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O-11970
J-00-751 99 9/11/00 ORDINANCE NO. AN ORDINANCE OF THE MIAMI CITY COMMISSION MAKING APPROPRIATIONS RELATING TO OPERATIONAL AND BUDGETARY REQUIREMENTS FOR FISCAL YEAR ENDING SEPTEMBER 30, 2001; REVISING ONGOING CAPITAL .IMPROVEMENT PROJECTS AND MAKING APPROPRIATIONS FOR NEW PROJECTS SCHEDULED TO BEGIN IN FISCAL YEAR 2000-2001; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. WHEREAS, the City Manager has prepared and submitted to the City Commission a Budget Estimate of the expenditures and revenues of all City Departments and Boards for Fiscal Year 2000- 2001, copies of such estimate having been furnished to the newspapers of the City of Miami ("City") and to the main library in the City which is open to the public; and WHEREAS, the City has provided the Financial Emergency Oversight Board with said Budget Estimate as required by the Intergovernmental Cooperation Agreement entered into with the State of Florida; and WHEREAS, Ordinance No. 11705, as amended, adopted September 28, 1998, and Ordinance No. 11839, as amended, adopted September 28, 1999, made appropriations to or revised appropriations for new and ongoing Capital Improvement Projects; and WHEREAS, it is necessary to revise previously approved Capital Improvement Projects and to appropriate funds for new 1979 Projects to be initiated during Fiscal Year 2000-2001; and WHEREAS, the General Fund Budget for Fiscal Year 2000-2001 is $316.6 million, and the total Budget for all funds is $510.5 million; and WHEREAS, the City's ad valorem millage rate has been reduced by 0.505 mills from 9.5 mills to 8.995 mills; and WHEREAS, the major source of revenue for the General Fund is derived from the category identified as "Taxes" in the amount of $136,659,983; and WHEREAS, revenue in the amount of $11.08 million is estimated to be generated by the Parking Surcharge; and WHEREAS, eighty percent (80%) or $8.87 million of the Parking Surcharge revenue will be used to provide tax relief to City.taxpayers; and WHEREAS, the remaining proceeds will be designated to build reserves, cover administrative expenses associated with the Parking Surcharge Program and support non ad valorem debt; and WHEREAS, provisions have been duly made by the City Commission for Public Hearings on the proposed.budget before the City Commission as a Committee of the Whole and Public Hearings thereon were held; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The following appropriations are made for the municipal operations of the General Fund for Fiscal Year ending September 30, 2001: Page 2 of 18 11070 t GENERALFUND Departments, Boards, and Offices: Mayor Board of Commissioners Office of the City Manager Office of Asset Management Office of City Clerk Office of Civil Service Office of Media Relations Office of Equal Opportunity/Diversity Programs Office of Hearing Boards Office of Labor Relations Office of Professional Compliance Building Conferences, Conventions and Public Facilities Finance Fire - Rescue General Services Administration Human Resources Information Technology Internal Audits and Reviews Law Management and Budget Parks and Recreation Pension Planning and Zoning Police Public Works Purchasing Real Estate & Economic Development Risk Management Solid Waste Non -Departmental Accounts (SP&A) TOTAL GENERAL FUND v Appropriations $ 687,368 926,310 1,450,397 875,341 891,805 295,593 656,429 191,474 594,695 549,968 242,502 4,362,520 4,942,932 4,809,224 46,494,865 13,384,588 2,329,474 6,630,913 716,221 4,206,454 1,699,767 9,717,444 20,022,551 1,881,650 90,789,063 9,810,943 966,459 829,587 41,340,711 18,631,941 25,693,628 $ 316,622,817 Section 2. The above appropriations for the General Fund are made based on the following sources of revenues for Fiscal Year ending September 30, 2001: Page 3 of 1811-070 7 0 GENERAL FUND Revenues Taxes $ 136,659,983 Licenses and Permits 7,943,964 Inter -governmental Revenues 32,145,541 Charges for Services 80,177,918 Fines and Forfeits 3,434,072 Miscellaneous Revenues 14,376,723 Non -revenues 10,474,417 Internal Service Funds $ 31,410,199 TOTAL GENERAL FUND $ 316,622,817 Section 3. The following appropriations are made for the municipal operations of Debt Service Funds for Fiscal Year ending September 30, 2001: DEBT SERVICE FUNDS Appropriations Special Obligation Bonds $ 23,308,473 General Obligation Bonds 18,075,120 TOTAL DEBT SERVICE FUNDS $ 41,383,593 Section 4. The above appropriations for Debt Service Funds are made based on the following sources of revenues for Fiscal Year ending September 30, 2001: DEBT SERVICE FUNDS Revenues Taxes $ 17,593,036 Inter -governmental Revenues 910,165 Miscellaneous Revenues 415,910 Non -revenues 953,865 Internal Service Funds $ 21,510,617 TOTAL DEBT SERVICE FUNDS $ 41,383,593 Section 5. The following appropriations are made for the municipal operations of Special Revenue Funds for Fiscal Year ending September 30, 2001: Page 4 of 18 7 • SPECIAL REVENUE FUNDS City Clerk Services Community Development Convention Center Economic Development and Planning Services Fire Rescue Services Health Facilities Authority Law Enforcement Trust Fund Local Option Gas Tax Neighborhood Enhancement Teams Parks and Recreation Services Police Services Public Service Taxes Stormwater Utility TOTAL SPECIAL REVENUE FUNDS • AnnrOnriations $ 146,089 51,029,688 7,434,916 13 8, 840 6,058,281 200 3,329,475 7,033,758 4,298,917 2,055,529 22,333,788 39,632,954 8,962,242 $ 152,454,677 Section 6. The above appropriations for Special Revenue Funds are made based on the following sources of revenues for Fiscal Year ending September 30, 2001: SPECIAL REVENUE FUNDS All Sources TOTAL SPECIAL REVENUE FUNDS Revenues $ 152,454,677 $ 152,454,677 Section 7. Section 6 of Ordinance No. 11705, as amended, adopted September 28, 1998, and Section 5 of Ordinance No. 11839, as amended, adopted September 28, 1999, are hereby further amended in the following particulars to revise previously approved Projects and establish new Projects to be initiated during Fiscal Year 2000-2001:1 3i Words and/or figures stricken through shall be deleted. Underscored words and/or figures shall be added. The remaining provisions are now in effect and remain unchanged. Asterisks indicate omitted and unchanged material. Page 5 of 18 aV70 The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation I. General Government 3. Citywide Facility Renovations & Restoration 311016 21. 23. 27 $3,551.8 (a)$ 532.5 - Contribution from FY 98 General Fund (b)$ 200.0 - Contribution from FY 99 General Fund (c)$ 7.0 - Miscellaneous Revenue (d)$ 9.0 - Capital Project Revolving Account $1,441.1 (e)$144-1 - Contribution from FY 2000 General Fund (f)$ 4.1 - Rouse -Miami, Inc. Contribution (g)$ 30.4 - Rouse -Miami, Inc. Contribution -Interest (h)$ '303.8 - Prior Year Fund Balance (1)$1,320.9 - Contribution from FY 2001 General Fund Heavy Equipment Replacement $1, 624.7 $il -i75.n 311702 $1,397.5 $1,000.0 s 897.5 $ 525.9 (a)$ 397.5 - Contribution from FY'98 General Fund (b)$ 500.0 - Contribution from FY'99 General Fund (c)$ 500.0 - Contribution from FY 2001 General Fund Fleet Management Building Roof Replacement 311706 $ 350.0 $ 345.0 (a)$ 125.0 - Contribution from FY'99 General Fund (b)$ 225.0 - Contribution from FY'2001 General Fund Replacement of Citywide Fleet 311850 $15,268.5 $4,999.0 $10,384.5 $ 4 , 5 6 5 . (a)$2,085.5 - Contribution from FY'98 General Fund (b)$3,637.2 - Contribution from FY'99 General Fund (c)$ 96.1 - Contribution from Special Revenue Fund/ Alternative Fuel Vehicle Grant (d)$ 94.0 - Miscellaneous Revenue (e)$ 140.0 - Capital Project Revolving Account (f)$2,251.8 - Contribution from FY 2000 General Fund (g)$ 600.0 - 1970 police G.O. Bonds (h)$1,457.5 - Impact Fees (i)$ 22.4 - Interest on Impact Fees (1)$4,884.0 - Contribution from FY 2001 General Fund Page 6 of 18 1 '97Q Page 7 of_ 18 11970 • The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY' 2001 Project Budget Appropriation Allocation 39. City Hall Improvements 311037 $ 75.0 $ 75.0 (a)$ 75.0 - Contribution from FY 2001 General Fund II. Public Safety Police 8. Headquarter Building Renovations 312025 $ 600.0 350.9 $ 460.0 $ 350.9- 50.9-(a)$ (a)$ 350.0 - Contribution from FY198 General Fund (b)$ 250.0 - Contribution from FY 2001 General Fund Fire -Rescue 3. Fire -Rescue New Apparatus Acquisition 313233 $9.208.7 � $2,550.0 $9,180.4 $8 258 —r R -o r — $2,139.8 (a)$°,o 230.^ -- Fire Assessment Fee (b)$ 28.3 - Capital Project Revolving Account 20. Fire Station and Building Renovation 313302 $3,515.2 $1,'�2 $2,853.0 81 0 $3,351.2 $ . 8 (a)$1,211.2- Fire Assessment Fee (b)$ 164.0 - 1981 Fire G.O. Bonds - 91 Sale 21. Fire Department Computers & Communications 313303 $1,795.6 $ 995.00 $1,039.0 $ 446 $1,795.6 (a)$ 995.6 - Fire Assessment Fee 22. Fire -Rescue Equipment 313304 $2,205.4 $ 570.0 n $2,205.4 $1,895.4 $11 izim (a)$1,895.4 - Fire Assessment Fee Page 7 of_ 18 11970 The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation III. Social & Economic Development Economic Development 4. Overtown Shopping Center Renovations 322059 $ 280.0 $ i6o.o (a)$ 160.0 - Community Development Block Grant -20th Year (b)$ 120.0 - Contribution from FY 2001 General Fund V. Public Facilities Stadiums Orange Bowl Stadium Ramps & Improvements 1 324002 $1,250.4 (a)$ 500.0 - Contribution from FY 98 General Fund (b)$ 125.0 - Contribution from FY 99 General Fund (c)$ 550.0 - Contribution from FY 2000 General Fund (d)$ 75.4 - Prior Year Fund Balance Auditoriums 1. Coconut Grove Convention Center 325006 $ 740.0 $ 540.0 (a)$ 500.0 - Contribution from FY'98 General Fund (b)$ 40.0 - Prior Year Fund Balance (c)$ 200.0 - Contribution from FY 2001 General Fund 2. Miami Convention Center Power Plant 325008 $ 420.0 $��n nn (a)$ 170.0 - Contribution from FY'98 General Fund (b)$ 250.0 - Contribution from FY 2001 General Fund 3. Miami Convention Center Roof Replacement 325010 $ 200.0 $ 25.9 (a)$ 25.0 - Contribution from FY'99 General Fund (b)$ 175.0.- Contribution from FY 2001 General Fund $ 78.4 $ :5 0 . �- $ 234.0 0 $ 286.0 $ i:70 . 0 $ 200.0 $ 0.0 Page 8 of 18 119 7 0 The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation Marinas Page 9 of 18 1 Dinner Key Marina Dockmaster's Office 2. 9inner Key Marina Eleet-rieal lfRpLa,_.__efftents 326004 $ $ 52.0 48. $ $ 17.0 48.4 (a)$ 40.0 - Contribution from FY 99 General Fund (b)$ 12.0 - Prior Year Fund Balance VIII. Disaster Recovery 2. Bayfront Park /Hurricane Irene MIA 26 313831 $ 9.0 $ 9.0 (a)$ 7.0 - FEMA Recovery (b)$ 1.0 - State Recovery (c)$ . 1.0 - City Recovery/Prior Year Fund Balance 3. Baywood Park Seawall /Hurricane Irene MIA 17 313832 $ 32.8 $ 32.8 (a)$ 24.6 - FEMA Recovery (b)$ 4.1 - State Recovery (c)$ 4.1 - City Recovery/Prior Year Fund Balance 4. City Hall /Hurricane Irene MIA 16 313833 $ 1.8 $ 1.8 (a)$ 1.4 - FEMA Recovery (b)$ 0.2 = State Recovery (c)$ 0.2 - City Recovery/Prior Year Fund Balance 5. Coconut Grove Convention Center Hurricane Irene MIA 2 313834 $ 16.3 $ 16.3 (a)$ 12.3 - FEMA Recovery (b)$ 2.0 - State Recovery (c)$ 2.0 - City Recovery/Prior Year Fund Balance Page 9 of 18 1 The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation 6. DDA /Hurricane Irene MIA 27 313835 $ 32.2 $ 32.2 (a)$ 24.2- FEMA Recovery (b)$ 4.0 - State Recovery (c)$ 4.0 - City Recovery/Prior Year Fund Balance 7. Dinner Key Marina /Hurricane Irene MIA 13 313836 $ 68.8 $ 68.8 (a)$ 51.6 - FEMA Recovery (b)$ 8.6 - State Recovery (c)$ 8.6 - City Recovery/Prior Year 8. Fire Stations 3,7,8,10,12 Hurricane Irene MIA 19 313837 $ 5.1 $ 5.1 (a)$ 3.9 - FEMA Recovery (b)$ 0.6 - State Recovery (c)$ 0.6 - City Recovery/Prior Year 9. Fire Station 1 /Hurricane Irene MIA 20 $ 7.3 $ 7.3 (a)$ 5.5 - FEMA Recovery (b)$ 0.9 - State Recovery (c)$ 0.9 - City Recovery/Prior Year Fund Balance 10. Fire Training Facility Hurricane Irene MIA 21 313839 $ 1.3 $ 1.3 (a)$ 0.9 - FEMA Recovery (b)$ 0.2 - State Recovery (c)$ 0.2 - City Recovery/Prior Year 11. GSA /Hurricane Irene MIA 3 313840 $ 37.5 $ 37.5 (a)$ 28.1 - FEMA Recovery (b)$ 4.7 - State Recovery (c)$ 4.7 - City Recovery/Prior Year Fund Balance 12. Hadley Park Pool /Hurricane Irene MIA 23 313841 $ 74.9 $ 74.9 (a)$ 56.1 - FEMA Recovery (b)$ 9.4 - State Recovery (c)$ 9.4 - City Recovery/Prior Year Page 10 of 18� 13. Legion Park Pier /Hurricane Irene MIA 9 313842 $ 5.0 (a)$ 3.8 - FEMA Recovery (b)$ 0.6 - State Recovery (c)$ 0.6 - City Recovery/Prior Year Fund Balance 14. Miamarina at Bayside /Hurricane Irene MIA 1 313843 $ 5.1 (a)$ 3.9 - FEMA Recovery (b)$ 0.6 - State Recovery (c)$ 0.6 - City Recovery/Prior Year 15. Miami Convention Center Hurricane Irene MIA 17 313844 (a)$ 21.6 - FEMA Recovery (b)$ 3.6 - State Recovery (c)$ 3.6 - City Recovery' /Prior Year Fund Balance 16. MRC /Hurricane Irene MIA 28-29 (a)$ 5.7 - FEMA Recovery (b)$ 1.0 - State Recovery (c)$ 1.0 - City Recovery/Prior Year Fund Balance 17. NET /Hurricane Irene MIA 8 (a)$ 1.2 - FEMA Recovery (b)$ 0.2 - State Recovery (c)$ 0.2 - City Recovery/Prior Year 18. Orange Bowl /Hurricane Irene MIA 6 313847 (a)$ 14.4 - FEMA Recovery (b)$ 2.4 - State Recovery (c)$ 2.4 - City Recovery/Prior Year Fund Balance 19. Police Station South /Hurricane Irene MIA 18 313848 (a)$ 5.6 - FEMA Recovery (b)$ 0.9 - State Recovery (c)$ 0.9 - City Recovery/Prior Year Fund Balance 20. Police Headquarters /Hurricane Irene MIA 12 313849 (a)$ 5.6 - FEMA Recovery (b)$ 0.9 - State Recovery (c)$ 0.9 - City Recovery/Prior Year $ 28.8 $ 7.7 $ 1.6 $ 19.2 $ 7.4 $ 7.4 $ 5.0 $ 5.1 $ 28.8 $ 7.7 $ 1.6 $ 19.2 $ 7.4 $ 7.4 Page 11 of 18 V U The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation 13. Legion Park Pier /Hurricane Irene MIA 9 313842 $ 5.0 (a)$ 3.8 - FEMA Recovery (b)$ 0.6 - State Recovery (c)$ 0.6 - City Recovery/Prior Year Fund Balance 14. Miamarina at Bayside /Hurricane Irene MIA 1 313843 $ 5.1 (a)$ 3.9 - FEMA Recovery (b)$ 0.6 - State Recovery (c)$ 0.6 - City Recovery/Prior Year 15. Miami Convention Center Hurricane Irene MIA 17 313844 (a)$ 21.6 - FEMA Recovery (b)$ 3.6 - State Recovery (c)$ 3.6 - City Recovery' /Prior Year Fund Balance 16. MRC /Hurricane Irene MIA 28-29 (a)$ 5.7 - FEMA Recovery (b)$ 1.0 - State Recovery (c)$ 1.0 - City Recovery/Prior Year Fund Balance 17. NET /Hurricane Irene MIA 8 (a)$ 1.2 - FEMA Recovery (b)$ 0.2 - State Recovery (c)$ 0.2 - City Recovery/Prior Year 18. Orange Bowl /Hurricane Irene MIA 6 313847 (a)$ 14.4 - FEMA Recovery (b)$ 2.4 - State Recovery (c)$ 2.4 - City Recovery/Prior Year Fund Balance 19. Police Station South /Hurricane Irene MIA 18 313848 (a)$ 5.6 - FEMA Recovery (b)$ 0.9 - State Recovery (c)$ 0.9 - City Recovery/Prior Year Fund Balance 20. Police Headquarters /Hurricane Irene MIA 12 313849 (a)$ 5.6 - FEMA Recovery (b)$ 0.9 - State Recovery (c)$ 0.9 - City Recovery/Prior Year $ 28.8 $ 7.7 $ 1.6 $ 19.2 $ 7.4 $ 7.4 $ 5.0 $ 5.1 $ 28.8 $ 7.7 $ 1.6 $ 19.2 $ 7.4 $ 7.4 Page 11 of 18 V U The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'20O1 Project Budget Appropriation Allocation 21. Police Marine Patrol /Hurricane Irene MIA 24 313850 $ 2.9 $ 2.9 (a)$ 2.1 - FEMA Recovery (b)$ 0.4 - State Recovery (c)$ 0,4 - City Recovery/Prior Year Fund Balance 22. Police Vehicles /Hurricane Irene MIA 4 313851 $ 25.9 $ 25.9 (a)$ 19.5 - FEMA Recovery (b)$ 3.2 - State Recovery (c)$ 3.2 - City Recovery/Prior Year Fund Balance 23. Senior Citizens Center /Hurricane Irene MIA 22 313852 $ 3.1 $ 3.1 (a)$ 2.3 - FEMA Recovery (b)$ 0.4 - State Recovery (c)$ 0.4 - City Recovery/Prior Year Fund Balance 24. Virrick Water Dock /Hurricane Irene MIA 14 313853 $ 2.2 $ 2.2 (a)$ 1.6 - FEMA Recovery (b)$ 0.3 - State Recovery (c)$ 0.3 - City Recovery/Prior Year Fund Balance VI. Transportation Streets 2. Citywide Street Improvements - FY'96-FY'99 341170 $2,460.8 �-075.8 $1,385.0 $ 75a.8 $2,423.4 (a)$2,038.4 - CIP Local Option Gas Tax (b)$ 25.0 - Contribution from Coconut Grove Trust Fund (c)$ 12.4 - FIND FY 1996-1997 Waterways Assistance Program VII. Physical Environment Storm Sewers 9. Belle Meade Storm Sewers -Phase II 352264 $2,050.0 $1,235.0 $2,050.0 $ice,6SO.C) $ 84.2 (a)$',`� 9.0 - Stormwater Utility Trust Fund Page 12 of 18 11970 The following appropriations in all Capital Improvement Projects are in the thousands of dollars. Total FY'2001 Project Budget Appropriation Allocation 11. National Pollutant Discharge Elimination System 352277 $2,000.0 $ 200.0 $1,600.0 (a)$1,500.0 - Stormwater Utility Trust Fund (b)$ 400.0 - 1976 & 1978 Storm Sewer G.O. Bonds 12. Roads Area Storm Sewers & Streets -Phase I 352279 (a)$ 500.0 - CIP Local Option Gas Tax $1,400.0 (b)$1,000.9 - Stormwater Utility Trust Fund 17. West End Storm Sewers -Phase II 352199 $3,000.0 (a)$1,900.9 - Stormwater Utility Trust Fund Solid Waste $1,900.0 $1,800.0 $i,500 . 0 $ 89a.4 $3,000.0 $3,000.0 $ Boo ,� 500.0 r r 7. Solid Waste Capital Improvements FY 2000 - FY 2005 353018 $3,365.2 $9 682 6 (a)$1,682.6- Contribution from FY 2000 General Fund (b)$1,682.6- Contribution from FY 2001 General Fund $1, 916. 6 $ 1, 682 G Section 8. This Ordinance is an ordinance of precedent and all other ordinances -in conflict with it are hereby held null and void insofar as 'they pertain to these appropriations; however, no provision contained in this Ordinance shall be construed to violate the Anti -Deficiency Act, as set forth in Sections 18-500 through Sections 18-503 of the Code of the City of Miami, Florida, as amended. The appropriations are the anticipated expenditure requirements for the City, but are not Page 13 of 18 T mandatory should efficient administration of City Departments and Boards or altered economic conditions indicate that a curtailment in certain expenditures is necessary or desirable for the general welfare of the City. The City Manager is hereby specifically authorized to transfer funds between accounts and withhold any of these appropriated funds from encumbrance or expenditure should such action appear advantageous to the economic and efficient operation of the City. The City Manager is hereby also authorized to transfer any excess unrestricted moneys from other funds to the General Fund provided that those are appropriated moneys which are no longer needed to implement the original purpose of the appropriation and whose expenditure is not limited to use for any other specified purpose. Section 9. All departments and the number of employees designated therein provided for in this budget either by line item or by the organizational chart are deemed approved by the City Commission. Any permanent change regarding same shall require City Commission.approval. Section 10. The City Manager is hereby authorized to administer the executive pay plan and benefit package, to disburse the funds appropriated herein for said purpose in a manner he deems appropriate. The City Manager is hereby also authorized to administer and disburse the City Commission benefit package. with. the exception of those positions in which the salary is established by City Commission action, the City Manager is hereby further authorized to establish the salaries of those employees in executive and staff positions in accordance with the Page 14 of 18 1197® executive and staff pay plan. These employees may receive any salary increases given in Section 10. Section 11. The City Manager is hereby authorized to disburse any funds that may be designated by the City Commission as cost -of -living or other pay adjustments to Civil Service, executive and staff employees as may be approved by the City Manager. Section 12. Nothing contained in this ordinance shall be construed as to prohibit or prevent the City Manager, the administrative head of the City of Miami, who is responsible for the efficient administration of all Departments, from exercising the power granted to and imposed upon him/her in the City Charter to fix, adjust, raise, or lower salaries, and to create, abolish, fill or hold vacant, temporary or permanent positions whenever it has been determined by the City Manager to be in the best interest of efficient and economical administration of the City of Miami and all its Departments. The authority contained in this Section shall also be applicable whenever the City Manager shall cause a Department to reorganize itself to perform its services more efficiently; such reorganization may include reduction of budgeted positions, reclassification of positions, and alteration of the number of budgeted positions in any given classification. Section 13. (a)(1) The transfer of funds between the detailed accounts comprising any separate amount. appropriated by the above sections hereof is hereby approved and authorized when such transfer shall have been made at the request of the City Page 15 of 18 119' f 1 e 0 0 Manager and when such transfer shall have been made of any part of an unencumbered balance of an appropriation to or for a purpose or object for which the appropriation for the herein fiscal year has proved insufficient. (2) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is hereby approved and authorized when such transfer of funds is made at the request of the City Manager and when such transfer is to be made between the detailed accounts appropriated to the same office, department, or division. (b) (1) In order to effect salary adjustments, the City Manager is hereby further authorized to make departmental and other transfers from and into the Reserve Employment -Adjustments Accounts of Special Programs and Accounts, or such other reserve accounts established therein or established by the City Manager in the General Fund, and is hereby authorized to approve transfers for any unforeseen requirements of all appropriated Funds as may be required. (2) In order to facilitate effective budgetary control and sound fiscal management,the City Manager is hereby further authorized to transfer funds from departmental budget reserve accounts to the Emergency Account of Special Programs and Accounts to other Funds, and to departmental budget reserve accounts from the Emergency Account of Special Programs and Accounts to other Funds. 1917 Page 16 of 18 (3) The Emergency Account is hereby declared to be appropriated to meet emergency expenses and is subject to expenditure by the City Manager for any emergency purpose. (c) Except as herein provided, transfers between items appropriated hereby shall be authorized by ordinance amendatory hereto, except that transfers from the Special Programs and Accounts.may be made by resolution. Section 14. (a) The City Manager is hereby authorized to invite or advertise for bids for the purchase of any material, equipment, physical improvement, or service provided by the aforementioned appropriations or which may be provided for in accordance with the authority of Section 13, for which formal bidding is required; such bids to be returnable to the City Commission or City Manager in accordance with Charter or Code provisions. (b) Further, expenditure of the herein appropriated funds is hereby authorized in the procurement of goods and services by award or contract for the same by the City Commission following the use, if applicable, of competitive negotiations unless the award of such contract by the City Manager is expressly allowed under City Code provisions. Section 15. All ordinances or parts of ordinances, insofar as they are in conflict with provisions of this Ordinance are hereby repealed. Section 16. If any section, part of section, paragraph, clause, phrase or word of this Ordinance is declared invalid, the 1 ;"70 Page 17 of 18 • • remaining provision of this Ordinance shall not be affected. Section 17. This Ordinance shall become effective thirty (30) days after final reading and adoption thereof.2' PASSED ON FIRST READING BY TITLE ONLY this 14th day of September; - ,2 0 0 0. PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this -28th day of September, 2000. zi This Ordinance shall become effective as specified herein unless vetoed by the Mayor within ten days from the date it was passed and adopted. If the Mayor vetoes this Ordinance, it shall become effective immediately upon over -ride of the veto by the City Commission or upon the effective date stated herein, whichever is later. Page 18 of 18 _ SECOND READING ORDINANCE TO: The Honorable Mayor and Members DATE :FILE : of the City Commission AUG 31 2000 SUBJECT: Appropriations Ordinance for Fiscal Year 2000-2001 FROM: C REFERENCES,: C*Managergo!e ENCLOSURES: RECOMMENDATION It is respectfully requested that the City Commission adopt the attached Ordinance establishing the proposed appropriations for the Fiscal Year ending September 30, 2001. The General Fund Budget for Fiscal Year 2001 is $316.6 million, which represents an increase of 1.1 % over the FY 2000 Amended Budget. The proposed budget for all funds totals $510.5 million (includes all required reserves). Funding for the Miami Riverside Center (MRC) Building Administration has been transferred to GSA from Asset Management. The Ordinance also includes new Capital Projects scheduled to begin during the fiscal year as well as ongoing projects being revised to reflect additional or reprogrammed funding. BACKGROUND The City continues to meet its financial obligations under the provisions of the Intergovernmental Cooperation Agreement. i Balanced budget each year • Recurring revenues meet or exceed recurring expenses 0 Reserve commitments are met Summary Comparison: FY2000Amended Budget to Proposed FY200I Budget FY 2000 FY 2001 AMENDED PROPOSED % FUND BUDGET BUDGET DIFFERENCE INCIDEC Revenue $ 313,090,791 $ 316,622,817 $ 3,532,026 1.1% General $ 313,090,791 $ 316,622,817 $ 3,532,026 1.1% Special Revenue 154,198,103 152,454,677 (1,743,426) -1.1% Debt Service 40,329,233 41,383,593 1,054,360 2.6% Trust & Agency 250,000 - (250,000) -100.0% TOTAL $ 507,868,127 $ 510,461,087 $ 2,592,960 0.5% Expenditure General $ 313,090,791 $ 316,622,817 $ 3,532,026 1.1% Special Revenue 154,198,103 152,454,677 (1,743,426) -1.1% Debt Service 40,329,233 41,383,593 1,054,360 2.6% Trust & Agency 250,000 - (250,000) -100.0% TOTAL $ 507,868,127 $ 510,461,087 $ 2,592,960 + 0.5% 1.�70, • • The FY 2001 proposed budget contemplates a revenue.estimate of $11.08 million for the parking surcharge. The proposed use of these proceeds is twofold: 1) Proceeds supplant current and future revenue, which in effect provides -tax and/or fee relief to Miami taxpayers. Accordingly, $8.87 million or 80% of the proceeds will be used to reduce property taxes. Eighty percent (80%) is the maximum amount of the proceeds that can be used for tax relief under State law. Specifically, the City proposes to use all of the $8.87 million towards the continued reduction of the ad valorem millage rate. 2) It contemplates that the remaining proceeds will be used to build reserves, cover administrative expenses associated with the parking surcharge and support non ad valorem debt. General Fund, by Major Category • The major source of revenue is from the Taxes category. Although there is an overall increase in the category compared to FY 2000, there is a slight decrease in property tax collections for FY 2001 due to the reduction in the millage rate from 9.5 to 8.095 mills. This reduction will be supplanted by parking surcharge proceeds. It is important to note that the additional Homestead Exemption for senior citizens is included in this revenue estimate. • The decrease in. Intergovernmental Revenue for FY 2001 is as a result of Police grants being budgeted in the Police Services Special Revenue Fund rather than in the General Fund. • The solid waste fee increase of $91,from from $234 to $325, is included in the Charges for Services category. This increase will help to offset the millage rate reduction. • Salary projections for FY 2001 are based on the current number of approved positions, filled and vacant. Wages were increased by 2% for cost of living and a 5% step increase effective on each employee's anniversary ydate, where aPPlic-able. Additionally, the Tier Two salary adjustments are included. Special Revenue Fund • In FY 2000, this fund was reorganized into 14 distinct funds. Each Special Revenue Fund has sources specific to the purpose for which that fund was established. These sources include subsidies from the General Fund, grants, special assessments and taxes. Debt Service Fund • For FY.2001, there is an amount of $1.4 million being used from fund balance in the Debt . Service Fund. This will help lower the millage rate for this fiscal year. Capital Improvement Projects Addressing the City's infrastructure remains a high priority.. The proposed FY 2001 budget includes new Capital Projects scheduled to begin during the fiscal year as well as ongoing projects being revised to reflect additional or reprogrammed funding. All other projects previously approved by Ordinance 11705, as amended, are not included but are still ongoing and viable. The following are highlights of FY2001 appropriations in Capital Projects: • Additional Fire Assessment Fee appropriations -of $4.2 million for improvements to Fire Department facilities, apparatus and equipment. •. Additional funding of $1.6 million for Solid Waste Department projects._ • Funding of $4.8 million for the acquisition of Police fleet vehicles. The replacement of Police take-home vehicles is required by contractual obligation. • Additional appropriations of $2.4 million from Stormwater Utility Trust Fund for improvements to the storm sewer system. • Appropriations for various facilities which incurred damages as a result of Hurricane Irene. CAG:LMH:ps A 1.19'70 _�•rrr�r �.