2,042,084 4,200000 54,489932' 139,015 1,867,573 $ 182,233 $ 4,412,387 180,788 186,946 8,974,267 %, 70,413,141 2900 POLICE 191129870; 23,816,262 2,130,322 5,134000 122210454 .15,055 3,670,332 $ 5,822,292 $ 9,769,268 857,430 189,975 13,923,848 \ 156,458,654 3100 PUBLIC WORKS 9810943 11,643,337 3,185000 24639280' 123,961 395,144 $ 457,293 $ 822,085 23,681 9,815 1,644,080 28,115,339 3200 SOLID WASTE '18 631 941 1,682 600 20314341, 15,055 750,417 $ 4,923,405 $ 1,964,783 28,793 23,539 4,356,298 32,376,831 3500 CONE CONV. & PUBLIC FACILITIES 4942,932'' 2,598,603 10,432,735 625,000. 18,599210,°, 165,610 364,881 $ 79,854 $ 304,172 8,423 13,832 1,569,902 21,105,944 4000 MANAGEMENT AND BUDGET 1789,175'3 1T891y5s 91;486 72,061 $ 8,292 $ 213,742 1,695 20,788 269,340 2,466,579 4200 GSA 132145881 2,288,819 725,000 ', 16;228407, (4,689,184) $ (12,312,620) $ 1,182,488 (1,208,377) (1,061,381) 11860,667 4400 PENSION 20022551• 5,808,046 e2583059Zi $ $ (25,830,597) 4500 COMMUNITY DEVELOPMENT 50,029,010 3,990,320 4 X54'019330' 182,274 74,000 $ 18,317 $ 1,274,232 967 63,976 1,262,580 56,895,676 4600 INFORMATION TECHNOLOGY6630913: 551,507. 7182420 86,249 267,066 $ 12,302 $ 517,914 5,574 472 545,865 8,617,862 5000 REAL ESTATE AND ECONOMIC DEV. 829 587. - -, �„ 1'',829',687 - 33,412 $ - $ 82,208 562 1,642 141,281 1,088,692 5200 INTERNAL AUDITS 716 221' :, .: 716221 33,871 28,846 $ 10,297 $ 90,429 281 43,743 95,381 1,019,069 5600 BUILDING 4327691 4;327691: 182,274 174,301 $ 89,174 $ 698,772 35,359 33,470 674,488 6,215,529 5800 PARKS AND RECREATION '- '- 9717444 3,193,631 607,900- - 13.518975= r 2,775,927 1,376,378 $ 510,810 $ 1,068,710 14,658 1,986 2,412,554 21,679,998 6200 RISK MANAGEMENT 41340711 1,523,629 42864340 28,860 $ 6,287 $ 266,476 (43,165,963). 6401 CRA ,.• e - 356,600= 356800 - 279,488 $ - $ 24,663 - - 56,514 f 717,265 8100 ASSET MANAGEMENT_`„,,,,',875;34V, 120,000 995 341 65,295 115,255 $ 8,292 $ 90,430 563 17,282 476,028 1,768,487 8200 HEARING BOARDS 594695 594,895 35,617 23,952 $ 8,292 $ 57,546 3,064 109,381 832,547 8300 PROF. COMPLIANCE 242502: -242,502' 9,767 $ $ 32,883 364 2,333 72,157 360,006 8400 EQUAL OPPORTUNITY 471 191474: 19,903 7,712 $ 6,287 $ 24,663 - 99 39,464 289,602 8500 PLANNING &ZONING 1 881 650' 138,840 2'020480 65,296 75,785 $ 22,473 $ 271,288 2,766 49 328,865 2,787,012 8600 LABOR RELATIONS 547,264.: 5�47264y 35,617 22,042 $ $ 57,546 281 484 121,283 784,517 8700 MEDIA RELATIONS ,� 656,429- - 858429: 65,296 26,438 $ - $ 41,104 3,526 896 104,074 897,763 8800 PURCHASING 966,459 986459; 33,871 38,925 $ $ 147,975 281 33,370 161,343 1,382,224 9200 OTHER `- Non -Departmental, x, ,11;424,560 11424660; (11,480,011) $ $ 55,451 a ; TOTAL $; 302,522,826] $ 86,209,245 $ 41,383,593 $ 15,746,600 ,s 445862,264'r $ Is Is Is Is Is Is $ 445,862,264 Non -Dept. Adjustment 14,060,094. Note: This draft is preliminary and does not reflect all costs.that represent Total Cost. The City has engaged the services of David M. Griffiths and Total General Fund $;: 'e1.3116;5821920 11 Associates to develop its Indirect Cost Allocation Plan which will allocate all costs for major City operations. yrrtil to into thb �p°ubft rpt a'i~tl i connection �U o- Waiter Foema) City Cleric Appendix F Department ojManagement and Budget MIAMI: PAST AND FUTURE • The Cover • The spectacular buildings adorning Miami's skyline stand in -dramatic contrast to the Ione Tequesta Indian summoning unseen companions with a conch shell. The Tequestas were Miami's true natives, welcoming the first Spanish explorers in 1566. One hundred and fifty years later these South Florida natives were attacked and brutalized by marauding Creek Indians from the north. Those who survived were welcomed as immigrants to Cuba. Sadly, the Indians had no natural immunity to the foreign diseases they encountered; three-quarters of them died. The homesick survivors went back to South Florida, only to eventually return to Cuba as conditions worsened. By the time the Spanish left Miami in 1763, the small band of remaining Tequestas also fled to Havana. Swire Development, the company building the Tequesta Point project, commissioned Manuel Carbonell, a Cuban born artist, to construct the landmark sculpture. The statute, called the "Centinela del Rio" stands watch over modern Miami on the land inhabited by his ancestors. A special thanks to City Photographer Van Woods for his superb camera work and to the Miami Police Department's Marine Patrol for making it happen. Submitted Into the pubiic record in connection with item L.0 on Walter Foeman . City clew