�r it! rrr` rrq'�+w krrrw. .mmr�rra rrwwr rrrrr `.rlirM6Y�rrr `�rriyrrr rr �lrRrrrrr r.,, X11 t.srrrrrr �`t"I�Glrwrwrr `.:���rrrrrrr w��r�r aic ..rrr ��wrrrrrrrr �rr�rwrrr Nql rl:�r"i�rr Pubfic ,9 , r+"�yrwr� �yy yyr r rrr dRry� www r rri��arr +rww��rrs wyrrrrwr rrrwrwrr �oewwrwws..» r. 0ITY OF ONIAMI '60MMISSION WIFREDO (WILLY) GORT Vice -Chairman JOE SANCHEZ Commissioner JOE CAROLLO Mayor ARTHUR E. TEELE JR. Commissioner TOMAS REGALADO Commissioner JOHNNY L. WINTON Commissioner Submitt-A into the public record l Ith iVla j3 an �a8/ 2Cf /Gu 'e7 Wafter Foeman City Ciel CITY OF MIAMI -- TABLE OF ORGANIZATION FY 2000-2001 • Actmgdntenm BUDGETMESSAGE................................................................................. i READER'S GUIDE..................................................................................I CITYPROFILE......................................................................................... IV BUDGET SUMMARIES Revenue Summaries TaxableValue................................................................................................................. R-1 Millage............................................................................................................................. R-2 Tax and Fee Impact...............................................................................................R-3 Revenue Summary by Fund........................................................................................... R-4 Appropriation Summaries Appropriations by Category .............................................................................................S-1 Appropriation Comparison by Fund and Spending Agency...........................................S-2 Summary of Position Comparison..................................................................................S-4 CityWorkforce.................................................................................................................S-6 DEPARTMENTS AT A GLANCE Mayor............................................................................................. Board of Commissioners............................................................... Asset Management....................................................................... Building.......................................................................................... CityClerk....................................................................................... CityManager................................................................................. Neighborhood Enhancement Team (NET) ....................... CivilService................................................................................... Community Development.............................................................. Conferences, Conventions and Public Facilities ........................... Equal Opportunity/Diversity Programs ..................................1 .................................. 2 .................................. 3 ................................... 5 .................................. 7 •.................................9 ..................................10 ..................................12 ..................................14 ................................................. Finance:................................................................................................ Fire-Rescue.......................................................................................... General Services Administration.......................................................... HearingBoards.................................................................................... HumanResources...........................................................................7... Information Technology........................................................................ InternalAudits...................................................................................... ...........................16 ...........................18 ........................ 20 ........................... 22 ........................... 24 ........................... 26 ........................... 28 ........................... 30 ........................... 32 LaborRelations.....................................::......................:................................:................34 Law....._............................................................................................................................36 Management and Budget ............................................ ::::.............................. ..................38 MediaRelations......................:........:..........................................:...................................40 Parks and Recreation...................................................... 42 Pension............................................................................................................................ 44 Planningand Zoning.................................................:............................................-----....46 Police.................................................................................................................................48 Professional Compliance............................................................ :......... ..................50 PublicWorks...........:....................................................:.................................:.::.:;:.........52 Purchasing...........................................................:.....:...................:......:..........................54 Real Estate and Economic Development ...................................._... .............................56 RiskManagement-, .......:...................................................:............................................58 SolidWaste.....................................................................................................................60 BUDGET DETAIL BY FUND General Fund Mayor............................................................................................................_................... 62 Board of Commissioners...................................:...:.........................................................63 AssetManagement.........................................................................................................69 Building............................................................................................................................70 Administration............._............:..._...._...................._..............:...........................:.71 Inspection Services.., ..................... ..................................................................... 72 CodeAdministration.................................:................:..........................::....:.......73 CityClerk.......::..........:.........................................................:...........................................74 . CityManager..............._........................................._...........:_.........:..................................75 ........................... CivilService .......................................... .............................................76 Conferences, Conventions and Public Facilities.............::..............................................77 Coconut Grove Exhibition Center....................................::..:..............................78 MarineStadium Marina ............................................ ........................................... 79 OrangeBowl...........................................................................................: 80 Miamarina................................................. ...........:.:........._...,.............................. 81 Dinner Key Marina............................................:...........:......:...,:......:............:...82 Manuel Artime Community Center...............:.....................................................83 Equal Q Opportunity/Diversity Programs.................::...........................:....:..........:.............84 Finance.................................................. ....................................... .................................... 85 General Accounting.......................................................:....................................86 ' Treasury Management....................:......................................:...::.......:..............87 ParkingSurcharge.........................................................................:...........:........88 Fire-Rescue.....................................................:.....:.......................................................... 89 Officeof the Chief..................................:............................................................90 Emergency Response....................................:::................... ...91 ......................... . Fire Prevention Bureau. ........... ... .._.... ................................................................. 92 Trainingand Safety..............................................:...................................:..........93 Management Services.........................................:.................................:............94 SupportServices.............................................................................................'...95 General Services Administration.....................................................................................96 Office of the Director...........................................................................................97 Property Maintenance.........................................................................................98 Graphic Reproductions and Mail Room.............................................................99 Communication Services....................................................................................100 FleetMaintenance..............................................................................................101 Miami Riverside Center......................................................................................102 HearingBoards...............................................................................................................104 HumanResources..........................................................................................................105 InformationTechnology...................................................................................................106 InternalAudits.................................................................................................................107 Officeof the Director...........................................................................................108 InternalAudits.....................................................................................................109 LaborRelations...............................................................................................................110 Law..................................................................................................................................111 Management& Budget..............................................:....................................................112 MediaRelations..............................................................................................................113 Parksand Recreation......................................................................................................114 Office of the Director...........................................................................................115 ChildDay Care....................................................................................................11.6 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 Professional Compliance................................................................................................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 Property and Casualty........................................................................................140 i Solid Waste ..........:.............. ...:..141 Officeof the Director...................................:......................................................142 Sanitation Code Enforcement........................................................:...........:........143 WasteCollection....:....................................::...........................................:..........144 Non Departmental Accounts......::..........................................................:..................:.....144-A Debt Service Funds General Obligation Bond Fund Summary .......................................................:...............145 Special Obligation Bond Fund Summary ........................................................................147 Special Revenue Funds CityClerk Services..........................................................................................................148 CommunityDevelopment................................................................................................149 AdministrativeServices.......................................................................................150 Housing Conservation...................:....................................................................151 OneStop Center.................................................................................................152 ConventionCenter..........................................................................................................154 Economic Development & Planning Services................................................................155 Fire -Rescue Services......................................................................................................156 Law Enforcement Trust Fund..........................................................................................157 LocalOption Gas Tax.....................................................................................................158 Neighborhood Enhancement Team Centers..................................................................159 Parks & Recreation Services...........................................................................................160 PoliceServices.....................................:..........................................................................161 PublicService Taxes................................................:......................................................162 StormwaterUtility............................................................................................................163 Health Facilities Authority................................................................................................164 Trust and Agency Fund Elected Officials Retirement Trust....................................................:......:................:.....165 APPENDICES Appendix A: Historical Data................................................................... A-1 Appendix B: Glossary.............................................................................. B-1 Appendix C: Budget Process A Principles ............................................ C-1 Appendix D: Other City Agencies........................................................... D-1 Appendix E: Capital Improvement Program....a■..u.........o.................... E-1 Appendix F: Total Cost Estimate...uuu.uu.....................................uu.... F-1 Appendix G: Five Year Forecast and Reserve.......................................G-1 WITY 0WANAGER'S &3UDGET OWESSAGE July 11, 2000 The Honorable Mayor Joe Carollo and Members of the City Commission Dear Mayor and City Commissioners: Carlos A. Gimenez In accordance with the City Charter, I respectfully submit the Proposed Annual Budget for Fiscal Year 2001. The total for all funds is $510.5 million, virtually the same as last year. The General Fund comprises $316.6 million of this total for an increase of $10.2 million or 3.3% over the previous year's Adopted Budget. The Proposed Budget reflects the City's accomplishments in securing federal and state grants in the area of community development and law enforcement. The success story for this budget is the reduction in the ad valorem millage. The proposed ad valorem millage rate for general operating purposes is 8.995 mills and is below the roll back rate. The debt service millage rate of 1.28 is also below the rollback rate yielding a combined millage rate of 10.275. This is the lowest combined millage rate for the City of Miami in over fifty years. Finally, this budget contains no increase in the fire fee, although the residential solid waste fee will be raised to $325 which is closer to the actual cost of providing this service. As you know, we have worked hard over the past several years to restore basic quality services such as: maintaining the City's infrastructure, while being responsive to the needs of our residents and businesses. This budget continues in that regard, as it balances the desire for lower taxes and fees with the necessary resources to provide quality basic services, enhancements to the quality of life, responsiveness to the needs of our businesses and a future that is financially secure. Highlights of Fiscal Year 1999-00 At the dawn of this new century, we are forging ahead to maintain and enhance our status as a world class City. The end of 1999 brought festive millennium celebrations all over the City. The cruise ship industry christened new mega ships at the Port of Miami as new luxury hotels dotted our magnificent skyline. The Miami Heat Basketball Team entered its new home, the American Airlines Arena, while the Florida Marlins looked to make Bicentennial Park its new home. Administratively, we have positioned ourselves for these changes. The long awaited Y2K and its doomsday predictions came without a hitch due to the City's preparations. The State Financial Oversight Board and KPMG, the City's external auditing firm, praised Miami's officials for the strides made in moving the City away from the brink of bankruptcy. The City's operating reserves, now at $42 million, are at the point where the City is able to take on its most challenging issues to assure a secure financial future. The parking surcharge has made a difference for our residents by shifting some of the cost of providing essential services such as fire and police protection to commuters who live outside of the City. It is estimated that 80% of the surcharge has been paid by these individuals. As a result, for the first time in twelve years, there was a reduction in the millage rate. The decrease from 10 mills to 9.5 mills saved Miami's taxpayers $6.3 million and the mitigation of the planned Fire Fee increase saved an additional $4.2 million. Additionally, we have provided an even greater tax break, for those that qualify, to the most needy of our citizens, our seniors. Service Improvements in FY 2001 After all is said and done, a municipality's primary job is to take care of the needs of its people. I remain committed to enhancing the quality of services offered to our municipal customers— residents, business owners, commuters, and visitors alike. Some areas that this budget focuses on in the coming year include: NET (Neighborhood Enhancement Team) I have carefully listened to the concerns of residents in each NET area. This information has guided a restructuring of NET services that began in early Spring of 1999 and continues in this budget. In FY 2000, we added code enforcement inspectors and provided for neighborhood clean-ups—planting trees, demolishing unsafe structures, reducing illegal dumping, and performing aggressive code enforcement. Additionally, we have made great strides with respect to automation in the NETs. This ongoing effort and other enhancements planned for the year will continue the process of bringing City Hall closer to our businesses and residents. Parks, Recreation and Other Leisure Services Miami has some of the most beautiful public land that exists anywhere. Using funds from the Safe Neighborhood Parks Bond, we leveraged other available grant money to upgrade park facilities and grounds. As a result of the many physical improvements in our parks, I envision the development of world-class park services. My vision, which I know is shared by each of you, includes continuous and planned activities, programs and special events in all City parks. More staff is being added to our neighborhood swimming pools so they can operate longer hours and be free to City residents. Through support' from the Law Enforcement Trust Fund, staffing has been added to expand youth crime prevention programs in the parks. In FY 2000, we reopened. Virginia Key Beach for swimming and, this year, the historic portion of the beach known as the "Black Beach" will undergo a facelift and be opened for summer recreational activity. Finally, additional emphasis will be placed on the Marinas and the Orange Bowl. The Administration is committed to identifying new opportunities to stimulate creative funding to enhance our parks and other leisure facilities. Our commitment to our residents is to create family oriented parks and leisure facilities to use and enjoy. Public Safety The new budget sustains Miami's high quality police and fire -rescue services and brings these services into the new century with upgraded state-of-the-art technology and equipment. Through revenue from the fire assessment fee, new fire fighting apparatus and life-saving rescue equipment will be purchased along with an enhancement of services.. The Police Department has been extremely successful in attracting grants to support the core functions that would normally be paid for by the taxpayers. As an example, the department obtained millions of dollars from the U.S. Department of Justice to buy critical new computers and communication equipment and expand the number of police officers in the City. Each NET office houses a Police Department Resource Officer to respond quickly to illegal activities, expand neighborhood safety programs, and generally augment community policing activities in the neighborhoods. Public Works Our Public Works Department is committed to neighborhood revitalization, including everything from sidewalk repairs to resurfacing roads to landscaping and park enhancements. The Department's plans include continuing to work with Parks and Recreation so that ten new projects, which are already funded by the Safe Neighborhood Parks Bond, will be completed or be well underway in 2001 and increase support to the Building Department in responding to the tremendous increase in building activity. Through increased monitoring, residents will see an improvement in the quality of street restoration work done by utility contractors. Public Works staff will respond more quickly to residential complaints and plans are underway to measure customer satisfaction as a way to increase the quality of the services provided. Additionally, a Capital Improvement Projects Team, which will initially report directly to the City Manager, will be created with the sole responsibility of expediting the completion of capital projects. The City has been very successful in receiving capital grants and has begun to increase its investment in infrastructure. This dedication of resources will make the necessary improvements quicker and more efficiently to support the private sector investment in the community. Human Resources The key to providing superior public service rests with the skills and dedication of our employees. The Commission's support for the elimination of the "Tier Two" Wage System is expected to augment the City's recruitment effort and stem the outflow of talent caused by a non-competitive wage structure. The Human Resources Department has already begun to develop evaluation and promotional tools that tie career advancement to an employee's productivity and output as it relates, directly or indirectly, to meeting the needs of our residents. Training continues to be a focus while the skills of our employees continue to develop through these efforts. Information Technology Now that Y2K is behind us, the Information Technology Department is preparing to move the City systematically into e -Government. We have laid the basic foundation for our residents and businesses to enjoy the benefit of electronic interaction with the City. The Building Department is in the initial phase of implementing the technology that will allow inspectors the ability of interfacing with the City's mainframe from the field. Soon businesses, with appropriate security control, will have similar capabilities. This budget provides for a high level position, Web Administrator, to begin the long awaited transformation. All of the City facilities, including the NET's, are connected to the mainframe, which has dramatically facilitated internal communication. Through a contract with Arthur Andersen Consulting for the development of an information technology strategic plan, the Department can realize its vision—namely, to make the City of Miami's information and services available on a 24/7 basis. Save Our Seniors Taxes for eligible residents in the City will be reduced by $256.88 as a result of your support for the enactment of the Save Our Seniors program. This program provides an additional $25,000 homestead exemption for residents who meet the age and income requirement. Community and Economic Development Miami's skyline is filled with a myriad of construction cranes. Issuance of Major Use Special Permits has grown tremendously over the past few years. Major projects to be completed during the year include new hotels, commercial establishments and residential units. To keep up with all of these activities, this budget proposes additional staff in the Building, Public Works and Planning Departments to expedite the review and permitting process. The Community Development and Economic Development Departments are shifting their focus to the neighborhoods. The creation of urban revitalization zones, which focus on the total needs of the neighborhood including housing and economic development, will be the catalyst for resurgence in the middle class for the City. Finally, the Miami -Dade urban area received Empowerment Zone designation in December 1998. Seventy-four percent of the zone is within the City of Miami. 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 life of the designation, the City's urban area could receive as much as $97 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. li is essential that Miami takes advantage of the possibilities inherent in this program. Administrative/Legislative It is important to note that many of the enhancements outlined above were done through the redirection of savings generated from operating efficiencies and streamlining of functions. A formalized process for reviewing all City operations is underway. Another major issue is the enhancement of the Intergovernmental Relations function. One additional staff person will be added to the Office for this purpose. Additionally, the City Manager's Office will provide staff support to the Community Relations Board along with direct operating support. Policies that Guided this Budget The short-term policies used to prepare this budget document comply with the Guiding Principles in the City's. Five Year Plan. These principles include: • Ensure the highest possible level of quality service, consistent with sustained financial stability • Forego the procurement of any asset or service until the funding for such has first been identified • Prepare financially and otherwise to ensure that capacity exists to perform efficiently any new services that the City may undertake • Maintain City assets in a well -organized -and business -like fashion • Provide. City employees with the resources to perform their tasks professionally and efficiently • Establish and maintain adequate cash reserves (for contingencies, working capital and other business needs) iv Long -Term Goals The following is a brief list of Miami's long-term goals for the future: • Continue to find creative ways to relieve the tax burden on residents and business owners • Ensure that user fees reflect the true cost of providing the service • Increase homeownership in the City • Reduce long-term liabilities • Maintain adequate reserves to deal with unexpected expenses, such as natural disasters Conclusion/Acknowledgments For the first time in many years, the Administration and the City's elected body will participate in a joint visioning process. As the elected officials formulate its vision, mission and long-term goals, the staff will prepare the objectives to implement them. This process will form the basis for the establishment of benchmarking and performance measurement in the subsequent year's budget. I am looking forward to this process with great anticipation. As I conclude, I must acknowledge the entire team that worked so hard to develop this budget. This includes the efforts of our Assistant City Managers, my Chief of Staff, the Department of Management and Budget, the department directors and their respective staffs, my executive staff, and the State Financial Oversight Board for their continued commitment and guidance. It is truly a pleasure to work with these dedicated professionals. Special acknowledgment is also extended to the Miami -Dade Legislative Delegation for its support of the Parking Surcharge Program. Without it, the City's resident tax burden would have continued to be one of the highest in the state. Also, I extend gratitude to the City's four Unions for their continued cooperation and support: the International Association of Firefighters ("IAFF"), Local No. 587; Fraternal Order of Police (FOP) Local No. 20; General and Service Employees Union (AFSCME Local 1907); and the City Independent Group Union (CIGU). In closing, I would like to express my sincere gratitude for the leadership and guidance provided by you—Mayor Carollo and our City Commissioners. Respectfully submitted, AsA. ime e City Manager 01 READER'S GUIDE 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 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 * Performance Measures • Significant Accomplishments in FY 2000 Explanations of the above components are as follows: Description — A brief narrative summary of the department's major responsibilities and activities to help the reader understand the fiscal and personnel allocations presented in the budget. Organizational Chart - A chart showing the number of positions by division and/or section within each department. Total Department Cost — Shown for informational purposes, this amount represents the total proposed appropriation from all funds plus interdepartmental transfers and other costs that are recommended for appropriation to other departments. The City has retained the services of David M. Griffiths and Associates to develop an indirect cost plan. This plan will identify major City functions and allocate costs such as human resources, information technology, legal, etc. Objectives for FY 2001 — Measurable objectives the department plans to achieve that will further the department's mission. Performance Measures - This section measures output or achievements that indicate the quantity, quality or effectiveness of a particular service. Significant Accomplishments — This highlights important achievements during FY 1999- 2000 that deserve to be noted and recognized. B. Budget Detail by Fund — This section has detailed information about the recommended budgets for all departments, divisions, and other governmental units of the City. Department's Total Budget - This summary is a chart at the top of the page that provides a historical comparison of expenses by major object code categories (explained in the glossary) and the budget estimate for the year to come. The page contains two pie charts; one reflecting the proposed budget allocation by divisions for those departments that have divisions, and a second pie chart showing the budget by categories. Budget Adjustment Summary - This section explains any major increases or decreases to this department's recommended budget as well as any functional or organizational changes. Division Budget Summary - Divisional Summary pages follow Department Budget Summary pages for those departments that have more than one division. These division summaries follow a standard one-page format containing the following components: * 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, except for the Objectives and Performance Measures, is identical to those explained above for departments, except the information contained within Division Summaries applies solely to the budget, functions, and highlights of a single division within a multi -divisional department. CITY PROFILE THE CITY 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 them foreign 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. IV 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. IV 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 20-0-0. 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 (14.1 %) 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 $316,622;817 (General Fund) Expenditures Per Capita $861 POPULATION COMPOSITION 1999 Census Estimate 368,600 White, Non -Hispanic Origin 12% Black 21% Hispanic Origin 66% Other 1% HISPANIC RESIDENTS BY COUNTRY OF ORIGIN Number % Cuban. 1.39,367 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 Amen;;an, 982 0.4 Other So. American 3,930 1.8 All Other Hispanic 9.598 4.3 Total 223,964 100 V 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 Median Household Income Household Size (Persons) THE LABOR FORCE Civilian Labor Force Employed Percent Employed Percent Unemployed Employment by Occupation Occupation Executive/Mgrs. Professional & Technical Sales Adm. Support/Clerical Service Occupations Production & Repair Machine Operators Transportation & Moving Private Household Other Employment 130,250 $19,900 2.8 179,854 163,776 91% 9% % of Workers VI 8.7 11.0 11.4 14.9 24.4 12.1 9.1 4.6 1.8 2.0 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 and reductions made through a value adjustment hearing board process. The difference between the gross taxable value and those exemptions and adjustments is what is known as a municipality's taxable value. The taxable value is the true value which taxes are levied against. Within the City of Miami, the preliminary value assessment of those exemptions for 2000 equated to a little over $6.1 billion. This amount represented 30.3% of the gross taxable value of approximately $20.1 billion for that year, which translates to significant revenue loss for the City. 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 1W 1996 1997 1998 1999 2000 ❑Taxable ONo�-Taxable F r 2000 Exemptions and Other Non -Taxable Total Value = $6,107,680,662 Add'I $25K S.O.S. Institutional S25K Mom *stood 2/ 17% Other Non - - b le G men tal 56% *The assessed valuation amounts for years 1994 —1998 reflect final assessed valuations, while the assessed valuation amounts for 1999 and 2000 reflect 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 rate that 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 and debt service millage rates will fall below the rollback rates for the City. Millage Rates for the City of Miami *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 TAX AND FEE IMPACT Typical Effect on a City of Miami Resident Besides ad valorem taxes, there are two fees that affect the residents directly; those are the Fire Fee and the Solid Waste Fee. This budget does not propose an increase in the Fire Fee but it raises the Solid Waste Fee to a competitive rate of $325, which is still below the rate charged by Miami -Dade County and other major cities in. the county. The tables below depict comparisons of the Property Tax, Fire Fee and Solid Waste Fee for a resident with an average home cost of $100,000. State law limits the increase for residential property values to the lower of either inflation or a maximum of 3%. Table 1 addresses the roll back concept, which assumes property values were 2.7% less in 1999 than they were in 2000. Table 2 depicts the impact for those that qualify for the "Save Our Seniors" exemption. TABLE 1 (PROPERTY VALUES 2.7% LESS IN 1999) Tax/Fee Source FY 2000 FY 2001 Difference Property Taxes $ 788.84 $ 770.63 $ (18.21) Fire Fee 61.00 61.00 - Solid Waste Fee234.00 234.00 325.00 91.00 Total $ 1,083.84 $ 1,156.63 $ 72.79 TABLE 2 (EXEMPTION FOR "SAVE OUR SENIORS") Tax/Fee Source FY 2000 FY2001* Difference* Property Taxes $ 788.84 $ 513.75 $ (275.09) Fire Fee 61.00 61.00 - Solid Waste Fee 234.00 325.00 91.00 Total 1 $ 1,083.84 $ 899.75 $ (184.09) A? REVENUE SUMMARY BY CATEGORY GENERAL FUND 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. Miscellaneot 5° Fines and Forfeits 1% Charges for Servic 25% Internal Service Funds Non -Revenues 10% ,. 3% Adopted Amended Estimated Budget Budget Budget 1999-00 1999-00 2000-01 General Fund Taxes $ 13'6,081,039 $ 134,243,400 $ 136,659,983 Licenses and Permits 10,106,402. 7,748,315 7,943,964 Intergovernmental Revenue 37,401,430 37,401,430 32,145,541 Charges for Services 64,067,884 72,351,806 80,177,918 Fines and Forfeits 2,936,263 2,865,263 3,434,072 Miscellaneous Revenue 13,325,850 15,001,157. 14,376,723 Non -Revenues 13,966,583 13,754,057 10,474,417 Internal Service Funds 28,525,363 29,725,363 31,410,199 Grand Total $ 306,410,814 $ 313,090,791 $ 316,622,817 FY 2001 General Fund Revenue Breakdown . Miscellaneot 5° Fines and Forfeits 1% Charges for Servic 25% Internal Service Funds Non -Revenues 10% ,. 3% 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 R-5 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 Fund Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Non -Revenues Internal Service Funds Grand Total Intergovernmental F 2% Taxes 43% Adopted Amended Estimated Budget Budget Budget 1909-00 1999-00 .2000-01 $ 19,327,524 $ 19,327,524 $ 17,593,036 430,709 430,709.. 9 10, 165 - - 415,910 - - 953,865 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 2% vice Funds 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. R-7 Cruise Ships at the Port of Miami APPROPRIATION SUMMARIES 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 75% 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! Appropriations by Category for the General Fund Estimated Budget of $316,622,817 Insurance Reserves Non -Operating Personnel 75% S-1 and rots APPROPRIATION COMPARISON BY FUND AND SPENDING AGENCY GENERAL FUND Mayor Board of Commissioners Office of the City Manager Office of Asset Management Office of the City Clerk Office of Civil Service Office of Media Relations Office of Equal Opportunity/Diversity Prg. Office of the Hearing Boards Office of Labor Relations Office of Professional Compliance Building Conferences, Conventions & Public Facilities Finance Fire - Rescue General Service Administration Human Resources Information Technology Internal Audits and Reviews Law Management and Budget Parks and Recreation Pension Planning & Zoning Police Public Works Purchasing Real Estate & Economic Development Risk Management Solid Waste Non -Departmental Accounts Total General Fund DEBT SERVICE FUND Special Obligation Bonds General Obligation Bonds Total Debt Service Fund 40,329,233 $ 40,329,233 $ 41,383,593 S-2 Adopted Amended Proposed 1999-00 1999-00 2000-01 $ 546,812 $ 607,532 $ 687,368 953,126 909,656 926,310 1,492,774 1,443,683 1,450,397 2,133,631 2,156,080 875,341 1,050,570 1,050,650 891,805 275,484 275,484 295,593 363,470 335,175 656,429 212,833 194,209 . 191,474 547,134 579,510 594595 498,133 499,189 549,9.68 220,583 221,265 242,502 3,624,166 3;933,409 4,362,520 4,657,219 4,752,651 4,942,932 4,628,024 4,575,656 4,809,224 48,058,312 48,270,089 46,494,865 11,630,848 12,110,197 13,384,588 2,112,259 2,274,332 2,329,474 6,185,486 6,260,040 6,630,913 705,257 705,257 716,221 4,034,741 4,047,524 4,206,454 2,055,171 2,006,567 1,699,767 8,942,754 8,990,990 9,717,444 17,423,042 17,423,042 20,022,551 1,775,649 1,775,649 1,881,650 86,595,193 89,656,571 90,789,063 9,250,500 9,329,182 9,810,943 934,467 935,884 966,459 1,102,932 1,192,229 829,587 39,322,049 39,466,431 41,340,711 18,657,031 19,380,639 18,631,941 26,421,164 27,732,020 25,693,628 $ .306,410,814 $ 313,090,792 $ 316,622,817 22,110,349 22,110,349 23,308,473 18,218,884 18,218,884 18,075,120 40,329,233 $ 40,329,233 $ 41,383,593 S-2 APPROPRIATION COMPARISON BY FUND AND SPENDING AGENCY CONTINUED SPECIAL REVENUE FUNDS 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 Proposed 1999-00 1999-00 2000-01 $ - $ 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 22,333,788 1,883,795 - - 37,361,306 38,561,306 39,632,954 $ 162,865 - 317,700 - - - 8,962,242 8,962,242 517,335 - - 1,784,604 - - $ 122,625,163 $ 154,198,103 $ 152,454,677 OTHER 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 $ 510,170,067 $ 510,461,087 AUTHORITIES/OTHER AGENCIES Bayfront Park Management Trust $ 2,923,500 $ 2,923,500 $ 3,307,663 Community Redevelopment Agency $ 22,131,075 $ 22,131,075 $ - Department of Off -Street Parking $ 10,704,221 $ 15,785,528 $ 12,569,841 Downtown Development Authority $ 1,686,761 $ 1,686,761 $ 1,924,991 Miami Sports and Exhibition Authority $ 690,000 $ 735,000 $ 750,000 S-3 SUMMARY OF POSITION COMPARISON BY FUND S-4 Difference Difference Total Adopted Amended Between Proposed Between FTS'' Proposed Positions Positions Adopted & Positions Proposed & Temporary/ Positions GENERAI R INr) 1999-00 1999-00 Amended 2000-01 Amended Part Time 2000-01 Mayor 9 9 - 11.00 2.00 1.00 12.00 Board of Commissioners 19 19 - 20.00 1.00 2.66 22.66 City Manager 22 20 (2) 20.00 - - 20.00 Office of Asset Management 15 15 - 11.33 (3.67) - 11.33 Office of the City Clerk 11 10 (1) 10.00 - 1.00 11.00 Office of Civil Service 4 4 - 4:00 - - 4.00 Office of Equal Opportunity/Diversity Prg. 4 3 (1) 3.00 - - 3.00 Office of Hearing Boards 7 7 - 7.00 - 1.00 8.00 Office of Labor Relations 7 7 - 7.00 - 7.00 Office of Media Relations 6 6 - 5.00 (1.00) - 5.00 Office of Professional Compliance 4 4 - 4.00 - - 4.00 Building 70 83 13 83.00 - 1.00 84.00 Conference, Conv. & Public Facilities 27 27 - 30.00 3.00 '47.00 77.00 Finance 70 70 - 67.00 (3.00) 10.00 77.00 Fire Rescue- Gvilian 62 64 2 65.00 1.00 . 5.00 70.00 Fre Rescue- Svwm 583 583 583.50 0.50 583.50 Total Fire -Rescue 645 647 2 648.50 1.50 5.00 653.50 General ServicesAdministration 141 141 - 146.00 5.00 19.63 165.63 Human Resources 30 30 - 30.00 - 1.00 31.00 Information Technology 60 60 - 63.00 3.00 7.00 70.00 Internal Audits 11 11 - 11.00 - - 11.00 Law 51 51 - 51.00 - 0.88 51.88 Management & Budget 30 26 (4) 26.00 - 5.00 31.00 Nondepartmental A=wnts (NDA): Miarni Action Plan 2 2 - 2.00 - - 2.00 .. Sister Cities 2 2 - 2.00 - - . 2.00 Employee Pod 1 - (1) 1.00 1.00 - 1.00 Total NDA 5 4 (1) 5.00 1.00 - 5.00 Parks and Recreation 124 125 1 125.00 - 223.00 348.00. Planning and Zoning 31 31 - 30:34 (0.66) - 30.34 Police -Civilian 439 439 - 374:00 (65.00) 57.26 431.26 Police-Svmm 1.142 1.142' - 1.135.00 (7.00) - 1.135.00 Total Police 1.581 1.581 - 1:509.00 (72.00) 57.26 1.566.26 Public Works 99 100 1 100.00 - 12.88 112.88 . Purchasing 18 18 - 18.00 - - 18.00 Real Estate & Economic Development 8 8 - 13.33 5.33 - 13.33 Risk Management 32 32 - 32.00 - 1.00 33.00 Solid Waste `239 239 - 242.00 3.00 25.00 267.00 TOTAL GENERAL FUND 3,380 3,388 8 3,332.50 (55.50) 421.31 3,753.81 S-4 SUMMARY OF POSITION COMPARISON BY FUND CONTINUED SPECIAL REVENUE FUNDS Building (funded by CDBG) Community Development: C.D.B.G. Administration Housing Conservation One Stop Center Total CDBG CRA - SE OvertDmVPark West Tax District Distressed Neighborhoods - Swom Fre Rescue-Swm Fre Rescue -Civilian Mami Convention Center Neighborhood Enhancement Team Parks & Recreation/Disabilities Program Police - Forfeiture Fund Police - COPS More 96 Grant Real Estate (funded by CDBG) City Clerk - Lobbyists' Registration Fees City Clerk - U.S. Passport Acceptance Facility Fre - Mami Dade County EMS Grant Parks - Mani Love Project Police - COPS More 98 Grant Solid Waste - Recycling & Education TOTAL SPECIAL REVENUE FUNDS TRUST AND AGENCY FUND Police - Forfeiture Fund CAPITAL IMPROVEMENT PROGRAM FUND Fre - FEMA TOTAL CITY EMPLOYEES ' Full Time Equivalents Difference Adopted Amended Between Proposed Positions Positions Adopted & Positions 1999-00 1999-00 Amended 2000-01 Difference Total Between _ FTE' Proposed Proposed & Temporary/ Positions Amended Part Time 2000-01 M1. 44 44 - 56.00 12.00 - 56.00 44 44 - 19.00 (25.00) - 19.00 52 52 - 82.00 30.00 8.00 90.00 140 140 - 157.00 17.00 8.00 165.00 3 3 - 3.00 - 0.63 3.63 134 134 - 168.00 34.00 - 168.00 24 24 - 24.00 - - 24.00 4 6 2 6.00 - - 6.00 7 7 - 7.00 - - 7.00 73 73 - 73.00 - 40.88 113.88 5 5 - 8.00 3.00 13.08 21.08 - - - 4.00 4.00 - 4.00 - - - 3.00 3.00 - 3.00 - 2 2 2.00 - - 2.00 - - - - - 1.00 1.00 - - - - - 3.00 3.00 - - - - - 1.76 1.76 - - - - - 2.75 2.75 - - - - - 26.00 26.00 - - - - - 17.00 17.00 390 396 6 457.00 61.00 114.10 571.10 4 4 - - (4.00) - - - 2 2 2.50 0.50 3,774 3,790 16 3,792.00 2.00 535.41 4,327.41 S-5 CITY WORKFORCE WORKFORCE AT A GLANCE This Proposed Budget contemplates enhancements to the City's workforce. The total number of permanent positions is 3,792 for a net increase of 18 positions for all funds. The General Fund comprises 3,332.5 of this total, which is a reduction of 47.5 permanent positions from the prior years- adopted number. Additionally, the Summary of Position Comparison included on page S-5 includes budgeted temporary positions and the total number of positions for all funds, which is proposed at 4,327.41. This information will provide a more realistic picture of the total staffing requirements to support the City. Labor Unions There are four Labor Unions in the City: Fraternal Order of Police (FOP), American Federation of State County and Municipal Employees (AFSCME), International Association of Fire Fighters (IAFF), and City Independent Group Union (Sanitation). Labor unions represent ninety-one (91)% of the City's workforce. The composition of staff, by labor organization, is as follows: IAFF 18% Others MM 1 9% FOP 34% FSCME 33% Three of the four labor contracts, FOP, IAFF and AFSCME, will expire in FY 2001. Negotiations began in April of this year with CIGU whose contract expires in FY 2000. Calle Ocho Annual Festival DEPARTMENTS AT A GLANCE 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. FY2001 Table of Organization Permanent Full Time Positions: 13 Temporary/Permanent Part Time Positions: l FTE Total Posilions: 14 Mayor ofthe City Chief of StaffIII Budget liaison F I k Fr:, Director Fr:1 AdmindratWStal II Press Director II Spanish Media Il Intergovernmental Affairs ll Protocol Director FT:/ Fr:' Coordinator Coordinator Fr.I TenpFf:1 FfE Fr: t Fi: t Sister Cities Program' F[2 *The Sister Cities Program is budgeted in Non -Departmental Accounts TOTAL COST The total cost for the Office of the Mayor is $1,138,530. 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. 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: 2.66 FTE Total Positions: 22.66 Board of Commissioners' TOTAL COST The total cost for the Board of Commissioners is $1,560,558. 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. 2 Commissioner - District 1 Conyris loner - District 2 Comnros loner - District 3 Commissioner- District 4 Commissioner - District 5 Wifredo "Willy" Gort Johnny L. Winton Joe Sanchez Tomas Regalado Arthur E. Teele Fr. 4 FT: 4 FT. 4 FT: 4 FT. 4 Temp1PT: 0 FTE TwoPT 1.63 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 $1,560,558. 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. 2 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: 11.33 Total Positions: 11.33 Administration FT: 2.33 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 $1,775,126. 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. 3 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 • Answer all letters or send acknowledgement of. receipt within five (5) working days. Unknown 75% • 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 21 licenses, amendments, easements and other agreements affecting 'real property; presently negotiating and drafting 17 additional agreements which should be executed prior to the end of the fiscal year. 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. n 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: 83 Special Revenue Fund: 2* Temporary/Permanent Part Time Positions: 1 FTE Total Positions: 86 Office of the Director FT: 8 Inspection ServicesI I Code Enforcement FT: 64 ' FT: 13 Temp/PT: 1 FTE * 2 Positions funded at 100% by CDBG. The total cost for the Building Department is $6,259,443. 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. 1� 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. 6 DESCRIPTION The City Clerk's Office performs activities prescribed by state or local law. Responsibilities include keeping official City Commission minutes and legislation, lobbyist registrations, bid openings, dispensing public information and records, attesting to contracts, keeping meeting schedules, minutes, and attendance records for all City boards and committees, and attending bond validations. The Elections 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. FY2001 Table of Organization Permanent Full Time Positions: 10 Special Revenue Fund: 4* Temporary/Permanent Part Time Positions: 1 FTE Total Positions: 15 Administration FT: 4 Temp/PT: 1 FTE Elections Records Management Public Information Special Revenue Fund* FT: 2 FT: 2 FT: 2 FT: 0 Temp/PT: 0 FTE Temp/PT: 0 FTE Temp/PT: 0 FTE Temp/PT: 4 FTE * 1 FTE position in Lobbyist Registration and 3 FTE positions in Passport Acceptance Facility. TOTAL COST The total department cost for the Office of the City Clerk is $1,299,737. 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. 7 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 Future Estimate FY2000 FY2001 Operational Efficiency • Cost avoidance through savings in inactive storage costs and file equipment costs. $67,000 $7,700 . Mission Accomplishment • Reduce staff hours expended on advisory boards and committees. 3,702 1,000 • Reduce staff time (hours) on research requirements. 9,152 916 • Increase the cubic feet of inactive records scheduled for destruction. 1,183 cu. ft. 1,050 cu: ft. _ Customer Service • Average response reading on customer service rating survey. 3 3 Innovation and Learning • Number of days training per staff person, per year . (i.e. conferences/organizations, workshops, staff presentations — outside presenters and training institute attended). 3 6 • Number of retreats conducted. 1 2 • Dollars generated by ancillary services. $145,000 $168,000 SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Trained the records liaison for 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. 9 TOTAL COST DESCRIPTION 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: 6 The total cost for the Office of the City Manager is $3,214,072. 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. DESCRIPTION The NET program is a network of thirteen service centers located throughout the City's neighborhoods. NET coordinates and customizes municipal services to the needs of each diverse community. NET's proactive g �= 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. FY --2001 Table of Organization Permanent Full-rim73 Temporary/Permanent Part Time Positions: 40.8a FTE Total Positions: •i 13.a8 I Administration I FT: 6 Temp/PT: 2.63 FTE Upper Eastside West Little Havana FT: 5 FT: 7 Tamp/PT: 2 FTE Tamp/PT: 3 FTE TOTAL COST The total cost for the NET is $6,268,946: 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 Little Haiti Flagami FT • 4 FT: 6 Temp/PT: 2 FTE Temp/PT: 2.75 FTE Model City Coral Way FT• 4 FT- 7 Temp/PT: 3 FTE Temp/PT: 2 FTE Wynwood/ N/1- Coconut Edgewater G rove FT: 4 FT: 7 Tamp/PT: 2FTE Temp/PT: 1.50 FTE Allapattea S/W Coconut FT: 6 G rove Tamp/PT: 5 FTE FT: 5 Temp/PT: 3:50 FTE Overtown East Little Havana FT:: -4 FT• 5 Temp/PT4 FTE Tamp/PT: 7 FTE IOW n tOW n FT: 3 Temp/PT: 6.50 FTE ' TOTAL COST The total cost for the NET is $6,268,946: 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 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 decrease, by strict enforcement of the Miami City Code, the amount spent by the City of Miami from Community Development Funds for lot clearing by 10%. ❑ To conduct an average of one (1) community cleanup per month in each NET Service Area. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average number of bags of trash collected per day per worker. 18 40 • Average number of favorable decisions before the Code Enforcement Board. 75% 85% Mission Accomplishment • Increase the voluntary compliance rate with property owners. 60% 80% • Increase the number of community cleanups by 25%. 150 200 Customer Service • Increase the number of clients visiting NET Service Centers. 130,000 140,000 • Improve the customer facilities at two (2) NET Service Centers by relocating to locations with more room. 1 2 Innovation and Learning • Increase the number of training days for CE Inspectors and Administrators. 6 per year 12 per year SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Collected over $1.2 million in revenues. Sponsored over 200 community cleanups. ♦ Conducted in excess of 30,000 inspections. 11 DESCRIPTION The City Charter provides for a five -member Civil Service Board responsible for adopting, amending, and enforcing the rules and regulations governing appointment and employment of all employees in the classified service, subject to approval of the City Commission. The Chief Executive Officer for the Board is the Executive Secretary. This individual provides staff support to the Board; keeps all official records such as agendas and minutes; and furnishes information on Board actions, rules, policies and regulations to City departments, employees and other interested parties. FY2001 Table of Organization Permanent Full Time Positions: 4 Total Positions: 4 Administration ' FT: 4 . *Judicial/Legislative 5 Board Members *Board Members are shown for informational purposes only TOTAL COST The total department cost for the Civil Service Department is $520,842. 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. 12 OBJECTIVES FOR FY2001 ❑ 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 Servcce related items for the Charter Review Committee. ♦ Presented thirty-three onentation sessions to 424 new employees. ♦ Researched and drafted two rule change proposals for Civil Service Rules 8 and 15. 13 DESCRIPTION Q mrTurit y 1)2!V2Icpr1' eft �� 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 a� I partnerships with the public and private sectors, the I --J Department oversees housing, economic development, social programs,., public improvements, immigrant transition assistance, employment and training, and other community programs designed to provide low-income residents access to the economic growth and prosperity of the region. FY2001 Table of Organization Permanent full Time Positions: 157 Temporary/Permanent Part Time Positions: 8 FTE Total Positions: 165 Directors office FT; 6 Planning & Finance Grants & Contract Housing Administration Administration Administration FT: 29 FT: 21 FT: 19 TOTAL COST The total cost for Community Development is $55,646,178. Workforce Development - One Stop Center FT: 82 . Temp/PT : 8 FTE 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. 14 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. o 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. ❑ To finalize the design and coordinate the financing for the homeownership project in the Model City Revitalization District.- PERFORMANCE istrict: PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Develop Annual Action Plan 1 1 Mission Accomplishment • Negotiate and Process Subrecipient Agreements 147 150 to implement approved projects Customer Service • Provide Job Training/Placement Assistance 2,000 2,500 • Process Homeownership Opportunities 914 1,200 • Provide Quality Housing Opportunities (Non- 3,420 3,500 Homeownership) Innovation and Learning • Creation of MIS Unit 0 1 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. s Established Contract Compliance Unit and recruited staff with the capability to manage all compliance activities. ♦ Established Finance Compliance Unit and recruited staff with the capability to manage all grant related fiscal activities. ♦ Relocated 109 families from the Miami Limited II Section 8 Program to safe and sanitary living conditions. ♦ Served approximately 2,000 unemployed and underemployed residents by assisting them through assessment, job placement, job search, skill building, vocational training vouchering, and social service referral. ♦ Implemented First Time Homeowner Mortgage Assistance Program and Single Family Rehabilitation Program ($3 million provided for rehabilitation with an average cost of approximately $37,000 per rehabilitation). 15 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 Marina), 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 Positions: 30 Spedal Revenue fund. 7' Temporaf ermaneni Parl Time Positions: 47 FTE Total Poston: 84 Administration Miami Convention Center FT: 7* TempRT: 0 FTE Coconut Grove Center Manuel Mime Center Orange Bowl Stadium Dinner Key Marina Miamarina at Bayside Marine Stadium Marina FT: 5 FT. 2 FT: 7 FT: 10 FT: 5 FT:1 TempIPT: 3 Temp/PT. 3 FTE TempIPT:19.5 FTE TempRT: 5 FTE TempIPT: 7 FTE TempI11T:9.5 FTE slim Seven Positions funded in SPecial Revenue Funds. TOTAL COST The total cost for Conferences, Conventions & Public Facilities is $21,175,172 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. 16 OBJECTIVES FOR FY2001 ❑ 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 one survey per facility per year. 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. 17 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 theseboards. 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 $292,324. 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. 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 ♦ Conducted presentations to all new employees on equal employment opportunity laws and provided EEO training as requested. ♦ Coordinated the activities for the City of Miami's "Take Our Daughters to Work Day" which was attended by more than 250 school age girls in April 2000. ♦ Monitored all steps of the hiring process for Firefighter classes in FY 2000 and provided a special 3 - hour training seminar to the Firefighter classes. W 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 Treasury Management .Positions FT: 35 Positions FT: 29 Temp/PT: 3 FTE Temp/PT: 7 FTE TOTAL COST The total cost for the Finance Department is $6,407,740. 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. 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 ♦ Published and distributed the 1999 CAFR before our self-imposed and legal deadlines. ♦ Installed and implemented an investment/portfolio management system. ♦ The City's investment portfolio return surpassed the State Board Administration's standard yield by six basis points. ♦ Implemented the Parking Surcharge Program. 21 DESCRIPTION This Department's primary responsibilities are the preservation of life and property through prevention (which includes inspection of residential, industrial and commercial structures forconformance 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 Ogakation Permanent full Time Positions: 648.5 Spedai Revenue Fund: 31.76' , Temporary/Permanent Part Time Positions:.5 FTE Total Positions: 685.26 Office of the Chief 7:16.5 Temp1PT: 0 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 TempIPT: 0 FTE Temp/PT: 3 FTE Temp/PT: 2 FTE Temp/PT: 0 FTE Temp/PT: 1.76 FTE " See the Rescue Services page in the Special Revenue Fund section. TOTAL COST The total cost for the Fire -Rescue Department is $70,261,932. 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. 22 OBJECTIVES FOR FY2001 ❑ 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 Future Estimate FY2000 FY2001 Operational Efficiency • Reduce response times by decreasing apparatus down time caused by training or repairs. N/A 5% • Reduce turnaround time from request for certificate of use to inspection by directly accessing computer database. 8 days 5 days Mission Accomplishment • Reduce annual fire deaths. 4 2 • Reduce annual fire loss. N/A 10% Customer Service • Reduce ratio of emergency medical service exception reports to number of runs. N/A 5% • Reduce number of customer complaints by category. N/A 5% Innovation and Learning • Increase number of state certified paramedics. 330 355 • Complete First Responder Operations Hazardous Materials Training (IAFF/NIOS # Approved). 250 Members 350 Members SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Placed in service state-of-the-art LifePak 12 cardiac monitoring equipment for all Rescues and Squad units which will improve the survival rates of heart attack victims. ♦ Responded to 70,385 alarms. ♦ Hosted the Children's Fire Safety Festival which reached out to over 8,000 children and teachers through the Public Education Section. 23 Property Maintenance FT: 36 Ter p/PT: 4 FTE TOTAL COST DESCRIPTION General Services Administration (GSA) consists of five intra - governmental divisions that provide internal service support in the areas of fleet management, property maintenance, radio communications, graphics reproduction, and mail delivery to all City offices. Additionally, the sixth GSA division is the Miami Riverside Center. It is the City's primary administrative facility. FY2001 Table of Organization Permanent Full Time Positions: 146 Temporary/Permanent Pad Time]Full Time Positions: 19.63 FTE Total Position: 165.63 Administration FT: 6 Graphic Reproductions I Communication Services Fleet Management I Miami Riverside Center & Mail Room FT: 13 FT: 73 FT: 4 FT: 12 Temp/PT: 3 FTE FTE:12.63 The total cost for the General Services Administration of $20,271,654 has been re -allocated to other departments. 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. 24 OBJECTIVES FOR FY2001 ❑ 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 Infrastructure Establish baseline acquisition mode for comparison • Costs by Division for selected work performed Infrastructure Establish baseline acquisition mode for comparison Mission Accomplishment • Increase number of vehicles, facilities, and work Infrastructure Establish baseline orders completed per employee acquisition mode for comparison • Variable workspace for greater efficiency and CPT Fleet and CPT Fueling effectiveness. Communications Station Expansion Expansions Customer Service • Response time to work orders (emergency and Infrastructure Establish baseline non emergency) acquisition mode for comparison • Customer satisfaction surveys Completed To be completed Innovation and Learning • Number of Empioyee Recognition Programs Ongoing Continue • Evaluations done on employees and number of Ongoing Continue individually tailored training sessions conducted SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Purchased and placed into service three hundred (300) new vehicles. ♦ Implemented an 'employee based" recognition program. o Began training for the FASTER system. 25 DESCRIPTION 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 $835,152. 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 forFY2001, which primarily depicts interdepartmental charges. 26 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. 27 Classification & Pay FT: 4 Temp/PT: 0 FTE TOTAL COST 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 accordance 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 Temporary/Permanent Part Time Positions:1 FTE Total Positions: 31 Medical & Support Services F; 3 Temo!P7 0 FTE Administration FT: 3 Temp/PT: 0 FTE Employment, Selection & Records FT: 13 Temp/PT. 0 FTE The total cost for Human Resources is $3,170,856. Testing & Validation Training FT: 5 FT. 2 Temp/PT:1 FTE Temp/PT: 0 FTE 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. e 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. s 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. 29 DESCRIPTION Information Technology maintains the City's infrastructure for computer, network and. telecommunication services, that support multiple locations including City Hall, 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 Parl Time Pos6ons: 7 FTE Total Poston: 70 Administration FT: 5 Temp/PTT: 2 FTE - Systems and Programming Technical Services and Network Support Telecommunications and Cable Fr. 29 FT: 17 FT:•5 Temp/PT: 0 FTE Temp/PT: 4 FTE Templer: 0 FTE TOTAL COST The total cost for the Information Technology Department is $8,578,950. Computer Operations FT: 7 Temp/PT:1 FTE 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. 30 OBJECTIVES FOR FY2001 ❑ 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 4 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. 31 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 Internal Audit's FT: 9 TOTAL COST The total cost for the Office of Internal Audits is $1,020,703. q 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. 32 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). 33 'TOTAL COST 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 The total cost for the Office of Labor Relations is $790,387. 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. 34 OBJECTIVES FOR FY2001 ❑ 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 • Gathering contractual timeline for data, cost January - January - estimates, surveys, writing language proposals, September September and implementation Mission Accomplishment • Complete preparation for the negotiation process January - March January - March • Complete negotiation and implement negotiated September - September - contract October October Customer Service • Regularly scheduled negotiation sessions conducted April - September April - September • Number of supervisors trained during year 300 200 Innovation and Learning • Assignment of various tasks in the negotiation process to staff January - October January - October SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Reviewed job duty responsibilities of 423 employees in preparation for submitting petition before the Public Employees Relations Commission for determination of managerial/confidential status. ♦ Implemented city-wide policy to address violence in the workplace, including training of 80 executive employees. Addressed issue of potential violence by referring 5 employees to employee assistance program. e Successfully defended challenge by rival union against City Independent Group Union labor agreement ratification which if successful could have impacted $144 million savings from GATES resettlement. 35 TOTAL COST The total cost for the Law Department is $5,516,535. 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. 36 OBJECTIVES FOR FY2001 ❑ To fill vacant attorney positions currently in the table of organization. o To decrease City's exposure in the worker's compensation area. ❑ To reduce number of cases referred to outside counsel. ❑ To improve client -attorney interaction through increased client training offerings. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 Operational Efficiency • Average number of contracts per division member. 211 185 • Average number of assignments per attorney. 50 42 Mission Accomplishment • Number of open cases. 1,925 1,752 • Number of boards/committees advised. 50 49 Customer Service • Number of policies instituted to improve service. 2 3 • Response time on a request for legal opinion (days). 0 10 Innovation and Learning • Number of training hours per attorney. 32 40 • Number of attorneys certified in a practice area. 3 6 37 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: 5 FTE Total Positions: 31 Administration FT: 2 Budget Management Capital Improvement Grants Operations Research FT: 16 FT: 2 FT: 2 FT: 4 . Temp/PT. 3 FTE Temp/PT:1 FTE Temp/PT:1 FTE TOTAL COST The total cost for the Management and Budget Department is $2,379,761. 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 Total, Cost chart for FY2001, which primarily depicts interdepartmental charges. 38 OBJECTIVES FOR FY2001 ❑ 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 s 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. 39 DESCRIPTION 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 TOTAL COST. The total cost for the Office of Meda Relations is $905,676. 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 for a Total Cost chart for FY2001, which primarily depicts interdepartmental charges. 40 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 programming. 10% 15% 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 residents and stakeholders. 10% 15% Innovation and Learning • N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 o 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. o Substantially increased our volume in processing requests for information from the media and general public. o Improved the level of services provided (Media Relations, city photographer, Channel NET 9). 41 DESCRIPTION Parks and Recreation operates all City - pools and 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: 125' Special Revenue Fund: 21.08* Temporary/Permanent Part Time Positions: 223 FTE* Total Positions: 369.08 Office of the Director FT: 14 TempIPT:1 FTE Grounds Maintenance Recreation Child Day CareDisabilities Program FT: 62 - FT: 46 FT:2 FT: 9* TempIPT: 20.58 FTE* Temp/PT:198 FTE* TempIPT: 7 FTE I I Temp/PT: 9.50 FTE* " 5.58 FTE positions in the Grounds Maintenance Division, 3 FTE positions, in -the Recreation Division, 4.5 FTE positions in the Disabilities Program, and 8 Full Time positions. in the Disabilities Program are funded by various grants which are budgeted in the Special Revenue Fund. *104.4 FTEs in the Recreation Division represent 230 positions.working only 9 weeks in the summertime. Total Permanent Full Time positions do not include 18 Police Athletic League positions funded by the Police Department and working in various City of Miami Parks. TOTAL COST The total cost for Parks and Recreation is $21,153,949. This figure includes partial funding for Bayfront Park Management Trust in the amount of $985,000. 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 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 • Approximate maintenance acres $ to $ per acre* $ 1,711 $1,883 (2000 acres divided into the operations budget) Mission Accomplishment • Approximate number of recreational uses by 2,479,203 2,528,787 children and 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 the Public Swimming Beach at Virginia Key Beach for public use on a seven day per week basis. 43 DESCRIPTION The Pension Trust Fund pays the costs for the City's employee retirement --benefits. There are two .retirement- trusts, 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 trust and to assure the provision of retirement benefits to former City employees. The Boards also insure that the City's pension trust fund is actuarially sound. FY2001 Table of Organization Total Positions: 15** Pension Board Members 9 GESE Members 9 FIPO Members GESE FLPO Administration Administration FT`. 10 FT- 5 * Board members are shown for informational purposes only **These individuals are not on the City's payroll. TOTAL COST :The total cost for the Pension Department of $25,830,597 has been re -allocated to other departments. 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. 44 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. ❑ Increase the assets available to pay pension benefits. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational iciency • 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 o 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 second consecutive year. FIPO increased its assets in the Retirement Trust to $1,086,034,187 billion. o FIPO computed over 200 retirement benefit estimates and processed over 20 disability, accidental death and service retirements.. e GESE added an international money manager to increase its diversification and asset allocation. 45 Land Development FT: 7 DESCRIPTION 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: 30.34 Total Positions: 30.34. Administration FT: 4.34 2 Positions Shared at 50% 1 Position at 34%* GIS Community Planning FT: 4 FT: 5 1 Position Shared at 50%* 1 Position Shared at 50%* 3 Positions CDBG Funded * 4 Positions -are split funded with Real Estate & Economic_ Development and one with both Asset Management and Real Estate & Economic Development. TOTAL COST The total cost for the Planning & Zoning Department is $2,765,987. 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 chartfor FY2001, which primarily depicts interdepartmental charges. 46 OBJECTIVES FOR FY2001 ❑ 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. 47 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 of Organization Permanent Full Time Positions: 1,509 Special Revenue Fund: 201 Temporary/Permanent Part Time Positions: 57.26 FTE Total Positions: 1,767.26 Office of the Chief FT: 69 Temp/PT: 1 FTE Operations Administration FT: 1,278* FT: 337*** Temp/PT: 62.70" FTE Temp/PT: 19.56 FTE *168 full time positions funded by Distressed Neighborhood Grant. **26 full time equivalent positions funded by Cops More 98 Grant. ***3 and 4 full time positions funded by Cops More 96 Grant and L.E.T.F.'s Forfeiture Fund, respectively. TOTAL COST The total cost for the Police Department is $157,994,111. 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. 48 OBJECTIVES FOR FY2001 ❑ To reduce Part I crimes citywide by 5%. ❑ To reduce dispatched calls for police service by 5% (excluding self -initiated calls). E3 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 321,253 calls Customer Service • Partnerships formed with the business 840 840 community. • Number of citizens participating in various programs such as Citizens on Patrol, Police Athletic League, Citizen Police Academy, etc. 1,590 participants 1,590 participants Innovation and Learning • Number of employees trained in various areas: Problem Solving Training, Cultural Diversity, Firearms, Domestic Violence, etc. 4,105 trainees 4,105 trainees • Number of employees trained in technological advances: Automated Subpoena Entry, Automated Records Management, Case Management Systems. 1,482 trainees 1,482 trainees SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Reduced Part One crimes by 10%. ♦ 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 of ten communities to form the Safe Cities Network to reduce gun violence. 40 DESCRIPTION 50 OBJECTIVES FOR FY2001 ❑ To review a minimum of 110 police internal affairs misconduct investigations during the fiscal year. ❑ To develop and conduct a performance survey with all complainants (via telephone) at conclusion of investigative reviews. ❑ To empower staff and achieve maximum performance by providing forty hours of instruction in police practices and use of force investigations and forty hours of general/administrative in-service training (per member). ❑ To enhance police community relations and OPC outreach efforts by providing accessibility and feedback to concerned and/or aggrieved citizens, community groups and organizations. 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. 145 330 • Percent of satisfactory/above satisfactory 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. 51 DESCRIPTION Temporary/Permanent Part Time Positions:12.88 FTE Total Positions: 112.88 Administration FT: 12 Design: Construction Operations Stormwater Utility- Stomiwater Utility- FT:21 FT: 18 FT: 35 Administration Maintenance Temp/PT: 2.88 FTE Temp[PT:3 FTE Temp/PT: 6 FFE FT: q FT: 10 Temp/PT:1 FTE TOTAL COST The total cost for the Public Works Department is $28,070,133. 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 • Dollar amount construction/total work -hours expended. $40/hr $50/hr Mission Accomplishment • The dollar volume of projects designed and constructed under Public Works processes. $8 million $10 million Customer Service • Average number of days to respond to customer complaints: 1. Pot holes 7 5 2. Sanitation holes 30 25 3. Tree trimming 40-50 35-45 4. Median mowing 30-45 25-30 5. Drain cleaning 15 12 6. Swale grading 30-40 25-35 7. Sidewalks 7 5 Innovation and Learning • Average number of hours of technical training per professional employee. 8 hrs 12 hrs SIGNIFICANT ACCOMPLISHMENTS IN FY2000 o Completed the Watson Island Sanitary Sewer Project. ♦ Completed the Phase II design of Virrick Gym Restoration Project. Completed the Tower Theater Renovations. 53 Small Purchases FT: 3 TOTAL COST DESCRIPTION This Department purchases or supervises the purchase of all supplies and services needed by City departments. Purchasing sells, transfers, and disposes of surplus personal property; establishes and maintains programs for specification development, contract administration, and vendor performance; ensures compliance to promote the Minority/Women Business Enterprise Program goals of increasing the volume of City contracts with Black, Hispanic and women -owned businesses; and manages Citywide advertising. All functions are performed pursuant to state and local laws. FY2001 Table of Organization Permanent Full Time Positions: 18 Total Positions: 18 Administration FT: 5 MIWBE Program Bid/Contracts Surplus Disposal FT:1 11 FT: 8 FT:1 The total cost for the Purchasing Department is $1,382,425. 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. 54 OBJECTIVES FOR FY2001 o To investigate, create, and implement a cost efficient mechanism for the distribution of formal solicitations. ❑ To create and set up a self-monitoring system for user departments to determine their annual purchasing needs for each commodity. ❑ To revise and update Policies and Procedures for Methods of Source Selection: Competitive Sealed Bidding and Sole Source Procurements. 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 Leaming • Percent of buyers wrth 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 ♦ Broaden utility of City's web site by making formal solicitations downloadable. ♦ Executed Interlocal Agreement for State Reciprocal M/WBE Certification that will allow the City to access a greater number of minority vendors. ♦ Offered procurement training for users entitled "Welcome to Public Procurement" and "How to. Write Specifications." 55 DESCRIPTION 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: 13.33 Special Revenue Fund: 2* Total Positions: 15.33 Administration FT: 5.33 2 Positions Shared at 50%* 1 Position Shared at 33%* & 1 Position funded 50% by CDBG Economic Development Real Estate FT: 3 FT: 7 2 Positions funded 100% by CDBG* 2 Positions funded at 50%* 1 Position funded 50% by CDBG 1 Position funded 50% by CDBG *4 Positions split with Planning & Zoning and 1 with both Asset Management and Planning & Zoning TOTAL COST The total cost for the Real Estate & Economic Development Department is $1,098,633 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 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 ♦ Negotiated terms for possible expansion of Port of Miami cruise port operations to Watson Island. ♦ Initiated the process for redevelopment of the Coconut Grove Convention Center site as a unified development project. ♦ Coordinated City efforts related to the start of the Empowerment Zone initiative. 57 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 Temporary/Permanent ParfTime Positions: I FTE Total Positions: 33 Risk Management Property & Casualty Worker's Compensation Liability Safety FT 26 Temp!?T: 1 FTE I Group Insurance FT: 6 TOTAL COST The total cost for the Risk Management Department of $43,165,963 has been re -allocated to other departments. This, figure is preliminary and dies not reflect all costs that represent total cost. The City has engaged the services of David M. Gnffitns 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. 58 OBJECTIVES FOR FY2001 ❑ 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% 8% • Days used to complete the review and approval of contracts for insurance requirements. 10 days 4 days Mission Accomplishment • Percent reduction of open workers' 42% 20% compensation claims. Customer Service • Days used to turnaround time vendor payments. 2 weeks 2 weeks Innovation and Learning • Number of training classes attended per staff 4 5 member. SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Reduced open Workers' Compensation claims from 2794 to 1472 concurrently decreasing outstanding liability by approximately $6 million. ♦ 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. 59 DESCRIPTION The Solid Waste Department has three divisions and 284 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 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: 242 Temporary/Permanent Part Time Positions: 42 FTE* Total Positions: 284 Administration FT: 17 Temp/PT: 1 FTE Sanitation Code Enforcement Waste Collection 8 I F FT: 217 Temp/PT; 41 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 $32,254,344. 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. .e k OBJECTIVES FOR FY2001 ❑ 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 over 65,000 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 v Number of missed collections and route completions 14,000/585 per yr 7,000/295 per yr. o Improve fleet conditions and reduce equipment downtime and repair costs. $1,572,000 $1,372,600 Mission Accomplishment o Reduce Operational disposal cost $ 300,000 $250,000. Introduce Efficiencies in Service Delivery $500,000 $1,500,000 Customer Service a Number of Citizen Complaints. 870 500 ® Citizen Education and Enforcement 35,000 70,000 Innovation and Learning e 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. o Developed a five year management plan to continue to increase the use of new and efficient technology and equipment for solid waste collection. 61 The Miami River GENERAL FUND DEPARTMENT SUMMARY wr C3FFtCE t7F THE�IlAYC�R FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 319,491 $ 369,082 $ 522,880 $ 561,171 Operating Expense 42,833 31,650 23,932 46,361 Capital Outlay 2,362 460 - - Non -Operating - - - - TOTAL $ 364,686 $ 401,192 $ 546,812 $ 607,532 ALLOCATION BY CATEGORY Personnel 94% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $82,231 Operating Expenses ($2,395) Capital Outlay 0 Operating Expense 6% The budget is $79,836 or 13.1 % more than the FY2000 Amended Budget based on the addition of 1 temporary and 2 full time positions. This is partially offset by a $2,395 decrease in operating expenses. 62 ALLOCATION BY DIVISION Teele DEPARTMENT SUMMARY 20% 20% 41 ,11 ..... BOARD C}F CC MMISSiflNERS Regalado :_ , 20% FY1998 FY1999 FY2000 FY2000FY200i .µ:. ACTUAL ACTUAL ADOPTED AMENDED ItSTIMATEp, Personnel $ 731,445 $ 739,234 $ 867,269 $ 813,743: $ 825,994: Operating Expense 64,502 70,134 85,857 91,526 100,3 i6 Capital Outlay 1,435 3,283 - 4,387: - Non -Operating - - - - TOTAL . $ 797,382 $ 812;651 $ 953,126 $ 909,656 $ 3�1 �n9�26 -. ALLOCATION BY DIVISION Teele ' ? Sanchez 20% 20% Go rt Regalado 20% .'. 20% Winton 20% BUDGET ADJUSTMENTS SUMMARY The budget is $16,654 or 1.8% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, and one additional staff position. 63 BUDGET ADJUSTMENTS Category Change Personnel Services $3,068 Operating Expenses $1,274 Capital Outlay 0 Non -Operating 0 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 an increase in Operating Expenses of $1,274. M ..DIVISION SUMMARY. _COMMISSIONER SANCHEZ FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 191,438 $ 161,715 $ 163,450 $ 163,450 Operating Expense 7,074 11,180 17,470 17,470 Capital Outlay 698 413 - - Non -Operating - - SANCHEZ $ 199,210 $ 173,308 $ 180,920 $ 180,920 BUDGET ADJUSTMENTS Category Change Personnel Services $3,068 Operating Expenses $1,274 Capital Outlay 0 Non -Operating 0 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 an increase in Operating Expenses of $1,274. M BUDGET ADJUSTMENTS Category Change Personnel Services $1,210 Operating Expenses $2,463 Capital Outlay 0 Non -Operating 0 The budget is $3,673 or 2% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase of $2,463 in Operating Expenses. 65 DIVISION SUMMARY. _.......a Gt7MMISSIOAI_ADU a __ .. _. !%REG . FY1998 FY1999 FY2000 FY2000 "IFY200-t ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $ 126,072 $ 123,627 $ 171,236 $ 171,236 7, Operating Expense 15,077 14,435 9,684 10,353 , w 12;816 Capital Outlay - 149 - - IJ Fu' Non -Operating - - - TOTAL $ 141,149 $ 138,211 $ 180,920 $ 181,589 $ 185,262 ° .. BUDGET ADJUSTMENTS Category Change Personnel Services $1,210 Operating Expenses $2,463 Capital Outlay 0 Non -Operating 0 The budget is $3,673 or 2% more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity, as well as an increase of $2,463 in Operating Expenses. 65 BUDGET ADJUSTMENTS Category Change Personnel Services $5,793 Operating Expenses ($1,451) Capital Outlay 0 Non -Operating 0 The budget is $4,342 or 2.4% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as a decrease in Operating Expenses due to efficiencies. I.T. DIVISION SUMMARY . PPM" SSIC1NER WINTt��I ..ti .. »._. FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 142,234 $ 160,986 $ 216,163 $ 167,637 Operating Expenses 14,348 9,786 13,283 13,283 Capital Outlay - 1,901 - - Non -Operating - - - - TOTAL 7 156,582 $ 172,673 $ 229,446 $ 180,920 BUDGET ADJUSTMENTS Category Change Personnel Services $5,793 Operating Expenses ($1,451) Capital Outlay 0 Non -Operating 0 The budget is $4,342 or 2.4% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity, as well as a decrease in Operating Expenses due to efficiencies. I.T. BUDGET ADJUSTMENTS Category Change Personnel Services ($12,922) Operating Expenses $17,264 Capital Outlay 0 Non -Operating 0 The budget is $4,342 or 2.4% more than the FY2000 Amended Budget. Funds were transferred from Personnel to Operating Expenses :to fund a position which will be filled with a temporary employee from an employment agency. 67 DIVISION SUMMARY COMMISSIONER O FY1998 FY1999 FY2000 FY2000 FY244'! ACTUAL.- ACTUAL ADOPTED AMENDED EST[NIATEQ s Personnel $ 125,932 $ '143,613 $ 169,926 $ 164,926 $ '152;404 Operating Expense 8,247 14,440 10,994 15,994 Capital .Outlay - 149 - - Non -Operating - ti! TOTAL $ 134,179 $ 158,202 $ 180,920 $ 180,920 $ 185,262 BUDGET ADJUSTMENTS Category Change Personnel Services ($12,922) Operating Expenses $17,264 Capital Outlay 0 Non -Operating 0 The budget is $4,342 or 2.4% more than the FY2000 Amended Budget. Funds were transferred from Personnel to Operating Expenses :to fund a position which will be filled with a temporary employee from an employment agency. 67 I DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 145,769 $ 149,293 $ 146,494 $ 146,494 Operating Expense 19,756 20,293 34,426 34,426 Capital Outlay 737 671 - 4,387 Non -Operating - - - - TOTAL $ 166,262 $ 170,257 $ 180,920 $ 185,307 BUDGET ADJUSTMENTS Category Change Personnel Services. $15,102 Operating Expenses ($10,760) Capital Outlay ($4,387) Non -Operating 0 The budget is $45 less than the FY2000 Amended Budget. The increase in Personnel is due to the filling of a vacancy and funds from Operating were no longer needed to fund a temporary employee from an employment agency. Personnel Operating Expense Capital Outlay Non -Operating_ TOTAL FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 563,691 $ 645,005 $ 1,031,760 $ 1,031,760 ., 150,463 1,160,289 1,093,119 1,113, 379 9,689 6,847 8,752 10,941 $ 723,843 $ 1,812,141 $ 2,133,631 $ 2,156,080 ALLOCATION BY CATEGORY Personr 71% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($411,200) Operating Expenses ($858,598) Capital Outlay ($10,941) Non -Operating 0 wating cpense 29% The budget is $1,280,739 or 59.4% less than the FY2000 Amended Budget based on the transferring of the MRC Building Division to General Services Administration for FY 2001. 99 DEPARTMENT SUMMARY FY1998 FY1999 FY2000, FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,871,374 $ 3,588,516 $ 3,377,664 $ 3,655,133 Operating Expense 66,778 108,633 220,831 250,370 Capital Outlay 8,223 42,874 25,671 27,906 Non -Operating 121,013 - - - TOTAL $ 3,067,388 $ 3,740,023 $ 3,624,166 $ 3,933,409 ALLOCATION BY CATEGORY Personne 94% Operating Expense 6% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Inspectioi Services 78% Administratio n 12% The budget is $429,111 or 10.91?. more than the FY2000 Amended Budget based on the full year effect of the addition of 13 positions in the amended FY2000 budgeted and increases in cost of living, anniversary and longevity. These increases were partially offset by a decrease in Capital Outlay due to the fact that capital expenditures were not budgeted in FY2001. 70 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 ($28,398) Operating Expenses ($11244) Capital Outlay ($3,045) Non -Operating 0 The budget is $32,687 or 5.5% less than. the FY2000 Amended Budget primarily due lower average salaries. 71 DIVISION SUMMARY ADMINISTRATION FY1998 FY1999 FY2000 FY2000 �Y200a1 � gy. .ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $ 391,270 $ 658,537 $ 579,096 $ 579,096 $ _ 560ff69$ Operating Expense. 9,267 9,260 7,244 7,244 6,Ot)0"�` Capital Outlay 1,756 1,206 3,045 3,045'" Non -Operating - - - -w. TOTAL' $ 402,293 $ 669,003 $ 589,385 $ 589,385 $ 1 '556;698`:; 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 ($28,398) Operating Expenses ($11244) Capital Outlay ($3,045) Non -Operating 0 The budget is $32,687 or 5.5% less than. the FY2000 Amended Budget primarily due lower average salaries. 71 FY1998 ACTUAL DIVISION SUM FY1999 FY2000 FY2000 ACTUAL ADOPTED AMENDED Personnel $ 1,788,718 $ 2,154,450 $ 2,428,184 $ 2,705,653 Operating Expense 25,077 57,774 151,150 175,478 Capital Outlay 6,467 28,631 11,165 13,400 Non -Operating 109,553 - - - TOTAL $ 1,929,815 $ 2,240,855 $ 2,590,499 $ 2894;531°. 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 $466,848 Operating Expenses $8,436 Capital Outlay ($13,400) The budget is $461,884 or 16.0% more than the FY2000 Amended Budget due to the full year effect of the addition of 13 positions in the amended FY2000 budget and increases in cost of living, anniversary and longevity. 72 DIVISION 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 Operating Expenses $4,616 Capital Outlay' ($11,461) The budget is $86 less than the FY2000 Amended Budget. 73 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 691,386 $ 775,529 $ 370,384 $ 370,384 Operating Expense 32,434 41,599 62,437 67,648-". Capital Outlay - 13,037 11,461 11,461 Non -Operating 11,460 - - - TOTAL $ 735,280 $ 830,165 $ 444,282 $ 449,493 . 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 Operating Expenses $4,616 Capital Outlay' ($11,461) The budget is $86 less than the FY2000 Amended Budget. 73 DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 498,989 $ 574,024 $ 616,633 $ 616,633 Operating Expense 22,007 11,505 433,437 433,517 Capital Outlay - 694 500 500 Non -Operating - - - TOTAL $ 520,996 $ 586,223 $ 1,050,570 $ 1,050,650 ALLOCATION BY CATEGORY Personn 72% BUDGET ADJUSTMENTS SUMMARY Category Chan - e Personnel Services $21,425 Operating Expenses ($179,770) Capital Outlay ($500) Non -Operating 0 perating :xpense 28% The budget is $158,845 or 15.1 % 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. 74 ALLOCATION BY CATEGORY Personnel. 92% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $20,973 Operating Expenses ($7,200) Capital Outlay ($7,059) Non -Operating 0 Operating Expense 8% The budget is $6,714 or less .than 1 %' more than the FY2000 Amended Budget. Personnel Services increased $20,973 due to anniversary and cost of living increases.. This increase was partially offset by a decrease in Operating Expenses due to efficiencies and a decrease in Capital Outlay due to the fact that capital expenditures were not budgeted in FY2001. 75 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 626,217 $ 727,290. $ 1,365,485 $ 1,311,009 Operating Expense 40,447 51,702. 120,489 125,615 Capital Outlay. 8,476 7,441 6,800 7,059 Non -Operating - - - - TOTAL $ 675,140 $ 786,433 $ 1,492,774 $ 1,443,683 ALLOCATION BY CATEGORY Personnel. 92% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $20,973 Operating Expenses ($7,200) Capital Outlay ($7,059) Non -Operating 0 Operating Expense 8% The budget is $6,714 or less .than 1 %' more than the FY2000 Amended Budget. Personnel Services increased $20,973 due to anniversary and cost of living increases.. This increase was partially offset by a decrease in Operating Expenses due to efficiencies and a decrease in Capital Outlay due to the fact that capital expenditures were not budgeted in FY2001. 75 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- 5j810, - Non -Operating - - - - TOTAL $ 223,420 $ 246,372 $ 275,484 $ 275,484 ALLOCATION BY CATEGORY Personn 87% BUDGET ADJUSTMENTS SUMMARY Cateciory Change Personnel Services $24,741 Operating Expenses $1,178 Capital Outlay ($5,810) Non -Operating 0 Operating Expense 13% 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 ALLOCATION BY CATEGORY Operating Expense 51% Personnel 49% ALLOCATION BY DIVISION Dinner Keaw", Coconut Grove Marina Exhibition 22%uq� _ Center 16% Marine Stadium Manuel Artime Marina 7% 12% Miamar 11% le 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. 77 DIVISION SUMMARY ' COCONUT GROVE�EXHIBITION CE _ SER a - 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 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. Ff-1? 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 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. Ff-1? 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 Operating Expenses $11,035 Capital Outlay 0 Non -Operating ($3,248) The budget is $53,460 or 9.8% moreAhan the FY2000 Amended Budget based on the addition of 1 full time position and increases in cost of living, anniversary and longevity. 79 DIVISION SUMMARY MARINESTADIUM NA FY1998 FY1999 FY2000 FY2000 yrs, FY2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $ 136,520 $ .123 196 $ 219,340 $ 219,340 $ .265,013 Operating Expense 74,496 169,281 307,466 324,609 335,644 Capital Outlay - - - - - Non -Operating - - 3,248 3,248 TOTAL $ 211,016 $ 292,477 $ 530,054 $ 547,197 $1 X600,657: 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 Operating Expenses $11,035 Capital Outlay 0 Non -Operating ($3,248) The budget is $53,460 or 9.8% moreAhan the FY2000 Amended Budget based on the addition of 1 full time position and increases in cost of living, anniversary and longevity. 79 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 ($5,493) 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. DIVISION SUMMARY . Av RPM ! ORANGE BOYUI. FYI 998 FYI 999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel 629,827 $ 808,863 $ 691,265 $ 691,415 Operating Expense 632,770 562,289 699,424 790,218 Capital Outlay - 9,576 10,000 23,957 Non -Operating - - - - TOTAL $ 1,262,597 $ 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 ($5,493) 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. DESCRIPTION The Miamarind at Bayside offers water berthing for 130 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 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 fact that capital expenditures were not budgeted in FY2001, partially offset by decreases in Personnel Services and Operating Expenses. 81. DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 _ ACTUAL ACTUAL ADOPTED AMENDED xFY2001r^ ESTIMATED �z Personnel $ '204,550 $ 254,675 $ 351,093 $ 351,193 364,0.72 Operating Expense 126,776 107,379 164,741 165,585203685 Capital Outlay 10,306 16,898 43,645 73,114 Non -Operating - - - - TOTAL $ 341,632 $ 378,952 $ 559,479 $ 589,892 $567,7,57 , 0 DESCRIPTION The Miamarind at Bayside offers water berthing for 130 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 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 fact that capital expenditures were not budgeted in FY2001, partially offset by decreases in Personnel Services and Operating Expenses. 81. 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 Cateciory Chancre Personnel Services $26,415 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 as a result of increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses, which includes $56,565 for Dinner Key Boatyard utilities. DIVISION SUMMARY ..,.EY MMNA ,aDINNER K -....�.... v FY1998 FY1999 FY2000 FY2000 FY2U01 ACTUAL ACTUAL ADOPTED AMENDED EST'JMATED Personnel $ 489,183 $ 574,584 $ 640,711 $ 640,747 $� 667,162'- Operating Expense 298,147 357,956 434,370 362,0251 41 413;439`. Capital Outlay 8,452 8,863 10,150 10,150 Non -Operating TOTAL $ 795,782 $ 941,403 $ 1,085,231 $ 1,012,922 $ =1,,080;593;; 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 Cateciory Chancre Personnel Services $26,415 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 as a result of increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses, which includes $56,565 for Dinner Key Boatyard utilities. 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 Operating Expenses ($7,219) Capital Outlay ($7,030) Non -Operating, 0 The budget is $24,975 or 7.9% more than the FY2000 Amended Budget based on increases in Personnel Services. 83 DIVISION SUMMARY ..., .....a �.. MANUELK: ME COMMUNITY GENTER « ,. -...., . , .., . "'Al .. ..�z.. ...., . FY1998 FY1999 FY2000 FY2000 : 'F1'20Q1 F ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED°' Personnel $ 87,684 $ 96,081 $ 99,400 $ 99,400 $i '138,624. Operating Expense 161,131 117,936 214,958 211,584..204,3,65 Capital Outlay 1,818 - 2,030 77030 F Non -Operating - - - - TOTAL $ 250,633 $ 214,017 $.. 316,388 $ 318,014$ 342,989" 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 Operating Expenses ($7,219) Capital Outlay ($7,030) Non -Operating, 0 The budget is $24,975 or 7.9% more than the FY2000 Amended Budget based on increases in Personnel Services. 83 Personnel Operating Expense Capital Outlay Non -Operating TOTAL FY1998 FY1999 FY2000 'FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 126,309 $ 180,583 $ 198,133 3,947 10,444 14,700 $ 130,256 $ 191,027 $ 212,833 ALLOCATION BY CATEGORY Personnel 92% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($2,794) Operating Expenses $59 Capital Outlay 0 Non -Operating 0 Operating Expense 8% $ 179,509 14,700 $ 194,209 The budget is $2,735 or 1.4% less than the FY2000 Amended Budget due to a reduction in personnel services. _.. _ DEPARTMENT SUMMARY Expense A� 21% I=1NANGE DEPA ENT FY1998 FY1999 FY2000 FY2000 MNY209 Professional ACTUAL. ACTUAL ADOPTED AMENDED ESTIMOEU' 10% Personnel TV - Personnel $ 2,308,135 $ 3,049,050 $ 3,484,784 $ 3,409,784$ 3,542;072: Operating Expense 516,617 619,712 .1,143,240 1,114,335 ,267'J52. Capital Outlay - 44,963 - 51,537 Non -Operating 16,841 5,479 - TOTAL $ 2,841,593 $ 3,719,204 $ 4,628,024 $ 4,575,656 $4;809,224`' ALLOCATION BY CATEGORY Operating Expense 21% Professional Services -Other _ 10% Personnel 62% Professional l Services- - _ Accounting 7% ALLOCATION BY DIVISION Accounting 54% Parking Garage Surcharge 12% Treasury Management 34% BUDGET ADJUSTMENTS SUMMARY 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. The budget for Finance 'reflects a reduction in 3 permanent postaons from the amended FY2000 budget. 85 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,363,070 $ 1,631,131 $ 2,066,269 $ 2,025,661 Operating Expense 324,466 422,795 474,690 479,657 Capital Outlay - 41,400 - 21,419 Non -Operating 16,841 5,479 - - TOTAL $ 1,704,377 $ 2,100,805 $ 2,540,959 $ 2,526,737 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 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. This increase was partially offset by a reduction in Capital Outlay, which was not budgeted in FY 2001. DIVISION_ SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 945,065 $ 1,417,919 $ 1,418,515 1,384,123 Operating Expense 192,151 196,917 229,550 195,678 Capital Outlay - 3,563 - 30,118 Non -Operating - - - - TOTAL $ 1,137,216 $ 1;618,399 $ 1,648,065 $ 1,609,919 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 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 an increase in cost of living, anniversary and longevity, tier 2 salary adjustments, and operating expenditures because of fluctuations in postal expenditures. These increases were partially offset by a decrease in capital expenditures, which were not budgeted in FY2001. M v R' FY2000 F` AMENDED ;,ESTI - Operating Expense - - 439,000 439,000 Capital Outlay - - - - Non -Operating - - - - TOTAL $ - $ - $ 439,000 $ 439,000 DESCRIPTION This division is responsible for the administration of the Parking Surcharge. BUDGET ADJUSTMENTS Category Change Personnel Services 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 (FY 2001 Revenues $11,082,500). :: ALLOCATION BY CATEGORY Other Personnel 90% Operating Expense 6% Overtime 4% BUDGET ADJUSTMENTS SUMMARY ALLOCATION,DIVISION DEPARTMENT SUMMARY x Prevention Response fBureau ftR iii ate. Training & Safety FY1998 FY1999 FY2000 FY2000 'OY2661 Office ACTUAL ACTUAL ADOPTED AMENDED ESTIMA?ED1 i E { Personnel $38,855,155 $41,690,949 $44,838,051 $44,883,879 $A3604,5TI-` Operating Expense 1,929,646 2,256,262 3,039,485 3,167,028 2$9ti,294 Capital Outlay 139,064 105,832 180,776 219,182 Non -Operating _ - 26 TOTAL $40,923,865 $44,053,069 $48,058,312 $48,270,089 x.,$46,494;865 ALLOCATION BY CATEGORY Other Personnel 90% Operating Expense 6% Overtime 4% BUDGET ADJUSTMENTS SUMMARY ALLOCATION,DIVISION Fire x Prevention Response fBureau iii ate. Training & Safety - Office Support Chief Services The budget is $1,775,224 or 3.7% less than the FY2000 Amended Budget because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 89 Personnel Operating Expense Capital Outlay Non -Operating TOTAL 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 Change Personnel Services $137,773 Operating Expenses $ 14,556 6� Capital Outlay 0 Non -Operating 0 The budget is $152,329 or 14.3% more than the FY2000 Amended Budget primarily due to the increase in Personnel Services and office supplies. .E DIVISION SUMMARY CtEFICEOF�THE CHIEF: � � '', � FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 687,975 $ 817,576 $ 999,786 $ 1,000,986 49,105 72,135 53,000 65,000 $ 1,052,786 $ 1,065,986 $ 889,711 $ 737,080 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 Change Personnel Services $137,773 Operating Expenses $ 14,556 6� Capital Outlay 0 Non -Operating 0 The budget is $152,329 or 14.3% more than the FY2000 Amended Budget primarily due to the increase in Personnel Services and office supplies. .E 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, firefighters/paramedics provide emergency medical services to victims of fires, accidents, and sudden illnesses. The firefighters/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) Operating Expenses ($133,602) Capital Outlay ($78,904) Non -Operating 0 The budget is $1,752,565 or 4.3% less than the FY2000 Amended Budget because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Out4ay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. DIVISION SUMMARY AM EMERGENCY RESPQNSE FY1998 FY1999 FY2000 FY2000 FY 20 ACTUAL., ACTUAL ADOPTED AMENDED ESTIMA 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 $65 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, firefighters/paramedics provide emergency medical services to victims of fires, accidents, and sudden illnesses. The firefighters/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) Operating Expenses ($133,602) Capital Outlay ($78,904) Non -Operating 0 The budget is $1,752,565 or 4.3% less than the FY2000 Amended Budget because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Out4ay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION FY1998 ACTUAL $ 1,816,031 3,789 2,579 DIVISION SUMMARY FY1999 ACTUAL $ 1,060,057 7,924 FY2000 ADOPTED $ 1,637,359 3,393 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 ($73,235) Operating Expenses ($431) Capital Outlay ($3,443) Non -Operating 0 The budget is $77,109 or 4.4% less than the FY2000 Amended Budget because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 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 Operating Expenses ($7,844) Capital Outlay ($7;363) Non -Operating 0 The budget is $5,238 or .82% less than the FY2000 Amended because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 93 DIVISION SUMMARY 211 �E,'iRAINING ANDSAFETY y FY1998 FY1999 FY2000 FY2000 FY20011`;9' .ACTUAL ACTUAL ADOPTED AMENDED ES1`IMATED Personnel $ 494,325 $ 536,823 $ 479,716 $ 482,305 $x.492,274 Operating Expense 60,419, 80,437 153,736 .151,215 143,3?1 Capital Outlay 5,919 2,305 7,363 7,363. _ 6 Non -Operating - 26 - - TOTAL $ 560,663 $ 619,591 $ 640,815 $ 640,883 $ 635,.W" 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 Operating Expenses ($7,844) Capital Outlay ($7;363) Non -Operating 0 The budget is $5,238 or .82% less than the FY2000 Amended because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 93 . DIVISION 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 Chancie Personnel Services $135,679 Operating Expenses ($85,849) Capital Outlay ($94,172) Non -Operating 0 The budget is $44,342 or 1.86/o less than the FY2000 Amended Budget because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 94 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 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 because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 95 DIVISION SUMMARY W 'SSU SER1/LCES: " .. P ..41� FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED .: h Personnel $ 1,150,814 $ 1,295,615 $ 1,379,959 $ 1,404,959$ 9,455,524;'; Operating Expense 471,294 439,989 512,981 554,269 : X490 705 Capital Outlay 23,786 6,597 18,344 35,300 �s Non -Operating - - - - w„ TOTAL $ 1,645,894 $ 1,742,201 $ 1,911,284 $ 1,994,528 $ 1,946;229 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 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 because severance pay was not budgeted in this department for FY2001 and due to decreased Operating Expenses and Capital Outlay, which was also not budgeted for FY2001. These decreases were partially offset by increased salaries resulting from cost of living, merit and longevity increases. 95 DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 4,929,609 $ 5,809,753 $ 5,989,921 $ 5,991,455 Operating Expense 6,423,306 5,801,421 5,470,757 5,923,690 . Capital Outlay 42,552 108,751 170,170 195,052 Non -Operating (810) - - - TOTAL $11,394,657 $11,719,925 $11,630,848 $12,110,197 ALLOCATION BY CATEGORY Other Operatinc Expense 37% Utilit Servic Electri 3% I Motor Fuel 9% Personnel 51% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Commun. Reproduction Services & Mailroom 6% 5% Miami tiverside Center 9% Office of the Director 4% roperty ntenance 15% The budget is $1,274,391 or 10.52% more than the FY2000 Amended Budget based on the addition of the Miami Riverside Center. wn;ch was previously under Asset Management. The budget for GSA reflects the addition of five (5) permanem pos:1nons. Note: For FY 2001, the Custodial Maintenance Division has been abolished and its expenses have been transferred to the respective departments to manage their own custodial maintenance contracts. As a result, the sum of the individual departments, excluding MRC, does not agree to the department total by $55,825 and $56,434, respectively, for the FY2000 Adopted and FY2000 Amended budgets. M. DIVISION SUMMARY ' 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, asset inventories, permits, and other legal requirements for all GSA divisions. BUDGET ADJUSTMENTS Category Change Personnel Services $118,839 Operating Expenses $23,829 Capital Outlay ($35,435) Non -Operating 0 The budget is $107,233 or 23.8% more than the FY2000 Amended Budget based on the transfer of two positions from Fleet Division and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from the consolidation of advertising, training, books, publications and memberships for the department into the Director's Office. 2' 97 FYI 998 FYI 999 FY2000 FY2000 IFY2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED" Personnel $ 379,277 $ 395,324 $ 350,393 $ 350,393 Operating Expense 18,695 14,544 39,823 64,841 $8,670 Capital Outlay 5,909 7,963 18,527 35,435 Non -Operating - - - - TOTAL $ 403,881 $ 417,831 $ 408,743 $ 450,669 $;: 557;902; 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, asset inventories, permits, and other legal requirements for all GSA divisions. BUDGET ADJUSTMENTS Category Change Personnel Services $118,839 Operating Expenses $23,829 Capital Outlay ($35,435) Non -Operating 0 The budget is $107,233 or 23.8% more than the FY2000 Amended Budget based on the transfer of two positions from Fleet Division and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses resulting from the consolidation of advertising, training, books, publications and memberships for the department into the Director's Office. 2' 97 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 1,036,664 $ 1,286,058 $ 1,485,065 $ 1,485,065 Operating Expense 322,435 387,394 394,147 490,699 Capital Outlay - 3,761 1,000 Non -Operating TOTAL $ 1,359,099 $ 1,677,213 $ 1,879,212 $ 1,976,764 DESCRIPTION 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 Operating Expenses $27,730 Capital Outlay ($1,000) Non -Operating 0 The budget is $48,790 or 2.5% 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 the reallocation of City Hall from the Department of Conferences, Conventions & Public Facilities. DESCRIPTION Graphic Reproductions and Mailroom 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 Change Personnel Services $4,523 Operating Expenses $27,497' Capital Outlay ($37,178) Non -Operating 0 The budget is $5,158 or 0-7 ,. less than the FY2000 Amended Budget primarily due to the decrease in Capital Outlay. Capital expenditures were not budgeted in FY2001. we DIVISION SUMMARY " � GRAPHIC�REPRODUCTIOFVxAND MAIi.RC1G?M � � � � FY1998 FY1999 FY2000 FY2000 F"Y200�1 " ACTUAL ACTUAL ADOPTED .AMENDED ESTIMATED: Personnel $ - 356,054 $ 419,212 $ 444,919 $ 444,919 $ :449,442 Operating Expense 214,921 224,509. 242,117 247,377 274,874 Capital Outlay 15,468 15,774 29,798 37,178 Non -Operating TOTAL $ 586,443 $ 659,495 $ 716,834 $ 729,474 $ 724,316 DESCRIPTION Graphic Reproductions and Mailroom 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 Change Personnel Services $4,523 Operating Expenses $27,497' Capital Outlay ($37,178) Non -Operating 0 The budget is $5,158 or 0-7 ,. less than the FY2000 Amended Budget primarily due to the decrease in Capital Outlay. Capital expenditures were not budgeted in FY2001. we DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 451,362 $ 535,622 $ 614,726 $ 615,142 Operating Expense 125,964 195,139 157,763 173,466 Capital Outlay 4,480 46,245 62,285 62,285 Non -Operating - - - - TOTAL $ 581,806 $ 777,006 $ 834,774 $ 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 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 primarily due to the decrease in Capital Outlay. Capital expenditures were not budgeted in FY2001. 100 DIVISION SUMMARY 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 vehicles 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 Change Personnel Services $178,508 Operating Expenses ($87,605) Capital Outlay ($59,154) Non -Operating 0 The budget is $31,749 or 0.4% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. These increases were partially offset by a decrease in Operating Expenses resulting from efficiencies, and a reduction in Capital Outlay. Capital expenditures were not budgeted in FY2001. 101 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,636,012 $ 3,069,799 $ 3,094,818 $ 3,095,936 Operati ng. Expense 4,816,893 3,881,416 4,581,082 4,890,873 Capital Outlay 16,695 35,008 59,560 59,154 Non -Operating (810) - - - TOTAL $ 7,468,790 $ 6,986,223' $ 7,735,460 $ 8,045,963 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 vehicles 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 Change Personnel Services $178,508 Operating Expenses ($87,605) Capital Outlay ($59,154) Non -Operating 0 The budget is $31,749 or 0.4% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. These increases were partially offset by a decrease in Operating Expenses resulting from efficiencies, and a reduction in Capital Outlay. Capital expenditures were not budgeted in FY2001. 101 Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 70,240 $ 103,738 $ 361,710 $ 361,710 887,052 1,033,813 793,108 798,451 1,000 $ 957,292 $ 1,137,551 $ 1,154,818 $ 1,161,161 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 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. This resulted from a combination of the addition of one temporary position for MRC Security and Custodial personnel, and increases in cost of living, anniversary and longevity, partially offset by a decrease in Operating Expenses resulting from the elimination of security and custodial contracts. 102 (Page Intentionally. Left Blank) 103 DEPARTMENT SUMMARY Personnel 61% ALLOCATION BY CATEGORY BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $44,303 Operating Expenses ($29,118) Capital Outlay 0 Non -Operating 0 ivertising 22% Other Operating Expenses 17% The budget is $15,185 or 2.62% more than theaFY2000 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 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 BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $44,303 Operating Expenses ($29,118) Capital Outlay 0 Non -Operating 0 ivertising 22% Other Operating Expenses 17% The budget is $15,185 or 2.62% more than theaFY2000 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 i ravel Her Diem - Training 13% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services. $12,572 Operating Expenses $47,086 Capital Outlay ($4,516) Non -Operating 0 The budget is $55,142 or 2.4% more than.the FY200QAmended 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. 105 DEPARTMENT SUMMARY �;, HUMAN"tESOL1RCES .. FY1998 FY1999 FY2000 �FY2000 FY20013 ACTUAL ACTUAL ADOPTED AMENDED 3ESTIMATED" E Personnel $ 1,097,133 $ 1,358,359 $ 1,546,091 $ 1,546,091 $ 1,558,663 Operating Expense 63,068: 110,305. 566,168 $ 723,725 Q 770,81 f Capital Outlay - 7,620 - $ 4,516 Non -Operating - - - -: TOTAL $ 11160,201 $ 1,476,284 $ 2,112,259 $ 2,274,332 $<.°2,329;474 "I i ravel Her Diem - Training 13% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services. $12,572 Operating Expenses $47,086 Capital Outlay ($4,516) Non -Operating 0 The budget is $55,142 or 2.4% more than.the FY200QAmended 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. 105 ALLOCATION BY CATEGORY Personnel 59% BUDGET ADJUSTMENTS SUMMARY Category Chance Personnel Services $260,558 Operating Expenses $303,634 Capital Outlay ($193,319) Non -Operating 0 Operating Expenses 17% ommunications 24% The budget is $370,873 or 5.9% more than the FY2000 Amended Budget based on the addition of three (3) positions, .salary increases for cost of living, anniversary and longevity, as well as increased Operating Expenses resulting from contractual services, primarily the Andersen Consulting Long-term IT Strategic Plan project. 106 DEPARTMENT SUMMARY '' #NFaRMA1tN ?ECHNf7LOGY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,402,453 $ 2,932,721 $ 3,654,325 $ 3,654,325 Operating Expense 2,258,104 2,127,070 2,389,046 2,412,396 Capital Outlay 29,375 238,836 142,115 193,319 Non -Operating 115,226 - - - TOTAL $ 4,805,158 $ 5,298,627 $ 6,185,486 $ 6,260,040 ALLOCATION BY CATEGORY Personnel 59% BUDGET ADJUSTMENTS SUMMARY Category Chance Personnel Services $260,558 Operating Expenses $303,634 Capital Outlay ($193,319) Non -Operating 0 Operating Expenses 17% ommunications 24% The budget is $370,873 or 5.9% more than the FY2000 Amended Budget based on the addition of three (3) positions, .salary increases for cost of living, anniversary and longevity, as well as increased Operating Expenses resulting from contractual services, primarily the Andersen Consulting Long-term IT Strategic Plan project. 106 96% 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. 107 DEPARTMENT SUMMARY INTERNAL AUDiTS�, FY1998 .. FY1999 FY2000 FY2000 FY2001r ACTUAL ACTUAL ADOPTED AMENDED : ES1`iMATEDF Personnel $ 504,540 $ 553,619 $ 660,468 $ 660,468 $ 69Q,492 Operating Expense 5,643 9,907 35,569 37,678 25;729 , Capital Outlay - - 9,220 7,111 Non -Operating - - - - TOTAL $ 510,183 $ 563,526 $ 705,257 $ 705,257 $ , ,716,221!' 96% 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. 107 DIVISION 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) Operating Expenses ($535) Capital Outlay ($1,000) Non -Operating 0 The budget is $17,704 or 111.5-1c less than the FY2000 Amended Budget based on lower average salaries in FY2001. 1: FY1998 FY1999 FY2000 : -" FY2000 ., ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 42,471 $ 91,282 $ 149,948 $ 149,948 Operating Expense 335 1,529 3,351 3,352 - Capital Outlay 1,000 1,000 Non -Operating TOTAL $ 42,806 $ 92,811 $ 154,299 $ 154,300 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) Operating Expenses ($535) Capital Outlay ($1,000) Non -Operating 0 The budget is $17,704 or 111.5-1c less than the FY2000 Amended Budget based on lower average salaries in FY2001. 1: DESCRIPTION The Internal . Audit Division conducts various types of audits in conformity with Government 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 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, partially offset by decreases in operating and capital expenses. 109 DIVISION SUMMARY • '.....� ., 'INTERNAL. ,• ',..4 ,.., :> .a', .. .., ri ,,�.:, FY1998 ,.E••AUDITS ,. .-,.., FY1999' FY2000 .,,- .. FY2000FY2009 ACTUAL ACTUAL ADOPTED AMENDED ESi'ItVIATEO : ?, Personnel $ 462,069 $ 462,337 $ 510,520 $ -5101520 $ 556,TI3,: ; Operating Expense 5,308 8,378 32,218 34,326 22;9'12 Capital Outlay - - 8,220 6,111 ; Non -Operating - - - - TOTAL $ 467,377 $ 470,715 $ 550,958 $ 550,957 $ 579,626' DESCRIPTION The Internal . Audit Division conducts various types of audits in conformity with Government 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 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, partially offset by decreases in operating and capital expenses. 109 ALLOCATION BY CATEGORY Personnel 92% Operating Expense 8% BUDGET ADJUSTMENTS SUMMARY Cate iory Change Personnel Services $57,705 Operating Expenses ($5,540) Capital Outlay ($1,386) Non -Operating 0 The budget is $50,779 or 10.2% more than the FY2000 Amended Budget based on cost of living, anniversary and longevity increases, FY2000 budget errors, which resulted in the underforecasting of Personnel services, and staff promotions. 110 DEPARTMENT SUMMARY t:ABfyR REI.ATIQNSk .F ... FY1998 FY1999 FY2000 FY2000 1111, `,kFY2001 ACTUAL ACTUAL ADOPTED AMENDEDESTIMATED Z . Personnel $ 408,445 $ 438,747 $ 447,503 $ 447,503 $ 505,2083 Operating Expense 14,813 23,518 49,244 50,300 44,760 Capital Outlay 1,637 - 1,386 1,386' Non -Operating TOTAL $ 424,895 $ 462,265 $ 498,133 . „. " $" 499 189 "� $ 549,968 ALLOCATION BY CATEGORY Personnel 92% Operating Expense 8% BUDGET ADJUSTMENTS SUMMARY Cate iory Change Personnel Services $57,705 Operating Expenses ($5,540) Capital Outlay ($1,386) Non -Operating 0 The budget is $50,779 or 10.2% more than the FY2000 Amended Budget based on cost of living, anniversary and longevity increases, FY2000 budget errors, which resulted in the underforecasting of Personnel services, and staff promotions. 110 Operating WL Expense 21% BUDGET ADJUSTMENTS SUMMARY Catenory Chanae- Personnel Services $155,559 Operating Expenses $20,155 Capital Outlay ($16,784) Non -Operating 0 The budget is $158,930 or 3.9% more than the FY2000 Amended. Budget primarily due to salary increases related to anniversary and longevity. 111 DEPARTMENT SUMMARY W W� FY1998 FY1999 FY2000 FY2000 vY2Qt?1a, ACTUAL ACTUAL ADOPTED AMENDED "ESTIMATED, Personnel $ 2,321,172 $ 2,795,479 $ 3,143,122 $ 3,143,122 Operating Expense 156,362 184,797 886,544 887,618 907,713 Capital Outlay 3,937 10,667 5,075 16,784 �. Non -Operating r TOTAL $ 2,481,471 $ 2,990,943 $ 4,034,741 $ 4,047,524 $ 4,206,454; Operating WL Expense 21% BUDGET ADJUSTMENTS SUMMARY Catenory Chanae- Personnel Services $155,559 Operating Expenses $20,155 Capital Outlay ($16,784) Non -Operating 0 The budget is $158,930 or 3.9% more than the FY2000 Amended. Budget primarily due to salary increases related to anniversary and longevity. 111 Personnel Operating Expense Capital Outlay Non -Operating TOTAL $ 1,242,490 $ 1,347,720 $ 2,055,171 $ 2,006,567 ALLOCATION BY CATEGORY Personnel 93% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($336,722) Operating Expenses $29,922 Capital Outlay 0 Non -Operating 0 Operating Expense 7% The budget is $306,800 or 15.3% less than the FY2000 Amended Budget based on the full year effect of the elimination of 4 permanent positions in the FY2000 amended budget, budget errors partially offset by an increase in operating expenses for a cost allocation study. 112 DEPARTMENT SUMMARY MAiAGEMENT ANDBUDGET a; FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 1,130,873 $ 1,290,819 $ 1,973,535 $ 1,924,881 107,976 48,466 81,636 81,686 3,641 8,435 - - $ 1,242,490 $ 1,347,720 $ 2,055,171 $ 2,006,567 ALLOCATION BY CATEGORY Personnel 93% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services ($336,722) Operating Expenses $29,922 Capital Outlay 0 Non -Operating 0 Operating Expense 7% The budget is $306,800 or 15.3% less than the FY2000 Amended Budget based on the full year effect of the elimination of 4 permanent positions in the FY2000 amended budget, budget errors partially offset by an increase in operating expenses for a cost allocation study. 112 Operating Expenses 4% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $26,902 Operating Expenses $2,473 Capital Outlay ($8,121) Non -Operating $300,000 The budget is $321,254 or 95.8% more than the FY2000 Amended Budget based on the required increases in cost of living and anniversary, as well as $300,000 in budget reserve. resulting from the prescriber fee paid quarterly for PEG capital support: 113 DEPARTMENT SUMMARY MEDIA RELATION., MW FY1998 FY1999 FY2000 FY2000 F1rr2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED' Personnel $ 407,374 $ 301;666 $ 331,873 $ 300,373 $ 327;275 Operating Expense 4 16,726 25,597 26,681 29,154 Capital Outlay - 3,000 6,000 8,121 " Non -Operating - - - - :, 300,000 TOTAL $ 407,378 $ 321,392 $ 363,470 $ 335,175 $ 656,429'' Operating Expenses 4% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $26,902 Operating Expenses $2,473 Capital Outlay ($8,121) Non -Operating $300,000 The budget is $321,254 or 95.8% more than the FY2000 Amended Budget based on the required increases in cost of living and anniversary, as well as $300,000 in budget reserve. resulting from the prescriber fee paid quarterly for PEG capital support: 113 DEPARTMENT 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 Utilities 13% BUDGET ADJUSTMENTS SUMMARY ALLOCATION BY DIVISION Grounds aintenani 44% Recreation 41% Office of the Director 8% Child Day Care 6% Disabilities 1% The budget is $726,454 or 8.1% more than the FY2000 Amended Budget based on the full year effect of the addition of one new position in the FY2000 amended budget and increases in cost of living, anniversary and longevity. 114 Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 487,420 $ 608,391 $ 692,330 $ 692,330 9,665 10,260 15,922 16,057 160 5,486 4,043 4,043 $ 497,245 $ 624,137 $ 712,295 $ 712,430 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 Operating Expenses $28 Capital Outlay ($4,043) Non -Operating 0 The budget is $78,981 or 11.1 % more than the FY2000 Amended Budget based on the increases in cost of living, anniversary and longevity. 115 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 $63,369 Operating Expenses $9,850 Capital Outlay ($4,519) Non -Operating 0 The budget is $68,700 or 13.5% 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. 116 El 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 $252,966 Operating Expenses $14,898, Capital Outlay ($2,250) Non -Operating 0 The budget is $265,614 or 7.1 % more than the FY2000 Amended Budget based on increases in the cost of living, anniversary and longevity and an increase iniOperating Expenses. 117 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 2,582,986 $ 3,055,374 $ 3,052,282 $ 3,052,282 Operating Expense 300,567 322,836 526,902 544,243 Capital Outlay 2,071 2,647 2,110 2,250 Non -Operating 138,706 136,985 145,754 145,754 TOTAL $ 3,024,330 $ 3,517,842 $ 3,727,048 $ 3,744,529 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 $252,966 Operating Expenses $14,898, Capital Outlay ($2,250) Non -Operating 0 The budget is $265,614 or 7.1 % more than the FY2000 Amended Budget based on increases in the cost of living, anniversary and longevity and an increase iniOperating Expenses. 117 Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION FY1998 FY1999 ACTUAL ACTUAL $ 1,736,261 $ 2,278,772 1,172,749 1,166,470 11,662 32,211 $ 2,920,672 $ 3,477,453 FY2000 FY2000 ADOPTED AMENDED $ 2,587,269 $ 2,590,719 1,258,852 1,285,731 58,900 58,900 $ 3,905,021 $ 3,935,350 The functions of this Division include the landscape maintenance of 2,000 acres of parkland, Virginia Key Beach, 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 $245,127 Operating Expenses $124,450 Capital Outlay ($58,900) Non -Operating 0 The budget is $310,677 or 7.9% more than the FY2000 Amended Budget based on the full year effect of the addition of one new position in the amended FY2000 budget and increases in cost of living, anniversary and longevity, as well as an increase in Operating Expenses. Virginia Key Beach's operational budget of $343,971 is included in the Grounds Maintenance Division. r(w L 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 Operating Expenses ($1,162) Capital Outlay ($2,993) Non -Operating 0 The budget is $2,482 or 2.8% 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. 119 DIVISION..SUMMARY. . "ABLTfIES PRC?GRAM . ,.. .., ,. FY1998 FY1999 FY2000 FY2000 ' FY,Z©t19 ACTUAL ACTUAL ADOPTED AMENDED . Es II41�ATED, :. < Personnel $ 74,456 $ 78,114 $ 79,701 $ 79,821 $ 86,458; Operating Expense 2,065 4,183 7,211 7,253 �fi09'I 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 Operating Expenses ($1,162) Capital Outlay ($2,993) Non -Operating 0 The budget is $2,482 or 2.8% 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. 119 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Personnel 99.7% GESE Operating 60% Expense 0.3% BUDGET ADJUSTMENTS SUMMARY IPO The total departmental bucget is 52.599,509 or 14.9% more than the FY2000 Amended Budget based on increase in Actuarial funding requ;rements necessary to maintain the actuarial soundness of both trust funds. Note: The significant changes in Personnel and Operating Expenses from FY2000 to FY2001 are the result of a change in methodology for recording actuarial funding requirements. Beginning in 2001 actuarial funding requirements will be charged to personnel expenses rather than operating expenses. 120 DEPARTMENT SUMMARY" 4` PENSIOP! TR! 1ST FUtVD FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 771,872 $ 874,982 $ 962,908 $ 962,908 Operating Expense 35,005,873 12,405,206 16,460,134 16,460,134 Capital Outlay - - - - Non -Operating TOTAL $35,777,745 $13,280,188 $17,423,042 $17,423,042 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Personnel 99.7% GESE Operating 60% Expense 0.3% BUDGET ADJUSTMENTS SUMMARY IPO The total departmental bucget is 52.599,509 or 14.9% more than the FY2000 Amended Budget based on increase in Actuarial funding requ;rements necessary to maintain the actuarial soundness of both trust funds. Note: The significant changes in Personnel and Operating Expenses from FY2000 to FY2001 are the result of a change in methodology for recording actuarial funding requirements. Beginning in 2001 actuarial funding requirements will be charged to personnel expenses rather than operating expenses. 120 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 $11,432,376 Operating Expenses ($9,836,462) Capital Outlay 0 Non -Operating` 0 The budget is $1,595,914 or 15.4% more than the FY2000 Amended Budget due to actuarial funding requirements. Note: The significant changes in Personnel and Operating Expenses from FY2000 to FY2001 are the result of a, change in methodology for recording actuarial funding requirements. Beginning in 2001 actuarial funding requirements will be charged to personnel expenses rather than operating expenses. 121 DIVISION SUMMARY -GESE PEWSI{}N Pt.AN .... ._ . _.,.:..N'L FY1998 FY1999 FY2000 FY20007,14 1=Y0{i1 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED' Personnel $ 401,743 $ 454,104 $ 522,208 $ 522,208 �$11,9a4,584 Operating Expense 13,803,094 946,931 9,836,462 9,836,462 Capital Outlay - - �� Non -Operating - - _ _ lI , TOTAL $14,204,837 $ 1,401,035 $10,358,670. $10,358,670 .. .. $,j1rA X4,584 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 $11,432,376 Operating Expenses ($9,836,462) Capital Outlay 0 Non -Operating` 0 The budget is $1,595,914 or 15.4% more than the FY2000 Amended Budget due to actuarial funding requirements. Note: The significant changes in Personnel and Operating Expenses from FY2000 to FY2001 are the result of a, change in methodology for recording actuarial funding requirements. Beginning in 2001 actuarial funding requirements will be charged to personnel expenses rather than operating expenses. 121 DIVISION SUMMARY FYI 998 FYI 999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 370,129 $ 420,878 $ 440,700 $ 440,700 Operating Expense 21,202,779 11,458,275 6,623,672 6,623,672 Capital Outlay - - - - Non -Operating - - - - TOTAL $21,572,908 $11,879,153 $ 7,064,372 $ 7,064,372 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 $7,562,267 Operating Expenses ($6,558,672) Capital Outlay 0 Non -Operating 0 The budget is $1,003,595 or 14.21% more than the FY2000 Amended Budget based on the increases in Personnel Expenses resulting from actuarial funding requirements. Note: The significant changes in Personnel and Operating Expenses from FY2000 to FY2001 are the result of a change in methodology for recording actuarial funding requirements. Beginning in 2001 actuarial funding requirements will be charged to personnel expenses rather than operating expenses. 122 ALLOCATION BY CATEGORY Personnel 97% BUDGET ADJUSTMENTS SUMMARY Category Change Personne! Services $158,441 Operating Expenses ($48,140) Capital Outlay ($4;300) Non -Operating 0 The budget is $106,001 or 60io more than the FY2000 Amended Budget due to anniversary and longevity increases. Operating Expenses decreased due to efficiencies. 2.66 FTEs were reallocated to Real Estate & Economic Development and 2 new FTEs were created for FY2001, resulting in a net decrease of .66 FTEs. 123 DEPARTMENT.SUMMARY ..... PLAfi+ININC � Z©ill NGE.., ,. . FY1998 FY1999 FY2000 FY2000 FYZO€}1 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED �u Personnel' $ 1,443,119 $ 1,590,883 $ 1,659,766 $ 1,659,766 $ 1,$18,207_.. Operating Expense 175,697 55,685 111,583 111,583 63,443" Capital Outlay 13,193 25,865 4,300 4,300 Non -Operating F`` TOTAL $ 1,632,009 $ 1,672,433 $ 1,775,649 $ 1,775,649 $ 1;881,6502' ALLOCATION BY CATEGORY Personnel 97% BUDGET ADJUSTMENTS SUMMARY Category Change Personne! Services $158,441 Operating Expenses ($48,140) Capital Outlay ($4;300) Non -Operating 0 The budget is $106,001 or 60io more than the FY2000 Amended Budget due to anniversary and longevity increases. Operating Expenses decreased due to efficiencies. 2.66 FTEs were reallocated to Real Estate & Economic Development and 2 new FTEs were created for FY2001, resulting in a net decrease of .66 FTEs. 123 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Other Personnel 84% 1% erating cpense 7% Overtime Expense 8% BUDGET ADJUSTMENTS SUMMARY Admin. 22.2% Office of the Chief 0.2% )perations 77.6% The budget is $1,132,492 or 1.3% more than the FY2000 Amended Budget based on Tier 2 elimination and increases in cost of living, anniversary and longevity, partially offset by a decreases in Personnel Expenses resulting from the elimination of 72 permanent positions, lower operating expenses and a decrease in Capital Outlay. The decrease in Capital Outlay is due to the fact that only capitalized automobile leases were budgeted in FY2001. 124 DEPARTMENT SUMMARY NOW „.,. FY1998 FY1999 FY2000 FY2000 FY200'I'' ACTUAL ACTUAL ADOPTED AMENDED ESTIAAATED Personnel $ 71,743,759 $ 76,245,733 $ 79,078,505 $ 79,534,247 $83;737;913 Operating Expense $ 2,978,993 $ 4,622,869 $ 6,170,484 $ 7,958,2956,096 274 Capital Outlay $ 1,124,236 $ 1,622,044 $ 1,346,204 $ 2,164,029 954,876 Non -Operating 123,288 - - - f ,,z -AW TOTAL $ 75,970,276 $ 82,490,646 $ 86,595,193 $89;656;571 154190-78 063 ALLOCATION BY CATEGORY ALLOCATION BY DIVISION Other Personnel 84% 1% erating cpense 7% Overtime Expense 8% BUDGET ADJUSTMENTS SUMMARY Admin. 22.2% Office of the Chief 0.2% )perations 77.6% The budget is $1,132,492 or 1.3% more than the FY2000 Amended Budget based on Tier 2 elimination and increases in cost of living, anniversary and longevity, partially offset by a decreases in Personnel Expenses resulting from the elimination of 72 permanent positions, lower operating expenses and a decrease in Capital Outlay. The decrease in Capital Outlay is due to the fact that only capitalized automobile leases were budgeted in FY2001. 124 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 Operating Expenses ($106,129) Capital Outlay 0 Non -Operating 0 The budget is $104,452 or 33.3% less the FY2000 Amended Budget based on decreased Operating Expenses. 125 DIVISION SUMMARY �._ OFFICE OF THECHIEF FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 154,786 $ 205,484 $ 140,655 $ 140,655 Operating Expense 109,267' 133,794 160,000 172,966 Capital Outlay - - - - Non-Operating- TOTAL $ 264,053 $ 339,278 $ 300,655 $ 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 Operating Expenses ($106,129) Capital Outlay 0 Non -Operating 0 The budget is $104,452 or 33.3% less the FY2000 Amended Budget based on decreased Operating Expenses. 125 DESCRIPTION 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 $1,121,246 Operating Expenses ($1,129,892) Capital Outlay ($886,504) Non -Operating 0 The budget is $895,150 or 4.3% less than the FY2000 Amended Budget based on decreased Operating Expenses and the removal of requests for Capital Outlay, except for capitalized automobile leases. These decreases were partially offset by increases in Personnel Services resulting from Tier 2 elimination and merit, cost of living and longevity increases. 126 DIVISION SUMMARY jADMINISTRA7101+t ya . FY1998 FY1999 FY2000 FY2000 FY2001 ACTUAL ACTUAL ADOPTED AMENDED 1ESTIMATEDI Personnel $13,114,253 $13,559,937 $ 14,121, 910 $ 14,577,652 "$15,698;W,' Operating Expense 2,869,726 3,440,121 4,844,484 5,419,329 4289437 Capital Outlay 136,972 475,372 358,939 1,018,659 132155,' Non -Operating 123,288 - - TOTAL- $ 16,244,239 $ 17,475,430 $ 19,325,333 $21,015,640 $20,120,490' DESCRIPTION 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 $1,121,246 Operating Expenses ($1,129,892) Capital Outlay ($886,504) Non -Operating 0 The budget is $895,150 or 4.3% less than the FY2000 Amended Budget based on decreased Operating Expenses and the removal of requests for Capital Outlay, except for capitalized automobile leases. These decreases were partially offset by increases in Personnel Services resulting from Tier 2 elimination and merit, cost of living and longevity increases. 126 DESCRIPTION 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 $3,080,743 Operating Expenses ($626,000) Capital Outlay ($322,649) Non -Operating 0 The budget is $2,132,094 or 3.1 % more than the FY2000 Amended Budget based on the Tier 2 elimination and increases in cost of living, anniversary and longevity. This increase was partially offset by decreased Operating Expenses and the removal of requests for Capital Outlay, except for capitalized automobile leases. 127 DIVISION SUMMARY 3 3.. RATIONS aap ..28, t44E FY1998 FY1999 FY2000 FY2000 Fy,0 ACTUAL ACTUAL ADOPTED AMENDEDEll �ESTIbATE t �.. Personnel' $ 58,474,720 $ 62,480,312 $ 64,815,940 $ 64,815,940 .', $67,896,683<, Operating Expense - 1,048,954 1,166,000 2,366,000 1;T40,Q00' Capital Outlay 987,264 1,146,672 987,265 1,145,370 .. 822,721 v Non -Operating ..' TOTAL. $ 59,461,984 $ 64,675,938 $_66,969,205 $ 68,327,310 $70,459,404; 5 DESCRIPTION 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 $3,080,743 Operating Expenses ($626,000) Capital Outlay ($322,649) Non -Operating 0 The budget is $2,132,094 or 3.1 % more than the FY2000 Amended Budget based on the Tier 2 elimination and increases in cost of living, anniversary and longevity. This increase was partially offset by decreased Operating Expenses and the removal of requests for Capital Outlay, except for capitalized automobile leases. 127 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 Operating Expenses ($669) Capital Outlay 0 Non -Operating 0 Operating Expenses 6% The budget is $21,237 or 9.6% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. 128 DEPARTMENT SUMMARY E111 ', �E NO1'PUBLIC WORKS FY1'998 FY1999 FY2000 FY2000 5,FY2001 ,, ACTUAL ACTUAL ADOPTED AMENDED : ESTIMATED"i �" Personnel $ 3,600,988. $ 4,190,688 ` $ 4,729,138 $ 4,856,946 ' $ 5,Q7i3,774 Operating Expense 3,980,175 4,283,633 4,510,105 4,460,979 WFA740,'i'69'' Capital Outlay (2,233) 20,607 11,257 11,257 Non -Operating _ TOTAL $ 7,578,930 $ 8,494,928 $ 9,250,500, $ 9,329,182 ' $'9,81 O,P4 Other Operating 9% Personnel 52% BUDGET ADJUSTMENTS SUMMARY The budget is $481,761 or 5.2% more than the FY2000 Amended Budget based on the full year effect of. the addition of one position in the amended FY2000 budget and increases in cost of living, anniversary and longevity. Additionally, Operating Expenses increased due to increases in contractual services, rent of , equipment, and repair/maintenance. 129 Personnel $ 443,026 $ 610,754 $ 778,117 $ 778,117 Operating Expense 30,695 43,971 47,272 48,277 Capital Outlay - - - - Non -Operating - - - TOTAL $ 473,721 $ 654,725 $ 825,389 $ 826,394 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 $61,811 Operating Expenses ($9,975) Capital Outlay 0 Non -Operating 0 The budget is $51,836 or 6.27% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity adjustments. There is a decrease in Operating Expenses resulting from efficiencies. 130 DIVISION SUMMARY .ft +OFf10E'Of�Ti-1E SIR .. a ,. t FY1998 FY1999 FY2000 FY2000 ffdoo'1 ACTUAL ACTUAL ADOPTED AMENDED max, E$T1MATE Personnel $ 443,026 $ 610,754 $ 778,117 $ 778,117 Operating Expense 30,695 43,971 47,272 48,277 Capital Outlay - - - - Non -Operating - - - TOTAL $ 473,721 $ 654,725 $ 825,389 $ 826,394 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 $61,811 Operating Expenses ($9,975) Capital Outlay 0 Non -Operating 0 The budget is $51,836 or 6.27% 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. 130 DESCRIPTION This Division provides planning and design services, and construction 'plans and: specifications forCapital 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 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 full year effect of the addition of 1 position in the FY2000 amended budget and increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from efficiencies. 131 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 866,392 $ 911,517 $ 1,074,024 $ 1,045,402 Operating Expense 31,519 33,528 45,412 45,434 Capital Outlay 5,941 - - Non -Operating - - - - TOTAL $ 903,852 $ 945,045 $ 1,119,436 $ 1,090,836 DESCRIPTION This Division provides planning and design services, and construction 'plans and: specifications forCapital 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 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 full year effect of the addition of 1 position in the FY2000 amended budget and increases in cost of living, anniversary and longevity. There is a decrease in Operating Expenses resulting from efficiencies. 131 DIVISION SUMMARY. . 'r, IthC.ONSTRUCTI4N� ? '' FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 680,284 $ 766,162 $ 862,237 $ 894,991 Operating Expense 24,602 34,061 25,072 25,072 Capital Outlay 7,681 9,255 - Non -Operating - - - TOTAL $ 712,567 $ 809,478 $ 887,309 $ 920,063 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 Operating Expenses $1,550 Capital Outlay 0 Non -Operating 0 The budget is $45,834 or 4.98�,o more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity 132 ,77 O RAT ONS€ FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel . $ 928,803 $ 1,254,169 $ 1,288,702 $ 1,396,793 Operating Expense 3,817,568 3,958,945 4,161,829 4,058,155 Capital Outlay (18,637) 10,504 11,051 11,051 Non -Operating - - - - TOTAL $ 4,727,734 $ 5,223,618 $ 5,461,582 $ 5,465,999 . 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). BUDGET ADJUSTMENTS Category Change Personnel Services $49,354 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. 133 Personnel Operating Expense Capital Outlay Non -Operating TOTAL 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 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. 134 U DIVISION SUMMARY �STORMWATERUTILITY ADMINISTRATION „ FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 271,111 $ 318,879 $ 279,257 $ 279,257 16,018 18,690 22,117 22,117 2,782 - $ 289,911 $ 337,569 $ 301,374 $ 301,374 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 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. 134 U FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 411,372 $ 329,207 $ 446,801 $ 462,386 Operating Expense 59,773 194,438 208,403 261,924 Capital Outlay - 848 206 206 Non -Operating - - - TOTAL $ 471,145 $ 524,493 $ 655,410 $ 724,516 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 Operating Expenses $125,119 Capital Outlay (206) Non -Operating 0 The budget is $144,307 or 19.92°/o 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. 135 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 Change Personnel Services $31,824 Operating Expenses (516) Capital Outlay (733) Non -Operating 0 Operating Expense 6% The budget is $30,575 or 3.3% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. 136 DEPARTMENT.SUMMARY._. �. PURCHASING FY1998 FY1999 FY2000 FY2000 .F ACTUAL ACTUAL ADOPTED AMENDED "ES'1 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 Change Personnel Services $31,824 Operating Expenses (516) Capital Outlay (733) Non -Operating 0 Operating Expense 6% The budget is $30,575 or 3.3% more than the FY2000 Amended Budget based on increases in cost of living, anniversary and longevity. 136 ALLOCATION BY CATEGORY BUDGET ADJUSTMENTS SUMMARY Operating Expense 19% Category Change Personnel Services $3,319 Operating Expenses ($361,714) Capital Outlay ($4,247) Non -Operating 0 The budget is $362,642 or 30.4% less than, the FY2000 Amended Budget as a result of decreases in professional services costs. The FY2001 budget reflects an increase of 5.33 permanent positions which were transferred from Planning & Zoning and CDBG. 137 DEPARTMENT SUMMARY . E„ REAL ESTATE ECONOM10DEVEE.OFMIENT FY1998 FY1999 FY2000 FY2000 FY204_ ACTUAL ACTUAL ADOPTED AMENDEDESTiMATED:'. Personnel $ - $ 504,163 $ 666,013 $ 666,013 $ :669,332; Operating Expense - 83,618 432,672 521,969160,255: Qft Capital Outlay - 12,932 4,247 4,247 Non -Operating TOTAL $ - $ 600,713 $ 1,102,932 $ 1,192,229 $0F, $29,587 ALLOCATION BY CATEGORY BUDGET ADJUSTMENTS SUMMARY Operating Expense 19% Category Change Personnel Services $3,319 Operating Expenses ($361,714) Capital Outlay ($4,247) Non -Operating 0 The budget is $362,642 or 30.4% less than, the FY2000 Amended Budget as a result of decreases in professional services costs. The FY2001 budget reflects an increase of 5.33 permanent positions which were transferred from Planning & Zoning and CDBG. 137 ALLOCATION BY CATEGORY ALLOCATION BY DIVISIONS Personne 73% perating :xpense 24% Non- Group MENT SUMMARY EPARTMANAGEME Benefits 3% IT FY1998 FY1999 FY2000 FY2000 FY2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED ME Personnel $ 1,416,430 $ 1,412,797 $ 1,608,253 $ 1,698,253 $ 30,322,673 Operating Expense 39,465,974 37,530,584 36,603,796 36,651,316 9,918,038° Capital Outlay 3,138 7,095 10,000 16,862 Non -Operating - - 1,100,000 1,100,000: 1,100,000 TOTAL $ 40,885,542 $ 38,950,476 $ 39,322,049 $ 39,466,431$ 41,340,711 IT ALLOCATION BY CATEGORY ALLOCATION BY DIVISIONS Personne 73% perating :xpense 24% Non- Group Operating Benefits 3% 47% BUDGET ADJUSTMENTS SUMMARY Property Casualty 53% The budget is $1,874,280 or 4.7% more than the FY2000 Amended Budget due to an increase in Group Health Insurance Benefits. Personnel Expenses for FY2001 are $1,660,673. The remaining balance of $28,622,000 in the FY2001 Personnel Expenses budget reflects citywide group life and health insurance and worker's compensation benefits which were charged to operating expenses in previous fiscal years. 138 DIVISION FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 210,033 $ 229,376 $ 267,348 $ 267,348 Operating Expense 18,746,889 17,111,763 17,043,940 17,037,090 Capital Outlay - 2,603 - - Non -Operating - - - - TOTAL °$18,956,922 $17,343,742 $ 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 $18,956,002 Operating Expenses ($16,946,152) Capital Outlay 0 Non -Operating 0 The budget is $2,009,850 or 11.6% more than the FY2000 Amended Budget due to an increase in health insurance benefits. Personnel Expenses for FY2001 are $273,350 for this division. The remaining balance of $18,950,000 in FY2001 Personnel expenses reflects citywide group life and health insurance benefits which were charged to Operating Expenses in prior fiscal years. These benefits for FY2001 are now placed in the appropriate category in Personnel Expenses because they are actually fringe benefits provided for City employees. 139 FY1998 ACTUAL DIVISION SU FY1999 FY2000 FY2000 ACTUAL ADOPTED AMENDED Personnel $ 1,206,397 $ 1,183,421 $ 1,340,905 $ 1,430,905 Operating Expense 20,719,085 20,418,821 1.9,559,856 19,614,226 Capital Outlay 3,138 4,492 10,000 16,862 Non -Operating - - 1,100,000 1,100,000 TOTAL $21,928,620 $21,606,734 $22,010,761 $22;161,993 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 Change Personnel Services $9,668,418 Operating Expenses ($9,787,126) Capital Outlay ($16,862) Non -Operating C11 The budget is $135,570 or 0.6% less than the FY2000 Amended Budget resulting from a decrease in the number of open claims. Personnel Expenses for FY2001 are $1,387,323 for this division. The remaining balance of $9,712,000 in FY2001 Personnel Expenses reflects citywide worker's compensation benefits which were charged to Operating Expenses in prior fiscal years. These benefits for FY2001 are now placed in the appropriate category in Personnel Expenses because they are actually fringe benefits provided for City employees. 140 Expenses 2% ALLOCATION BY DIVISION Waste Collection Office of the 92% Director 6% sanitation Code Enforcement 2% BUDGET ADJUSTMENTS SUMMARY The budget is $748,698 or 3.9% less than the FY2000 Amended Budget based on decreases in, Personnel Expenses, notwithstanding an increase of three (3) permanent positions. Additionally, FY2001 reflects decreases in Operating Expenses and Capital Outlay. Capital expenditures were not budgeted in FY2001. 141 DEPARTMENT SUMMARY SOLID WASTE Ilk g... FY1998 FY1999 FY2000 FY2000 i � i=Y2001 ACTUAL ACTUAL ADOPTED AMENDED L '1ESTIMATED Personnel $ 8,303,851 $ 8,913,860 $ 9,631,282 $ 9,881,929 $ 9,775,795 Operating Expense . 8,216,603 8,893,625 8,957,992 9,235,366 8;856;146; Capital Outlay 31,544 (93,531) 67,757 263,34.4 Non -Operating 203,239 20,335 = - TOTAL $16,755,237 $17,734,289 $18,657,031 $19,380,639 x$18,631,941,;' e Expenses 2% ALLOCATION BY DIVISION Waste Collection Office of the 92% Director 6% sanitation Code Enforcement 2% BUDGET ADJUSTMENTS SUMMARY The budget is $748,698 or 3.9% less than the FY2000 Amended Budget based on decreases in, Personnel Expenses, notwithstanding an increase of three (3) permanent positions. Additionally, FY2001 reflects decreases in Operating Expenses and Capital Outlay. Capital expenditures were not budgeted in FY2001. 141 Personnel Operating Expense Capital Outlay Non -Operating TOTAL DESCRIPTION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 797,532 $ 1,460, 935 $ 1,001,139 $ 1,001,139 31,835 118,918 134,850 154,699 - 5,734 - 183,704 $ 829,367 $ 1,585,587 $ 1,135,989 $ 1,339,542 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 ($63,860) Operating Expenses ($17,392) Capital Outlay ($183,704) Non -Operating 0 The budget is $264,956 or 19.8% less than the FY2000 Amended Budget based on decreases in personnel, operating, and capital expenses. 142 DIVISION SUMMARY SANiT�►TCON CtatliMIFOI;tOEifENT IF , . FY1998 FY1999 FY2000 FY2000 ,ACTUAL ACTUAL ADOPTED AMENDED Personnel. $ - $ - $ 40,347 $ 40,347 Operating Expense 7,510 4,004 44,742 44,742 Capital Outlay - - 19,132 22,632 Non -Operating - - - TOTAL $. 7,510 $ 4.,004 $ 104,221 $ 107,721 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 Operating Expenses ($10,154) Capital Outlay ($22,632) Non -Operating 0 The budget is $201,749 or 187% more than the FY2000 Amended Budget based on personnel transferred from Waste Collection „and increases in cost of living, anniversary and longevity. This increase was partially offset by a decrease in operating and capital expenses. 143 DIVISION SUMMARY ASTE CCl1.i.ECTiON m FY1998 FY1999 FY2000 FY2000, ACTUAL ACTUAL ADOPTED AMENDED s„ Personnel $ 7,506,319 $ 7,452,925 $ 8,589,796 $ 8,840,443 Operating Expense 8,177,258 8,770,703 8,778,400 9,035,925 Capital Outlay 31,544 (99,265) 48,625 57,008 Non -Operating 203,239 20,335 - - TOTAL $15,918,360 $16,144,698 $17,416,821 $17,933,376 DESCRIPTION The Operations Division consists of the Assistant Director.for Operations, administrative support staff and 206 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 ($276,809) Operating Expenses ($351,674) Capital Outlay ($57,008) Non -Operating 0 The budget is $685,491 or 3.8% less than the FY2000 Amended Budget based on a decrease in personnel, resulting from the transfer of people to Sanitation Code Enforcement, as well as decreases in operating and capital expenses. 144 NON DEPARTMENTAL ACCOUNTS 144-A Adopted Revised FORECAST Mpmhprchinc/R thcrrinfinne FY' 99-00 FY 99-00 FY 2001 Dade League of Cities $ 11,146 $ 11,146 $ 11,703 Florida League of Cities 23,194 25,614 26,895 Greater Miami Chamber of Commerce .3,000 3,000 3,150 National League of Cities . 13,189 13,189 13,848 U.S. Conference of Mayors 9,500 9,500 9,975 Subtotal $ 60,029 $ 62,449 $ 65,671 ['nnYrihnfinnc Off Street Parking/Gusman Olympia $ 439,000 $ 439,000 $ 165,800 Bayfront Park Management Trust 985,000 985,000 985,000 Subtotal $ 1,424,000 $ 1,424,000 $ 1,150,800 Micrpllanenuc - Reserve - Emergency Expenses $ 683,601 `$ 1,197,323 $ 1,250,000 Severance Pay 2,500,000 2,500,000 4,000,000 AttritionNacancy Savings (5,101,754) (5,150,280) (5,130,266) Miami Action Plan 127,338 127,338 135,206 Special Assessment District Taxes 146,043 146,043 80,000 •' International Trade Board 150,000 167,137 150,000 Sister Cities 160,000 103,282 160,000 Legislative Liaison 370,000 390.056 370,000 Subtotal $ (964.772) $ (519101) $ 1,014,940 Rpeprvpc Working Capital Reserve $ 2,800,000 $ 2,800,000 $ . 2,800,000 Parking Surcharge Reserve 1,080,000. 1,080,000 1,662,375 Contingency Reserve 1,000,000 1,000,000 1,000,000 Budget Reserve 3,033,108 3,033,108 3,166,228 Operating Surplus 6,338.908 7,201,673 320,623 Subtotal $ 14.252,016 $ 15,114,781 $ 8,949.226 144-A NON DEPARTMENTAL ACCOUNTS (Continued) Transfers Out Community Redevelopment Agency $ 582,509 $ 582,509 $ 279,488 Capital Projects 6,753,492 6,753,492, 9,682,592 Fire -Rescue Special Revenue Fund 195,381 195,381 178,094 Rouse Trust Fund 74,000 74,000 74,000 HUD RepaymenUC.D.B.G. 158,153 158,153 - Neighborhood Enhancement Team 3,886,356 3,886,356 4,298,917 Subtotal $ 11,649,891 $ 11,649,891 $ 14,513,091 Total $ 26,421,164 $ 27,732,020 $ 25,693,628 144-B Pepper Fountain at night DEBT SERVICE FUND 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 $ 17,972,120 Operating Expenses 103,000 TOTAL APPROPRIATION Si a&75_t2D * 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. 145 DEBT SERVICE FUNDS GENERAL OBLIGATION�BONDS �°�� FY1998 FY1999 FY2000 FY2000 F1(2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED;'. } ) S n Operating Expense $ 22,653,086 $ 21,031,690 $18,218,884 $18,218,884 q $18;075,120 Non -Operating - - - - a TOTAL $22,653,086 $21,031,690 $18,218,884 $18,218,884 $18D75;120 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 $ 17,972,120 Operating Expenses 103,000 TOTAL APPROPRIATION Si a&75_t2D * 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. 145 GENERAL OBLIGATION BONDED INDEBTEDNESS PRINCIPAL AND INTEREST REQUIREMENTS AS OF SEPTEMBER 30, 2001 Fiscal Year Ending September 30 Principal Interest Total 2002 11,535,000 5,861,793 17,396,793 2003 11,930,000 5,257,108 17,187,108 2004 10,565,000 4,623,493 15,188,493 2005 9,995,000 4,068,598 14,063,598 2006 8,220,000 3,537,528 11,757,528 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 General Obligation Issue Date Housing Bonds 12/1/1977 Housing Bonds 8/1/1981 General Obligation Refunding 5/1/1991 Storm Sewer Series 1992 8/1/1992 General Obligation Refunding Series 1992 12/1/1992 General Obligation Refunding Series 1993 7/1/1993 Sanitary Sewer Series 1995 6/1/1995 Total 146 Final Maturity Amount Amount Year Issued Outstanding 2008 1,500,000 625,000 2011 4,400,000 2,355,000 2013 16,135, 000 4,115, 000 2017 10,000,000 8,020,000 2014 70,100,000 45,980,000 2013 31,860,000 24,425,000 2015 22,500,000 22,100,000 $ 156,495,000 $ 107,620,000 DEBT SERVICE FUNDS FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Operating Expense $ 24,016,777 $ 28,836,132 $ 22,110,349 $ 22,110,359 Non -Operating 6,216,117 - - - TOTAL $ 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 Non -Ad Valorem Rev. Bonds Series 1995 (Pension) Special Obligation Bonds Series 1986A Sunshine State Commercial Loan Pool Series 1988 Sunshine State Commercial Paper Series 1995 Special Obligation Bonds Admin Bldg Series 1995 S E Overtown Comm Redev Bonds Series 1990 Guaranteed Entitlement Bonds Series 1989 S E Overtown / Park West(Dept of HUD Section # 108) Wynwood Free Zone (Dept of HUD Section # 108) Citadel Project (Dept of HUD Section # 108) Sunshine State Secondary Loan Pool (Melreese) Sunshine State Loan Pool Sr. 1988 (Coco. Grove Exhib Ctr.) Sunshine State Commercial Paper Series 1995 (Orange Bowl) Sunshine State Commercial Paper Series 1995 (Miamarina) Sunshine State Loan Pool Sr. 1988 (Dinner Key Marina) Sunshine State Commercial Paper Series 1995 (Dinner Key Boatyard) Sunshine State Commercial Paper Series 1994 (GSA) Special Obligation Bonds Series 1994 (Risk Management) Special Revenue Refunding Bonds 1987 (Miami Conv Cntr) Debt Service Subtotal Operating Expenses: Total Debt Service (U) Utility Service Tax (C) Convention Center (TF) Telephone Franchise (TI) Tax Increment (SR) State Revenue Sharing (Guarantee Entitlement Bond) (CDBG) Community Development Block Grant (SR) State Revenue Sharing (Comm. Redev. Bonds) (FS) Foreclosure Settlement Total 147 Principal Interest Total $ 955,000 $ 4,853,046 $ 5,808,046 U 270,000 142,706 412,706 TF 495,927 568,247 1,064,174 U 282,750 695,099 977,849 U 405,000 1,226,230 1,631,230 U 105,000 251,600 356,600 SR,TI 330,000 277,900 607,900 SR 200,000 425,678 625,678 CDBG - 375,000 375,000 CDBG 300,000 115,910 415,910 FS 170,000 194,738 364,738 U 86,084 98,638 184,722 U 391,500 962,444 1,353,944 U 50,250 123,532 173,782 U 495,389 567,629 1,063,018 U 25,500 62,688 88,188 U 180,000 206,550 386,550 U 710,000 813,629 1,523,629 U 4,755,000 1,131,515 5,886,515 U,C $ 10,207,400 $ 13,092,779 $ 23,300,179 15,673,626 4,836,313 415,181 56,600 610,165 1,000,678 300,000 415.910 3,554 U 2,265 SR 2,475 TF 8,294 $ 23,308,473 Dinner Key Marina SPECIAL REVENUE FUND SPECIAL REVENUE FUN FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ - $ - $ 47,785 Operating Expense - - - 50,511 Capital Outlay - - - - Non -Operating TOTAL $ - $ - $ - $ 98,296 DESCRIPTION This fund is comprised of Lobbyist Registration Fees and the Passport Acceptance Facility: The Office of the City Clerk charges a fee for the registration of lobbyists. The revenues from fees are used for the recording, transcription, administration and/or any other associated costs incurred in maintaining these records for availability to the public. The City of Miami's Passport Acceptance Facility is a full service passport application acceptance service and photography center designed for individuals wishing to obtain a passport by walking up to the counter. In April of 1998, the Regional Passport Agency changed their policy to discontinue the acceptance of walk-in applicants. The City of Miami's Passport Acceptance Facility provides an alternative for patrons who need a passport in a timely manner. Expedited services are also offered for an additional fee. BUDGET HIGHLIGHTS The budget is $47,793 or 48.6% more than the FY2000 Amended as a result of the restructuring of the City Clerk's Special Revenue Fund. ALLOCATION BY PROJECT Lobbyist Registration Fees 52% 148 Passport Acceptance Facility 48% BUDGET ADJUSTMENTS SUMMARY The budget is $8,670,397'or 20.5% more than the FY2000 Amended Budget based on increased grant awards. The significant changes in Personnel Expenses and Operating Expense versus Grants is due to a change in the way in which grants paid out to agencies will be recorded in FY2001. Previously these awards were reported. as Personnel or Operating Expenses as approved under the grant award. Beginning in 2001 they will be reported as Grants expense. 149 DEPARTMENT SUMMARY COM MUNITY,DEVELOPMENT FY1 998 FY1999 FY2000 FY2000 "FY2001 "- ACTUAL ACTUAL` ADOPTED AMENDED "ESTIMATED` Personnel $ 2,002,930 $ 2,981,738 $18,557,521 $18,669,487 $` 8,184,414' Operating Expense 589,101 3,476,568 23,413,806 23,413,806 2,783;509 j Capital Outlay - 509,016 275,998 275,998 525,000: Grants 27,305,540 18,463,708 Transfer to Other Funds Non -Operating 335,620 317,553 TOTAL $30,233,191 $25,748,583 $42,247,325 $42,359,291 $51,029;688 BUDGET ADJUSTMENTS SUMMARY The budget is $8,670,397'or 20.5% more than the FY2000 Amended Budget based on increased grant awards. The significant changes in Personnel Expenses and Operating Expense versus Grants is due to a change in the way in which grants paid out to agencies will be recorded in FY2001. Previously these awards were reported. as Personnel or Operating Expenses as approved under the grant award. Beginning in 2001 they will be reported as Grants expense. 149 Personnel Operating Expense Capital Outlay Grants Transfer to Other Funds Non -Operating TOTAL DESCRIPTION DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED $ 1,599,112 $ 936,694 $ 2,596,553 $ 2,708,519 552,942 698,333 1,425,712 1,425,712 - 18,833 - - 10,484,800 8,575,767 - - $12,636,854 $10,229,627 $ 4,022,265 $ 4,134,231 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 provides the human resource capability to effectively manage grants relating to compliance issues, including the negotiation and implementation of contracts with sub recipients, complemented with programmatic monitoring to assess performance measures; manages grant related financial activities; pursues funding opportunities; markets and promotes the City's programs; and organizes public participation and community involvement. BUDGET ADJUSTMENTS 11 Category Change Personnel Services $636,345 Operating Expenses ($813,984) Grants $29,450,149 Transfer to Other Funds $2,274,374 Non -Operating 0 The budget is $31,546,884 more than the FY2000 Amended Budget based on a change in the methodology for grants paid to agencies. Beginning in FY2001 grants paid to agencies will be recorded as Grants expense under Administrative Services rather than as personnel and operating expenses as approved under the grant award. In addition, there is an increase in grant awards due to Welfare Reform and HOPWA. 150 DESCRIPTION The Housing Division is responsible for initiating flexible and constructive, approaches to prevent the physical deterioration of Miami's housing and creating homeownership opportunities. This Division helps promote the construction of decent and affordable housing and the development of suitable living environments in the City's low income neighborhoods through activities such as land acquisition, construction of view housing, the rehabilitation of existing housing, tenant advocacy and the expansion of homeownership opportunities. BUDGET ADJUSTMENTS Category _ Change DIVISION SUMMARY ($1,650,603) Operating Expenses $727,475 Capital Outlay HOUSING- Transfer to Other Fund $97,500 Non -Operating 0 FY1998 FY1999 FY2000 FY2000 FY2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $ 403,818 $ 566,628 $ 2,730,782 $ 2,730,782 $ 1;080,179 Operating Expense 36,159 663,341 -510,511 510,511 1;237,986 ' Capital Outlay -. 348,059 - - 525,000 Grants 16,820,740 9,887,941 - - Transfer to Other Funds97,500 Non -Operating 335,620 317,553 - - TOTAL $17,596,337 $11,783,522 $ 3,241,293 $ 3,241,293 $. 2,940;665 DESCRIPTION The Housing Division is responsible for initiating flexible and constructive, approaches to prevent the physical deterioration of Miami's housing and creating homeownership opportunities. This Division helps promote the construction of decent and affordable housing and the development of suitable living environments in the City's low income neighborhoods through activities such as land acquisition, construction of view housing, the rehabilitation of existing housing, tenant advocacy and the expansion of homeownership opportunities. BUDGET ADJUSTMENTS Category _ Change Personnel Services ($1,650,603) Operating Expenses $727,475 Capital Outlay $525,000 Transfer to Other Fund $97,500 Non -Operating 0 The budget is $300,628 less than the FY2000 Amended Budget based on the reallocation of 25 people to Workforce — One Stop Centers,' due to the reorganization of the department to increase services. at the neighborhood level. 151 DIVISION SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ 1,478,416 $13,230,186 $13,230,186 Operating Expense - 2,114,894 21,477,583 21,477,583 Capital Outlay - 142,124 275,998 275,998 Grants - - Transfer to Other Funds Non -Operating - - - - TOTAL $ - $ 3,735,434 $34,983,767 $34,983,767 DESCRIPTION This Division is the employment and training advocate for unemployed Miami residents. The Division serves as the intermediary between employers, funding mechanisms and individuals in need of employment and training. The Work Force Development One Stop Centers help create jobs for the most disadvantaged . persons in the community, including welfare clients, at -risk youth, ex -offenders, the handicapped and the homeless. The Division also helps residents access business and self-employment opportunities and brings neighborhood services into the community, including loan officers, intake staff for Section 8 certification and inspection services. BUDGET ADJUSTMENTS Category Change Personnel Services ($9,470,815) Operating Expenses ($20,543,788) Cap!ta' Outlay ($275,998) Transfer to Other Funds $382,500 Non-Operati ng $7,332,242 The budget is $22,575,859 o, o» 5°0 less than the FY2000 Amended Budget primarily as a result of a change in the methodology in the recording of grants paid to agencies. Beginning in FY2001 grants paid to agencies will be recorded as Grants expense under Administrative Services rather than as personnel and operating expenses as approved under the grant award. Additionally, the FY2001 budget for this division reflects an increase of 30 permanent positions, twenty five (25) of which were reclassified from Housing Conservation. 152 (Page Intentionally Left Blank) SPECIAL REVENUE FUND 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 $ 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 Personnel 4% Non - Operating 65% 154 Operating Expense 31% DESCRIPTION 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 City for costs incurred in the DRI/Master Plan.Study and future related studies. (Special Revenue Fund) • Administrative Fees pay for the City's costs to enforce development orders. (Spec'ial Revenue Fund) This fund will contribute 536.808 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 fundbalance of $234,007: Proiect Number Proiect Name Fund Balance 110075,110088 Brownsfield Grants $170,026 110096 Blue Ribbon Task Force 12,620 127002 Downtown Vending District 51.361 Total $234,007 155 SPECIAL REVENUE FUND s ECC}NQIVIIC DEVELOPMENT 8� PLANNING SERVICES FY1998 FY1999 FY2000 FY2000 FY20fl1 ACTUAL ACTUAL ADOPTED �. AMENDED b ESTIMATED) $ Personnel $ - $ - $ - $ - Operating Expense - - - - ., Capital Outlay - - - - Non -Operating 44;976 61,995 52,041 52,041 zllhl,',„tl 138,84q, TOTAL $ 44,976 $ 61,995 $ 52,041 $ 52,041 $ m- 1138;840` `, e DESCRIPTION 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 City for costs incurred in the DRI/Master Plan.Study and future related studies. (Special Revenue Fund) • Administrative Fees pay for the City's costs to enforce development orders. (Spec'ial Revenue Fund) This fund will contribute 536.808 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 fundbalance of $234,007: Proiect Number Proiect Name Fund Balance 110075,110088 Brownsfield Grants $170,026 110096 Blue Ribbon Task Force 12,620 127002 Downtown Vending District 51.361 Total $234,007 155 SPECIAL REVENUE FUND .-FIRE-RESCl1E SERVICES , FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $1,456,626 $1,581,597 $1,735,322 $1,770,379 Operating Expense 172,161 382,288 148,473 148,473 Capital Outlay - 2,031 - - Non -Operating 582,162 4,862,798 4,272,183 4,272,1.83... TOTAL $ 2,210,949 $ 6,828,714 $ 6,155,978 $ 6,191,035 DESCRIPTION This fund supports a Division within the Fire -Rescue Department. The Division is composed of specially trained Firefighters/Paramedics who give emergency medical care to victims of fires, accidents, and sudden illnesses. Their ability to respond within 4 minutes helps save hundreds of lives each year and limits disabling injuries for the victims. The Firefighters/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 $132,754 or 2.1 % less than the FY2000 Amended Budget. ALLOCATION BY PROJECT CIP 71% 156 Emergency Medical Services 29% 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 $25,691,274 less than the FY2000 Amended Budget. The amount for the FY2001 budget reflects the balance of funds remaining from the FY2000 appropriations. 157 SPECIAL REVENUE FUND . ENFORCEMENT TRUST FUN©. 6 ^LAW FY1998 FY1999 FY2000 FY2000 Fl -2001! 1 ACTUAL ACTUAL ADOPTED AMENDED EST,IMATECi Personnel $ 286,652 $ 265,756 $ 3,447,745 $ 3,447,745 �$ Operating Expense 712,148 860,853 11,754,050 11,754,050: , L Capital Outlay 829 246,915 79,659 1,579,078 1,579,078 Grants in Aid 1,015,491 5,341,584 5,341,584. , Non -Operating 1,883,024 1,866,304 6,898,292 6,898,2923329,475 TOTAL $ 3,129,568 $ 4,088,063 $29,020,749 $29,020,749 13329,475s w 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 $25,691,274 less than the FY2000 Amended Budget. The amount for the FY2001 budget reflects the balance of funds remaining from the FY2000 appropriations. 157 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. BUDGET 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 Work: Maintenance 95% 158 P SPECIAL REVENUE FUND IM AM LOCAL OPTION GAS 'fAX �. FY1998 FY1999 FY2000 FY2000 FY. ACTUAL ACTUAL ADOPTED AMENDED =:ESTIf G Personnel $ - $ - $ Operating Expense - - - Capital Outlay - - - - Non -Operating 6,892,277 6,964,117 6,868,219 6;868,219 7;0 TOTAL $ 6,892,277 $ 6,964,117 $ 6,868,219 $ 6,868,219 7 0 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. BUDGET 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 Work: Maintenance 95% 158 P BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $385,768. Operating Expenses. $6,974 Capital Outlay ($314,600) Non -Operating 0 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, partially offset by a decrease in Capital Outlay. ALLOCATION BY CATEGORY Personnel 89% 159 Operating Expense 9% :apital >utlay 2% SPECIAL REVENUE FUND ��; � �NEIGHE34RHCOE} ENHANCEMENT TEAM ,` FY1998 FY1999 FY2000 FY2000 FY204�1 '; ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED: Personnel $ 2,379,478 - $ 2,529,266 $ 3,364,608 $ 3,414,608 $ 3,$00,376 Operating Expense 148,849 240,438 394,567 399,567. 406,541 Capital Outlay 5,949 16,118 92,000 406,600 92;(30(1 Non -Operating - TOTAL $ 2,534,276 $ 2,785,822 $ 3,851,175 $ 4,220,775$ 4;298;917' BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services $385,768. Operating Expenses. $6,974 Capital Outlay ($314,600) Non -Operating 0 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, partially offset by a decrease in Capital Outlay. ALLOCATION BY CATEGORY Personnel 89% 159 Operating Expense 9% :apital >utlay 2% DESCRIPTION 11 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. The following grants are included for FY 2001 estimated: PROJECT PROJECT SPECIAL REVENUE FUND .., PARKS AND'RECRATIOPi SER\tIGES NAME BALANCE ALLOCATION BY CATEGORY 116002 PARKS & REC. ACTIVITY 538,098 FY1998 FY1999 FY2000 FY2000 141,387 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 11 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. The following grants are included for FY 2001 estimated: PROJECT PROJECT FUND NUMBER NAME BALANCE ALLOCATION BY CATEGORY 116002 PARKS & REC. ACTIVITY 538,098 110008 PARKS DEV. FUND 141,387 110015 MIAMI LOVE 102,822 Personnel o 50% 110032 FUND RAISING 136,159; ,. �� 110081 SIMPSON PARK 863 115011 DISABLED PROGRAM 271,704 F 115012 DISABLED PROGRAM 105,901 115013 DISABLED PROGRAM 11,553 115014 DISABLED PROGRAM (F.Y. 2001 GRANT) 340,342 Operatinc TBA THREE ADA GRANTS (FY 97 98 99) 171,700 Expense TBA S.N.P.B. PROGRAM 235,000 Non- 19% TOTAL FUND BALANCE, As of 5/26/00 2,055,529 Operating Capital 28% Outlay 3% 160 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. BUDGET ADJUSTMENTS SUMMARY The budget is $15,559,694 or 229.7% more than the FY2000 Amended Budget due to a reorganization that resulted in the inclusion of the following accounts or projects and the resulting differences: PROJECT No PROJECT TITLE SPECIAL REVENUE FUND 110082 POLIGE SERVICES 17,310 126001 Training Entrepreneurial Fund . _.,.,. 136002 Police 2n0 Dollar Training Consolidated FY1998 FY1999 FY2000 FY2000 142010 ACTUAL ACTUAL ADOPTED 'AMENDED Personnel $ 373,735 $ 1,480,132 $ 5,306,934 $ 5,306,934 Operating Expense 1,183,824_ -1,437,264 1,467,160 1,467,160 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 $ 6,774,094 $ 6,774,094 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. BUDGET ADJUSTMENTS SUMMARY The budget is $15,559,694 or 229.7% more than the FY2000 Amended Budget due to a reorganization that resulted in the inclusion of the following accounts or projects and the resulting differences: PROJECT No PROJECT TITLE ESTIMATED FY 2001 110082 South Florida Water Mgmt District Grant 17,310 126001 Training Entrepreneurial Fund '88,366 136002 Police 2n0 Dollar Training Consolidated 103,000 137001 Gang Resistance Education & Training 356,000 142010 Partnership Fund 31,511 142013 Weed and Seed I Grant 57,345 142015 Cali Cartel Enforcement Grant 65,143 142016 Cops More 96 Grant 334,774 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 5,002,855 142025 Cops More 98 Grant 9,828,923 142026 School Based Partnership Grant 368,013 142027 Stop Active Vandalism Everywhere (SAVE) Grant 239,520 142028 Troops to COPS'99 51,957 142029 Cops 311 Grant 423,737 196002 E-911 Emergency System 1.744,001 $22.333.788 161 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 5PECIAL REVENUE FUND $23,502,725 Debt Service }W. a. PUBL.tCSERUICE TAXES'�� Special Revenue 456.603 Total $39,632,954 The revenue sources that make up this fund are: Electricity $19,563,657 FY1998 FY1999 FY2000 FY2000 FY2pp1, 2,956,346 ACTUAL ACTUAL ADOPTED AMENDED 3 IESTIMATEI3 Personnel $ K � Operating Expense Capital Outlay Non -Operating 34,778,449 41,290,241 37,361,306 38,561,306 39 632 954'' TOTAL $ 34,778,449 $ 41,290,241 $ 37,361,306 $ 38,561,306 L$39;632!954 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 2,956,346 Fuel Oil 19,523 7% Telephone Tax 10.391,253 $39,632,954 ALLOCATION BY CONTRIBUTION General Fund 59% 162 )ebt Service 40% *cial venue 1% SPECIAL REVENUE FUND 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 Elimination 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. ALLOCATION BY CONTRIBUTION General ? Fund 68.06% MF«,L, Contribution 0.28% 163 CIP 1.66% SPECIAL REVENUE FUND _... .. WW" HEALTH FACILITIESAUTHt31RITY .�.q n.. u., FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ - $ - $ - $ - Operating Expense - - 10,000 Capital Outlay - - - - Grants in Aid - - - Non -Operating - - - - TOTAL $ - $ - $ - $ 10,000 DESCRIPTION The Health Facilities Authority was established to issue tax-exempt bonds through the City of Miami. BUDGET HIGHLIGHTS No expenditure activity, other than the State required fee, is expected in FY2001. 164 TRUST AND AGENCY FUND DESCRIPTION The Elected Officials Retirement Trust is being actuarially determined and is not known at this time. 165 Miami Skyline at Night APPENDIX A HISTORICAL DATA APPENDIX A The purpose of Appendix A is to show historical data for departments and divisions which have been reorganized or deleted, or have had functions and activities transferred to another operating department. The City Charter requires this information. This requirement states that expenditures for each department, division, and office must reflect the prior two years. It reflects the transfer of the MRC Building Division from the Office of Asset Management to the Department of General Services Administration; lobbyist registrations were reallocated from the General Fund, Office of the City Clerk, to City Clerk Services in the Special Revenue Funds; the Finance Department's reconciliation of the Special Revenue Funds; the transfer of the Community Redevelopment Area from Special Revenue Funds to Other Entity, Special Revenue Fund and the establishment of the Elected Officials Retirement Fund in the Trust and Agency Fund. General Fund Office of Asset Management Office of the City Clerk General Services Administration Special Revenue Funds City Clerk Services Community Development Community Development Services Convention Center Distressed Neighborhoods Downtown Development Supplemental Fee E911 Emergency System Economic Development & Planning Services Environmental Storm Sewer Water Fund Fire Assessment Fee Fire Rescue Services Health Facilities Authority Housing Conservation Impact Fee Administration Law Enforcement Training Fund Law Enforcement Trust Fund Local Option Gas. Tax Miami Convention Center Miami -Dade Tourist Bed Tax NET Offices Neighborhood Enhancement Teams (NET) Parks and Recreation Services Parks -Developmentally Disabled Police Services Amended Amended Proposed 1998-99 1999-00 2000-01 861,314 2;156,080 875,341 586,358 1,050,650 891,805- 91,80512,765,473 12,765,473 12,110,197 13,384,588 - 98,296 146,089 15,655,000 - - - 42,359,291 51,029,688 7,460,343 7,434,916 18,000 - - 1,744,000 - - - 52,041 138,840 9,000,000 - - 8,544,366 - - - 6,191,035 6,058,281 10,000 10,000 200 18,033,013 - - 34,041 - - 103,000 - - - 29,020,749 3,329,475 6,775,138 6,868,219 7,033,758 6,558,250 - - - 2,866,346 - - 4,220,775 4,298,917 3,021,126 - - - 590,501 2,055,529 321,097 - - - 6,774,094 22,333,788 A-1 Please Note: The Special Revenue Funds listed in bold print are the new funds set up by the Finance Department. A-2 Amended Amended Proposed 1998-99 1999-00 2000-01 Public Service Taxes 36,956,646 38,561,306 39,632,954 Public Works Services - 162,865 - Recreation Activity Consolidated 329,094 - - Rescue Services 1,999,000 - - Stormwater Utility - 8,962,242 8,962,242 Workforce Development 5,716,555 - - ONINI Tax Increment District (CRA) - - - SEOPW Redevelopment Trust Fund (CRA) - - - Other Entity Special Revenue Fund Community Redevelopment Area (CRA) - 2,301,939 Trust and Agency Fund Elected Officials Retirement - 250,000 - Please Note: The Special Revenue Funds listed in bold print are the new funds set up by the Finance Department. A-2 Brickell Avenue along Biscayne Bay APPENDIX 6 GLOSSARY GLOSSARY OF BUDGET TERMS Account Code - Part of a numbering system designating accounts in such a manner that the symbol used quickly reveals certain required information. Accrual Basis - Recording the financial effects for transactions and other events and circumstances that have cash consequence for the government in the periods in which those transactions, events and circumstances occur, rather than in the period in which cash is received or paid by the government. Ad Valorem Taxes - A tax levied on the assessed value of real property (also known as "property taxes"). Allocation - The expenditure amount planned for a particular project or service which requires legislative action before expenditures may be authorized. Anti -Deficiency Act - A 1998 amendment to the City Code containing regulations to ensure that departments and department directors do not obligate or spend funds in excess of what was approved in the adopted budget. Appropriation - A legal authorization approved by the City Commission to make expenditures and incur obligations for specific purposes. Assessed Valuation - A value set upon land, buildings, business inventory and equipment as determined annually by the County Property Appraiser in accordance with State Law and used as a basis for levying taxes. Balanced Budget - A budget in which estimated revenues equal estimated expenses. Bond - A written promise to pay a specific sum of money at a specified date or dates in the future, together with the periodic interest at a specified rate. Budge - 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. Nn Capital Improvement Budget - A plan of proposed capital outlays and the means of financing, including those approved capital .projects contained in the six-year Capital Improvement Program. Capital Improvement Program (CIP) - Annual appropriations in the City's budget for capital purposes such as street improvements, building construction, and some kinds of facility maintenance which are, supported by a six-year expenditure plan. This plan details fund sources and expenditure amounts that these large projects will require beyond the one-year period of the annual budget. Capital Outlay - An expenditure category for acquiring equipment, vehicles or machinery that become additions to the City's fixed assets. Community Development Block Grant - A U.S. Department of Housing -and Urban Development grant to support economic development projects ' and social services for designated low-income areas. Current Taxes - Taxes that are levied and due within one year. DR -420 - A form entitled "Certification of Taxable Value" that the City submits annually to the State containing specific details about the.proposed millage rate and certifying compliance with the provisions of the Florida statutes related to millage. Debt Service Requirement - The amount of money required to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Delinquent Taxes - Taxes that remain unpaid on and after the date on which a penalty for nonpayment is attached. Department - A major administrative unit of'the City with overall management responsibility for a service or an operation or'for a group of related operations. Depreciation - (1) The expiration in service life of fixed assetsdue 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 andservices. . Division - The second level in the formal City organization in which a specific function is carried out. Several divisions may comprise a, single department. Encumbrances - An estimated amount of committed funds to purchase a designated item or service or to cover specific contracts that are in the, process of being completed. Estimated Revenue - The amount of projected income to be collected during the fiscal year. The revenue estimate is submitted to the City Commission for approval. Exemption.- A portion of the total, property valuation not subject to property taxes. . An example is Homestead Exemption. Expenditures - Expenses. Expenses - Revenue used for the operation, maintenance, interest costs, and other charges for 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, debtservice 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 Tenn Debt - Debt with a maturity of more than one year after the date of issuance. ;-W 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, fees for specific services, receipts from other governments, franchise fees, fines, forfeitures, grants, shared revenues and interest income. Revenue Bonds Bonds usually sold for constructing a project, like a parking garage, that. will produce revenue for the City. Principal and interest are payable exclusively from earnings of an enterprise fund. Rolled -back Millaae Rate - That millage rate which will provide the same property tax levy as was levied during the previous fiscal year, exclusive of levies on new construction, additions to structures, deletions, and property added due to geographic boundary changes. Source of Revenue - Revenues are classified according to their source or point of origin Tax Reserve - That portion of the property tax levy estimated to be uncollected during the fiscal year and remains uncollected 60 days beyond the close of the fiscal year. Trim Bill - An acronym referring to House Bill 4-D which was an act related to taxation amending Chapter 80-274 of the Florida State Statutes. (See 'Local` Government 1/2 Cents Sales Tax.) Unencumbered Balance - The amount of an appropriation that is neither amended nor encumbered. It is essentially the amount of money still available for future purchases. GLOSSARY OF ACRONYMS ADA Americans with Disabilities Act A/R Accounts Receivable AFSCME American Federation of State, County & Municipal Employees CDBG Community Development Block Grant CIGU City Independent Group Union CIP Capital Improvement Program CRA Community Redevelopment Agency CO Certificate of Occupancy CU Certificate of Use EEO Equal Employment Opportunity EPA Environmental Protection Agency FIPO Firefighters and Police Officers Trust Fund FOP Fraternal Order of Police GAAP Generally Accepted Accounting Principles GESE General Employees and Sanitation Employees Retirement Trust HCB Housing Conservation Board HIDTA High Intensity Drug Trafficking Apprehension HOME Home Investment Partnership HOPWA Housing Opportunities for Persons with AIDS HUD United States Department of Housing and Urban Development IAFF International Association of Fire Fighters ICA Intergovernmental Cooperation Agreement JTPA Job Training Partnership Act LETF Law Enforcement Trust Fund NET Neighborhood Enhancement Team NPDES National Pollutant Discharge Elimination System PAR Position Authorization Request Form PSA Public Service Aide SFOB State Financial Oversight Board SNPB Safe Neighborhood Parks Bond USDA United States Department of Agriculture AW A Miami Sunset APPENDIX C. BUDGET PROCESS & PRINCIPLES 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. C-1 * Increases/decreases of requests compared to appropriations for the current year, and the reasons for them. * The. total probable income from taxes. * The outGtanding bond debt, with a schedule of maturities. * The amount needed for debt interest, sinking funds, and maturing serial bonds. Other information as may be 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 then. published as the adopted budget. FY 2001 BUDGET PREPARATION CALENDAR 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. 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. C-2 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. C-3 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. C-4 Cocowalk Entrance APPENDIX D OTHER CITY AGENCIES DESCRIPTION The Bayfront Park Management Trust was created by the Miami City Commission in 1987 and directed to operate, manage and monitor Bayfront Park for the purpose of maximum community utilization and enjoyment. The Trust facilitates and promotes activities, and improvements necessary to expand and attract visitors, exhibitions and tourism related activities to downtown Miami. Numerous events are held that appeal to the diverse cultures and people who reside in and visit Miami. FY2001 Table of Organization Total Positions: 14 Board of Directors* 9 Members Administration 14 *Board Members are shown for informational purposes only D-1 OBJECTIVES FOR FY2001 ❑ Increase earned income through increased facility. rental. ❑ Improve ongoing maintenance in Bayfront and.Bicentennial Parks. ❑ Work to ensure the integrity of the Isamu Noguchi design of Bayfront Park. ❑ Work with City of Miami Bicentennial Park Citizens .Committee to create new opportunities for Bicentennial Park. PERFORMANCE MEASURES MEASURES Current Estimate Future Estimate FY2000 FY2001 operational iciency • Decrease number of days required for special event contract approval 45-60 days 30 days Mission Accomplishment •' Increase number of maintenance department personnel to improve Bayfront Park Maintenance 4 6 Customer ervice • Create Bayfront Park website to give promoters and general public wider access to information N/A N/A nnova ion ancl Learning • Institute policy and procedures for all Bayfront Park Management Trust Operations N/A N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Attracted renewed amphitheater sponsorship. ♦ Continued to host major annual City of Miami Signature Events. ♦ Instituted development process for policies and procedures affecting all Park operations. r W DEPARTMENT SUMMARY FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED (Personnel $ 952,001 $ 500,283 $ 866,161 $ 866,161 (Operating Expense 1,462,309 2,712,511 1,920,725 1,920,725 Capital Outlay 267,040 504,448 136,614 136,614 Non -Operating - - - - TOTAL $ 2,681,350 $ 3,717,242 $ 2,923,500 $ 2"923,'500 ALLOCATION BY CATEGORY Personne 26% Outlay 8% BUDGET ADJUSTMENTS SUMMARY Category Personnel Services Position Change: 0 Operating Expenses Capital Outlay Non -Operating Change ($20,152) $265,929 $138,386 0 Operating Expense 66% The budget is $384,163 or 13.14% more than the FY2000 Amended Budget due to an increase in Operating Expense in various line items. D-3 DESCRIPTION The Downtown Development Authority (DDA), supported by a special property tax levied within its .area, is responsible for the economic development of downtown Miami. The DDA provides support through its inventory of data consisting of: (1) development project profiles; (2) demographic and statistical information; (3) property appraisal data;. (4) available economic incentives; and, (5) individualized requests. DDA area has four sub -districts: Brickell, Main Street/CBD (Central Business District), Park West, and Media & Entertainment. Each sub- district has its own .development goals concerning housing, quality life, :public safety, transportation, infrastructure, education, business development, recreation, and other pertinent issues. FY2001 Table of: Organization Total Positions: 9 Board of Directors* 14 Members Administration 9 *Board members are shown for informational purposes only. OBJECTIVES FOR FY2001 ❑ Create an entertainment plan for Park West and the Entertainment District. ❑ Establish high quality schools in order to attract more mixed residential housing in downtown. ❑ Develop a detailed neighborhood revitalization plan for the area surrounding the Performing Arts Complex. ❑ Encourage a retail mix in the Central Business District that will attract local residents and office workers as well as tourists. ❑ Develop a media partnership to encourage a more accurate image of downtown. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational iaency • Stay within approved budget. $337,450 $369,011 Mission Accomplishment • Development of new mixed income projects in the Downtown Area. N/A N/A Customer Service • The creation of the DDA -Information web -site • Development of new E -Commerce. N/A N/A innovation and Learning • Various seminars attended by the staff so as to improve marketing skills N/A N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 Recently completed 33 pro)ects at a total cost of $669,550,000. Ten (10) projects at a total cost of $699,700,000 are currently under construction. Twenty-two (22) prolects at a total cost of $2,269,800,000 are being plan for development. 0 D-5 ALLOCATION BY CATEGORY Personnel 26.7% Capit Outla 0.3°/ BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services 18,994 Position Change: 0 Operating Expenses $219,236 Capital Outlay .0 Non -Operating 0 The budget is $238,230 or 14.1 % more than the FY2000 Amended Budget based on an increase in Operating Expenses resulting from various line items. D-6 DEPARTMENT SUMMARY 'f x` A DOWNTOWN DEVELOPMENT AUTHORITY u. _.... _,..._..:......_.::......o,_ . . FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 502,352 $ 437,437 $ 495,800 $ 495,800 Operating Expense. 559,066 739,242 1,185,961 1,185,961 Capital Outlay 26,251 7,370 5,000 5,000 Non -Operating TOTAL $ 1,087,669 $ 1,184,049 $ 1,686,761 $ 1,686,761 ALLOCATION BY CATEGORY Personnel 26.7% Capit Outla 0.3°/ BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services 18,994 Position Change: 0 Operating Expenses $219,236 Capital Outlay .0 Non -Operating 0 The budget is $238,230 or 14.1 % more than the FY2000 Amended Budget based on an increase in Operating Expenses resulting from various line items. D-6 DESCRIPTION The Miami Sports and Exhibition Authority's responsibility is to facilitate and promote activities, improvements and infrastructure necessary to expand and attract conventions, exhibition and tourism related activities, professional and international sports, as well as other events and programs which will contribute to economic and social growth in the -City of Miami. FY2001 Table of Organization Total Positions: 4 I Board Mombors"' I 11 I Administration' FT: 4 `Board members are shown for informational purposes only D-7 OBJECTIVES FOR FY2001 ❑ To expedite development of a regional visitor center and air transportation facilities in Watson; Island. p To actively seek sports and entertainment events for the Miami Arena. ❑ To significantly increase the number of conventions and exhibitions that utilize the City facilities. . ❑ To continue development of youth oriented programs. PERFORMANCE MEASURES • MEASURES t Current Estimate FY2000 Future Estimate FY2001 Operational iciency • Reduced management contract fee. 35% N/A fission Accomplishment • Reduced cost of external audit. 43% N/A Customer Service • N/A N/A N/A Innovation and Learning • Various seminars and training attended by staff so as to improve marketing skills. N/A N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Sponsored the International Mayor's Banquet. ♦ Assisted and housed the Miami Children Museum in the Miami Arena. ♦ Sponsored Haitian American voter registration held in Miami Arena. D-8 FY1998 FY1999 FY2000 FY2000 ACTUAL ACTUAL ADOPTED AMENDED Personnel $ 172,671 $ 354,384 $ 336,540. $ 255,940 Operating Expense 40,547 363,025 338,960 462,060 Capital Outlay - - 14,500 17,000 Non -Operating - - - TOTAL $ 213,218 $ 717,409 $ 690,000 $ 735,000 ALLOCATION BY CATEGORY Personne 37% Capital Outlay 2% BUDGET ADJUSTMENTS SUMMARY Category Change Personnel Services 17,950 Position Change: 0 Operating Expenses $550 Capital Outlay ($3,500) Non -Operating 0 )perating Expense 61% The budget is $15,000 or 2.04% more than the FY2000 Amended Budget due to an increase in Personnel Services for a new marketing representative and cost of living increases. M FY2001 Table of Organization Total Positions: 154 Board of Directors 5 Members Administration Operations 21 133 *Board members are shown for informational purposes only. D-10 OBJECTIVES FOR FY2001 ❑ To continue to provide efficient and cost effective public parking while maintaining high standards of services and security. ❑ To meet our commitment to the City of Miami of contributing $2.41 million of excess funds for FY2001. ❑ To continue to manage the International Place garage and parking enforcement function thereby contributing an additional $3.3 million to the City from these two activities. ❑ To continue to foster public/private joint venture development opportunities, thereby increasing the supply of affordable parking while fostering re -development and increasing the tax base to the City's General Fund. PERFORMANCE MEASURES MEASURES Current Estimate FY2000 Future Estimate FY2001 Operational Efficiency • Complete reconstruction of organization. 100% N/A Mission Accomplishment • Continue to contribute excess revenue to the City of Miami. $2.5 million $2.6 million Customer Service • N/A N/A N/A Innovation and Learning • Complete technical implementation in meter maintenance and enforcement. N/A N/A SIGNIFICANT ACCOMPLISHMENTS IN FY2000 ♦ Completed construction of Oak Avenue Parking Plaza Garage. Completed conversion to electronic parking meters for all high traffic areas. ♦ Obtained improved bond rating outlook from Moody's Rating Service. D-11 Op Expense . 18% BUDGET ADJUSTMENTS SUMMARY 8% '. Category Change Personnel Services $289,504 Position Change: 0 Operating Expenses $86,569 Capital Outlay ($4,150,000) Non -Operating $558,240 The budget is $3,215,687 or 20.4% less than the FY2000 Amended Budget due to a decrease in Capital Outlay. D-12 DEPARTMENT SUMMARY �u _.. DEPARTMENT OF FO.STREET PARK1NGl _..- ...._.. _. a�....,..:. ...... . _..._ .... :_ .._.... FY1998 FY1999 FY2000 FY2000 FY2001 ACTUAL ACTUAL ADOPTED AMENDED ESTIMATED Personnel $ 4,293,006 $ 4,475,776 $ 4,812,324 $ 4,770,225 ., $ 5,059,729" Operating Expense 5,356,789 3,829,238 4,796,097. 4,137,580 4,224,149: Capital Outlay1,373,976 2,213,875 - 5,150,000 1000,OQO. Non -Operating 2,170,779 1,702,751 1,095,800 1,727,723 2,285,963 TOTAL . • $13,194,550 $12,221,640 $10,704,221 $15,785,528 $12;569,841' Op Expense . 18% BUDGET ADJUSTMENTS SUMMARY 8% '. Category Change Personnel Services $289,504 Position Change: 0 Operating Expenses $86,569 Capital Outlay ($4,150,000) Non -Operating $558,240 The budget is $3,215,687 or 20.4% less than the FY2000 Amended Budget due to a decrease in Capital Outlay. D-12 The Orange.Bow[ APPENDIX E CAPITAL IMPROVEMENT PROGRAM 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 Fund #353 Solid Waste E-1 The Capital Improvement Program is funded from four major revenue sources: 13 Federal and State Grants: Grants may be used only for the purposes specified in Federal and/or State laws. 4 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. 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. 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 $9.7 million. The following schedule shows proposed appropriations for FY 2001 from recurring funding sources such as Local Option Gas Tax, General Fund contribution, Stormwater Utility and Fire Assessment Fee. Other funding sources such as grants may be identified and appropriated throughout the year. E-2 Capital Improvement Program Proposed FY 2001 Appropriations ($ in thousands ) Fund Summary FY 2001 Appropriation Fund 301 Community Redevelopment Area $ 120.0 Fund 311 General Government Cat. 11 Citywide General Services 8,308.7 Cat. 12 Communications / Technology Services - Cat 13 Environmental - Subtotal 8,308.7 Fund 312 Public Safety Cat. 22 Police 250.0 Cat. 23 Fire -Rescue 4,200.0 Prior Year Fund Balance 441.4 Subtotal 4,450.0 Fund 313 Disaster Recovery 403.3 Fund 325 Public Facilities Cat. 52 Stadiums 75.4 Cat. 53 Auditoriums 625.0 Cat. 54 Marinas 12.0 Cat. 55 Redevelopment Projects - Subtotal 712.4 Fund 331 Parks & Recreation - Fund 341 Streets & Sidewalks 385.0 Fund 343 (Wass Transit - Fund 351 Sanitary Sewers - Fund 352 Storm Sewers 2,400.0 Fund 353 Solid Waste 1,682.6 Total $ 18,462.0 Funding Sources FY 2001 Appropriation FY 2001 General Fund Contribution $ 9,682.5 FY 2000 General Fund Contribution 1,000.0 FEMA Recovery 302.9 State Recovery 50.2 Prior Year Fund Balance 441.4 Fire Assessment Fee 4,200.0 Local Option Gas Tax 385.0 Stormwater Utility 2,400.0 Total $ 18,462.0 E-3 Coco Walk in the Grove APPENDIX F TOTAL COST ESTIMATE Special City of Miami Total Cost Summary Worksheet FY 2000 - 2001 CI Facilities Fleet Pension Communication Re ro ra hic Risk City P 9 P Re -Allocation Re -Allocation Re -Allocation Re -Allocation Re -Allocation Re-Alloc, Note: This worksheet provides an approximation of Total Cost but 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. Deparrmenr ojManagernenr and Badger Appendix F 9130/00 $ 687,368 S ` 180,718 $ $ $ ; 20,122 888- $ $ 6,287 $ 108,901 $ 1,570 $ 27,471 $ 96,091 $ 1,138,530 2000 2100 OFFICE OF THE MAYOR BOARD OF COMMISSIONERS 826,310 28,483; 36 686; 991,358 167,541 3,645 9,605 388,409 1,560,558 2200 CITYCLERK 891,805 31,323 146,089 18293 1,Q878i0; - 1%102 - 8,292 83,770 427,229 4,209 4,040 5,252 5,868 118,995 587,601 1,299,737 5,516,635 2,300 LAW 4,206,454. 126,849 4733413 33,508 281 38,375 101,031 520,842 2400 CIVIL SERVICE 295,593 8,921' O IbAA 04514= 43,133 2501 CITY MANAGER 1,450,397 819,388,069,789; 79,698 6,287 167,541 181,673 709,108 3,214,072 2501 NET 129,740 4,298,917 4,428,657 103,368 117,562 611,524 21,372 34,877 951,587 6,268,946 2600 FINANCE 4,809,224. 145,147' 200 8,294 4,862f 85 163,643 8,292 561,261 6,665 76,626 628,388 6,407,740 2700 HUMAN RESOURCES 2,329,474 70,303.x2 398,777° 100,199 251,311 603 33,873 385,093 3,170,856 2801 FIRE -RESCUE 46,494,865 1,457,100 1,786,098 2,042 084 4 272183 56,062,330; 168,323 182,233 4,517,045 180,788 857,430 186,946 189,975 8,974,267 13,923,848 70,261,932 2900 POLICE 90,789,063 -. 3,614,485 25,663,263 2,130 322 5134 000 127,231,133. 18,221 5,822,292 9,951,212 157,994,111 3100 PUBLIC WORKS 8,810,943 308,162 400,000 11,843337 2785,000 24947,442 150,118 457,293 837,703 2,027,242 23,681 28,793 9,815 23,539 1,644,080 4,356,298 28,070,133 32,254,344 3200 SOLID WASTE 18,631,941 662 305 ` 1 682 600 20 97� 846 18,221 X71,` 4,923,405 79,854 309,950 8,423 13,832 1,569,902 21,175,172 3600 CONE CONV 6 PUBLIC FACILITIES 4,942,932 '. :393,401`. 2,598,603 10,432J351. ,' 625 OOII x$,992 200,540 217,803 1,695 20,788 269,340 2,379,761 4000 MANAGEMENT AND BUDGET 1,699,767 51,298 288 819 2 045 982 d17S1,065" 110,778 171718,399. (5,689,276) 8,292 (12,312,620) 691,587 (1,208,377) (1,061,381) 1,860,667 (0'. 4200 GSA 13,384,588 ' 2 8,908,046 X26;$30,597' - - (25,830,597) - - - 4400 PENSION 20,022,551 1;580,108, 47,213,993 3,990320 62,764,419 220,725 18,317 1,315,194 967 63,976 1,262,580 55,646,178 4500 4600 COMMUNITY DEVELOPMENT INFORMATION TECHNOLOGY 6,630,913 200,118. 551507 _ 7,382,558; 104,446 12,302 527,753 5,574 472 545,865 8,578,950 5000 REAL ESTATE AND ECONOMIC DEV 829,587 ' 25,037; 854,Std 737836s 41,017 10,297 100,524 92,147 562 281 1,642 43,743 141,281 95,381 1,098,833 1,020,703 5200 INTERNAL AUDITS 716,221 4,362,520 21615 131,658. §54,494179 220,725 89,174 712,048 35,359 33,470 674,488 6,259,443 5600 5800 BUILDING PARKS AND RECREATION 9,717,444 1,340,304 2,055,529 607 900 a 13,721,177 3;378,619 510,810 1,114,145 14,658 1,986 2,412,554 21,163,849 6200 RISK MANAGEMENT 41,340,711 1,623 629 3 42,864'W' 28,860 6,287 266,476 (43,165,963) 56,514 p 8401 CRA 876,341108417: r ' 356600 1200110 3$8,800 1,101;768 79,055 8,292 25,131 92,147 563 17,282 476,028 438,245 1,775,126 8100 ASSETMANAGEMENT 1794& X812,043; 43,133 8,292 58,639 3,064 109,381 835,162 8200 HEARING BOARDS 594,695 33,508 364 2,333 72,157 358,183 8300 PROF. COMPLIANCE 242,502 '`731924981 sx 10� 253 24,090 6,287 25,131 99 39,464 282,324 8400 EQUAL OPPORTUNITY 8 ZONING 181,474 1,881,650 6,778 60,978; 138,840 E Z ¢81 488' 79,055 22,473 251,311 2,766 49 328,865 2,765,987 8500 PLANNING 649,968 16,598 656,666 43,134 58,639 281 484 121,283 790,3117 8600 LABOR RELATIONS 856,429 :'; 18,811'. 676,240 79,055 41,885 3,526 896 104,074 805,676. 8700 MEDIA RELATIONS 968459ra 29187;, '; 99fit$8 41,018 150,787 281 33,370 161,343 1,382,425 8800 9200 PURCHASING OTHER' -Non -Departmental 11,180,538 (11,180,538)4. - (0) (OJ $x.18,739,775 $ $ $ 0 $ $ $ 0 $444,534,627 TOTAL $ 302,109,727 $ A. $ 84,301,532 $ 41,7830593 ,5"444,834,27 Memo Only Transferred to General Fund $ $ 39,128,742 $ $ 39,128,742 ;; 1.1,780538: Transferred to Special Revenue • 4,830,500 ; 4,830;500 $ 4,830,600 Transferred to Debt Service 21,967,220 $ 21,967,220 Transferred to Capital • 9,682,592 9,682,592 7,057,183 (16,739,775) $ - Note: This worksheet provides an approximation of Total Cost but 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. Deparrmenr ojManagernenr and Badger Appendix F 9130/00 Cruise Ships at the Port of Miami APPENDIX G FIVE DEAR FORECAST AND RESERVE FIVE- YEAR FORECASTS FY 2001— FY 2005 Listed below are tables that provide five-year projections for revenue and expenditures .for. FY 2001 through FY 2005 and general fund reserves. While the Five -Year Plan document, scheduled for completion and approval by October 22, 2000, will discuss in greater detail the assumptions used in the forecast and other related information; this information is provided to assure our constituents that the City continues to look to the future in preparing its budget. All Funds FY 2001— FY 2005 Excess (Deficit) of Revenues Over (Under) Expenditures General Fund Revenue and Expenditures FY 2001— FY 2005 Over the period, revenues increase at an average 2.31 % with expenditures increasing at 2.95%. Revenues have been conservatively projected and labor assumptions are consistent with the current contracts. For fiscal years 2004 and 2005, the City will have to achieve operating efficiencies or revenue enhancements amounting to $1.6 million and $8.8 million, respectively to support the General Fund. Given the proposed development of major City properties currently in the planning stages and other major initiatives affecting City operations, these are achievable goals. In either case, the City's operating millage rate, which is virtually a mill below the millage cap, provides the assurance that the City is capable of balancing its budget. FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 Revised Forecast Forecast Forecast Forecast Forecast Budget Budget Forecast Forecast Forecast Forecast Revenues General Fund 313,090,792 316,622,817 326,897,785 334,590,402 343,175,342 355,611,253 Special Revenue Funds 156,500,042 152,454,677 150,872,791 151,709,660 142,562,153 143,430,573 Debt Service Fund 40,329,233 41,383,593 39,933,886 39,583,611 37,947,005 36,508,987 Trust and Agency 250,000 - - - - - Total All Funds 510,170,067 510,461,087 517,704,462 525,883,673 523,684,500 535,550,813 Expenditures General Fund 313,090,792 316,622,817 326,897,785 334,590,402 343,175,342 355,611,253 Special Revenue Funds 156,500,042 152,454,677 150,872,791 151,709,660 142,562,153 143,430,573 Debt Service Fund 40,329,233 41,383,593 39,933,886 39,583,611 37,947,005 36,508,987 Trust and Agency 250,000 - - - - - Total All Funds 510,170,067 510,461,087 517,704,462 525,883,673 523,684,500 535,550,813 Excess (Deficit) of Revenues Over (Under) Expenditures General Fund Revenue and Expenditures FY 2001— FY 2005 Over the period, revenues increase at an average 2.31 % with expenditures increasing at 2.95%. Revenues have been conservatively projected and labor assumptions are consistent with the current contracts. For fiscal years 2004 and 2005, the City will have to achieve operating efficiencies or revenue enhancements amounting to $1.6 million and $8.8 million, respectively to support the General Fund. Given the proposed development of major City properties currently in the planning stages and other major initiatives affecting City operations, these are achievable goals. In either case, the City's operating millage rate, which is virtually a mill below the millage cap, provides the assurance that the City is capable of balancing its budget. TABLE '3 GENERAL FUND RESERVES For FY 2001 and beyond, there are planned increases to General Fund reserves. . The portion designated for Blue Ribbon Initiatives and Strategic Investments are': shown as reserved but a specific plan for the use of these funds has not been completed. An Ad Hoc Budget Committee, appointed by the Mayor and chaired by former City Manager, Ray Goode has agreed to assist the City in the development of such a Plan.. Chairman Goode chaired one of the previous Blue Ribbon committees that made a myriad of recommendations to the City after the State of Emergency was declared: FY 2000 FY 2uul_ FY 2002 Fy 2003 FY 2004 fy 2005 Beg. Reserves Revised Forecast. Forecast Forecast Forecast Forecast Addtion to Reserves Budget Budget Budget Budget Budget Budget General Fund $59.1 $44.2 $55.0 $62.2 $67.1 $70.4 Revenues (3.8) TAXES 134,243,400 133,679,705 139,269,535 144,231,640 148,144,692 150,537,971 LICENSES AND PERMITS.. 7,748,315 7,943,964 8,290,615 8,348,047 8,713,451 8,783,366 INTERGOVERNMENTAL REVENUE 37,401,430 32,145,541 30,560,899 31,165,731 31,785,914 32,415,835 CHARGES FOR SERVICES 72,351,806 80,177,918 - 83,746,135 85,402,616 87,069,932 88,811,522 FINES AND FORFEITS ' 2,865,263 3,434,072 3,438,422 3,442,858 3,447,382 3,451,996 MISCELLANEOUS REVENUE 15,001,157 14,376,723 14,376,791 14,376,859 14,376,928 14,376,997 NON -REVENUES 13,754,057 13,454,694 13,456,060 111457,427 13,458;794 13,460,163 INTERNAL SERVICE FUNDS 29,725,363 31,410,199 33,759,328 34,165,225 , 36,178,249 '43,773,403 Grand Total334,590,4Ur__'J4TTT3_,Uz 355,611,253 Expenditures 100 SALARIES & WAGES -FIXED 163,430,603 168,854,382 174,050,614 183,057,258 192,537,081 202,515,077 200 FRINGE BENEFITS -FIXED 18,515,181 18,854,759 18,990,024 19,558;230 20,150,284 20,767,364 300 OPERATING EXPENSES -FIXED 36,121,055 38,931,277 39,515,246 40,107,975 40,709,595 41,320,239 400 OPERATING EXPENSES -VARIABLE 59,179,390 59,770,833 ., 60,896,740 62,050,478 62,234,441 63,449,600 500 CAPITALOUTLAY-VARIABLE 3,494,121 980,060 1,757,084 1,757,084 1,757,084 1,757,084 600 GRANTS IN AID 963,754 1,130,754 1,130,754 1;130,754 1,130,754 1,130,754 600 TRANSFERS TO OTHER FUNDS 31,132,392 28,100,753 30,557,324 26,928,623 24,656,103 24,671,137 700 PRIOR YEAR'S APPROPRIATION 254,297 0 0 0 0 .. 0 Grand Total355,611,253 urp c TABLE '3 GENERAL FUND RESERVES For FY 2001 and beyond, there are planned increases to General Fund reserves. . The portion designated for Blue Ribbon Initiatives and Strategic Investments are': shown as reserved but a specific plan for the use of these funds has not been completed. An Ad Hoc Budget Committee, appointed by the Mayor and chaired by former City Manager, Ray Goode has agreed to assist the City in the development of such a Plan.. Chairman Goode chaired one of the previous Blue Ribbon committees that made a myriad of recommendations to the City after the State of Emergency was declared: FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 Beg. Reserves $43.0 $34.2 $44.2 .$55.0 $62.2 $65.5 Addtion to Reserves . 16.1 10.0 10.8 7.2 4.9 4.9 Reserves Before Use $59.1 $44.2 $55.0 $62.2 $67.1 $70.4 Prior Yr Enc./Prepaids (3.8) $55.3 $44.2 $55.0 $62.2 $67.1 $70.4 B. Ribbon/Strategic Inv. (21.1) Balance. Prior to Deficit $34.2 $44.2 .,$55.0 .$62.2 $67.1 $70.4 Projected Deficit (1.6) (8.8) Revised Fund Balance $34.2 $44.2 $55.0 $62.2 $65.5 $61.6 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 bom 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. (t OCT 12 A,it`I 10: MIAMI DAILY BUSINESS REVIEW Published Daily except Saturday, Sunday and Legal Holidays Miami, Miami -Dade County, Florida. STATE OF FLORIDA COUNTY OF MIAMI-DADE: Before the undersigned authority personally appeared Octelma V. Ferbeyre, who on oath says that she is the Supervisor, Legal Notices of the Miami Daily Business Review f/k/a Miami Review, a daily (except Saturday, Sunday and Legal Holidays) newspaper, published at Miami in Miami - Dade County, Florida; that the attached copy of advertise- ment, being a Legal Advertisement of Notice in the matter of CITY OF MIAMI ORDINANCE NO. 11970 in the .. XXXXX ..................... Court, waa p4blisbe8ii sajd6eUwyaper in the issues of Affiant further says that the said Miami Daily Business Review is a newspaper published at Miami in said Miami - Dade County, Florida, and that the said newspaper has heretofore been continuously published in said Miami -Dade County, Florida, each day (except Saturday, Sunday and Legal Holidays) and has been entered as second class mail matter at the post office in Miami in said Miami -Dade County, Florida, for a period of one year next preceding the first publication of the attached copy of advertisement; and affiant further says that she has neither paid nor promised any person, firm or corporal" n Iscount, rebate, com- mission or refu for the ose of curing this advertise- ment for pub ' atiog n a id news aper. Swrn o and subscribed before me this 10 68MDer 2000 ... day of ................................ A.D........ (SEAL) / OFFIC1hLNOTARY SEAI QY P� Octelma V. Ferbeyr tP n II wn ti*tS'rrte:� H /AARI�4ER CO(IitAAiSS10N NUMBER d i7C931.158 9l� My Oo m+ ocMN EXPIRES OF F..O APR. 24 2004 CITY OF MIAMI, FLORIDA . r t� I► OT16E OF PROPOSEDORDINANCES All interested persons will take notice that on the.28th of September, 2000; the City Commission of Miami, Florida adopted the following titled .ordinances:' ORDINANCE NO. 11962 AN ORDINANCE OF THE MIAMI CITY COMMISSION AMEND- ING ORDINANCE N0: 11395, AS AMENDED,.ADOPTED'SEP TEMBER 12, 1996, •`1NHICH" ESTABLISHED INITIAL"Fit' SOURCES RESOURCES AND INITIAL APPROPRIATIONS FOR A SPECIAL REVENUE FUND ENTITLED' "VICTIMS OF CRIME ACT," THEREBY INCREASING SAID APPROPRIATION IN THE AMOUNT OF $63,125, CONSISTING OF A GRANT IN THE AMOUNT OF $50,500 FROM THE STATE OF FLORIDA, OF- _ FICE OF THE ATTORNEY GENERAL, AND MATCHING IN- KIND FUNDS IN THE AMOUNT OF'$12,625 FOR SERVICES PROVIDED BY THE CITY OF. MIAMI; AUTHORIZING THE, CITY MANAGER TO: (1) ACCEPT SAID GRANT AND EXE- CUTE THE NECESSARY DOCUMENTS, IN A FORM ACCEPT- ABLE TO THE CITY ATTORNEY; (2) EXPEND MONIES FROM THIS FUND FOR NECESSARY EXPENSES TO CONTINUE THE OPERATION OF THE PROGRAM; AND (3) EXECUTE PROFESSIONAL SERVICES AGREEMENTS WITH INDIVIDU-. ALS, IN A FORM ACCEPTABLE TO THE CITY ATTORNEY, FOR THE PROVISION OF VICTIM ADVOCATE SERVICES, IN AN ANNUAL AMOUNT NOT TO .EXCEED $50,000, FORA PE- RIOD OF ONE (1). YEAR, WITH -THE OPTION TO. EXTEND FOR TWO (2) ADDITIONAL ONE YEAR PERIODS; CONTAIN- ING, A REPEALER PROVISION AND. SEVERABILITY CLAUSE ORDINANCE N6.11963 _ _ AN ORDINANCE OF THE MIAMI CITY COMMISSION AMEND ING ORDINANCE NO: 11638, ADOPTED APRIL 14, 1998, _AS AMENDED, WHICH ESTABLISHED INITIAL RESOURCES AND INITIAL APPROPRIATIONS FOR A SPECIAL.REVENUE FUND ENTITLED: "WEED AND SEED ASSET FORFEITURE,". TO INCREASE SAID APPROPRIATIONS,.IN THE AMOUNT OF, $50,000, CONSISTING OF A GRANT FROM THE U. S. DE- PARTMENT OF JUSTICE; FEDERAL BUREAU OF INVESTI- GATIONS ("FBI"); AUTHORIZING THE CITY MANAGER -TO EXPEND THE MONIES FROM THIS FUND -FOR THE OPERA- TION .OF SAID PROGRAM; AUTHORIZING THE CITY MAN- AGER TO ACCEPT SAID GRANT, AND TO EXECUTE THE NECESSARY DOCUMENTS, IN A FORM ACCEPTABLE TO THE CITY ATTORNEY, FOR.SAID'PURPOSE; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. ORDINANCE NO. 11964 AN ORDINANCE OF THE MIAMI CITY COMMISSION AMEND- ING' ORDINANCE NO., 11910, ADOPTED APRIL 13; 2000, WHICH ESTABLISHED INITIAL RESOURCES AND APPRO- PRIATIONS FOR A -SPECIAL REVENUff -FUND ENTITLED: "CALI ENFORCEMENT GROUP INITIATIVE"; BY .INCREAS- ING SAID APPROPRIATIONS, IN.THE AMOUNT OF $223,224, CONSISTING OF A GRANT FROM THE-MONROE COUNTY SHERIFF'S OFFICE; AUTHORIZING THE CITY MANAGER TO ACCEPT SAID GRANT AND TO EXECUTE ANY NECESSARY DOCUMENTS, IN A FORM ACCEPTABLE TO THE CITY AT- TORNEY, FOR THIS PURPOSE; AUTHORIZING, THE CITY MANAGER -TO EXPEND THE MONIES FROM THIS FUND FOR THE OPERATION OF SAID PROGRAM; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. ORDINANCE NO: 11965 AN ORDINANCE OF THE MIAMI CITY COMMISSION AMEND- ING THE FUTURE LAND USE MAP OF THE COMPREHEN- SIVE NEIGHBORHOOD PLAN BY CHANGING THE LAND USE DESIGNATION OF THE PROPERTIES LOCATED AT 'AP- PROXIMATELY 2450,-2460, 2468_2488 AND 2490 SOUTH- WEST 7TH STREET AND 703 SOUTHWEST -25TH. AVENUE, MIAMI; FLORIDA, FROM MEDIUM DENSITY MULTIFAMILY. RESIDENTIAL TO RESTRICTED COMMERCIAL; MAKING FINDINGS; DIRECTING TRANSMITTALS TOAFFECTED AGENCIES; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFEC- TIVE DATE. ---- - _ -- ORDINANCE NO: 11966 N ORDINANCE OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT(S), AMENDING PAGE NO. 34 OF THE.ZON-. ING ATLAS OF ORDINANCE NO. 11000, AS AMENDED, THE ZONING ORDINANCE OF THE CITY OF MIAMI, FLORIDA, AR- TICLE 4, SECTION 401, SCHEDULE OF DISTRICT REGULA- TIONS FROM R-3 MULTIFAMILY MEDIUM -DENSITY RESI- j 'DENTIAL AND SD -12 BUFFER OVERLAY DISTRICT TO C-1 ' RESTRICTED COMMERCIAL FOR THE PROPERTIES •LO .•. CATED AT APPROXIMATELY (1) 2450-2490 SOUTHWEST.., 7TH STREET, AND (II) 703 SOUTHWEST 25TH AVENUE; MIA- MI, FLORIDA; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE; -AND PROVIDING FOR AN EFFEC- „ TIVE DATE: . ORDINANCE NO. 11967 AN ORDINANCE:iOF"THE MIAMI `CITY COMMISSION, WITH' ATTACHMENT(S), AMENDING PAGE: NO. 35 OF THE ZON- ING ATLAS OF ORDINAN�NO" '1 t 0 00, AS AMENDED, THE' CE ZONING ORDINANCE OF THE CITY OF MIAMI, FLORIDA, AR- TICLE 4, SECTION 401, SCHEDULE OF DISTRICT REGULA= TIONS; FROM C-1 RESTRICTED COMMERCIAL -AND SD -14 LATIN QUARTER COMMERCIAL -RESIDENTIAL DISTRICT TO ADD THE PRIMARY PEDESTRIAN PATHWAY DESIGNA- TION TO THE SD -14 OVERLAY DISTRICT FOR THE PROP---- ERTY LOCATED AT APPROXIMATELY 185 NORTHWEST 13TH AVENUE, MIAMI, FLORIDA; CONTAINING A REPEALER PROVISION, A SEVERABILITY CLAUSE, AND PROVIDING FOR AN EFFECTIVE DATE: !� ORDINANCE NO. 11968 I AN ORDINANCE OF THE MIAMI CITY COMMISSION DEFIN- ING AND DESIGNATING THE TERRITORIAL LIMITS FOR THE CITY OF MIAMI FOR THE PURPOSE OF.TAXATION; FIXING { THE MILLAGE AND LEVYING -TAXES IN THE CITY OF`MIAMI, FLORIDA, FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2000 AND ENDING SEPTEMBER 30, 2001; CONTAINING 'A SEVERABILITY CLAUSE, AND. PROVIDING FOR AN EFFEC- TIVE DATE. ORDINANCE NO. 11969 AN EMERGENCY ORDINANCE OF THE MIAMI CITY COM-' MISSION AMENDING APPLICABLE SECTIONS OF ORDI- NANCE NO. 11639, AS AMENDED, THE ANNUAL APPROPRI- ATIONS AND CAPITAL IMPROVEMENT PROJECTS ORDI NANCE FOR FISCAL YEAR ENDING SEPTEMBER 30, 2000, FOR THE PURPOSE OF ADJUSTING SAID APPROPRIA- TIONS AS ARE MORE PARTICULARLY DESCRIBED HEREIN; CONTAINING A REPEALER PROVISION AND A SEVERABILI- TY CLAUSE. ORDINANCE NO. 11970. AN ORDINANCE OF THE MIAMI CI ISSION MAKING APPROPRIATIONS RELATING TO OPERATIONAL AND BUD= GETARY REQUIREMENTS FOR FISCAL YEAR ENDING SEP- TEMbER 30; 200%REVISING ONGOING CAPITAL IMPROVE— MENT PROJECTS AND MAKING APPROPRIATIONS -FOR . NEW PROJECTS,SCHEDULED TO BEGIN IN FISCAL YEAR 2000-2001-; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. ORDINANCE NO. 11971 AN ORDINANCE OF THE MIAMI CITY COMMISSION, WITH j ATTACHMENT(S), RELATED TO TAXATION, DEFINING AND I I DESIGNATING THE TERRITORIAL LIMITS OF THE DOWN- TOWN DEVELOPMENT, DISTRICT OF THE CITY OF -MIAMI, FLORIDA; FIXING THE • MILLAGE AND -LEVYING TAXES IN SAID DOWNTOWN DEVELOPMENT DISTRICT FOR THE FIS- CAL YEAR BEGINNING OCTOBER 1, 2000, AND -ENDING' I SEPTEMBER 30,'2001, AT FIVE -TENTHS (.5) MILLS ON THE DOLLAR OF NONEXEMPT ASSESSED YALUE OF ALL REAL AND PERSONAL PROPERTY IN SAID DISTRICT; PROVIDING THAT SAID MILLAGE AND THE LEVYING OF TAXES WITHIN THE TERRITORIAL LIMITS OF THE CITY OF MIAMI AS 'RE- FLECTED IN THE CITY'S MILLAGE LEVY ORDINANCE FOR I THE AFORESAID FISCAL` YEAR WHICH IS REQUIRED BY I CITY CHARTER SECTION 27; PROVIDING THAT.THE FIXING j OF THE MILLAGE AND THE LEVYING OF TAXES, HEREIN SHALL BE IN ADDITION TO SPECIAL ASSESSMENTS; PRO- VIDING THAT THIS ORDINANCE SHALL NOT BE DEEMED �. AS REPEALING OR AMENDING ANY OTHER ORDINANCE FIXING MILLAGE OR LEVYING TAXES, .BUT SHALL BE DEEMED SUPPLEMENTAL AND IN ADDITION THERETO; ' I CONTAINING A REPEALER PROVISION, SEVERABILITY. CLAUSE AND PROVIDING FOR AN EFFECTIVE DATE I I O ANCE NO. 11972 10 N ORDINANCEOF THE MIAMI CITY COMMISSION MAKING ' APPROPRIATIONS FROM THE DOWNTOWN DEVELOP- I . MENT DISTRICT•AD VALOREM TAX LEVY AND OTHER MIS- " CELLANEOUS INCOME FOR THE DOWNTOWN DEVELOP- MENT AUTHORITY OF THE CITY OF MIAMI, FLORIDA, FOR j THE FISCAL YEAR BE OCTOBER 1,2000 AND END- ING SEPTEMBER 30, 2001; AUTHORIZING THE DOWN - 'TOWN DEVELOPMENT AUTHORITY TO INVITE AND ADVER- YISE REQUIRED BIDS; PROVIDING FOR BUDGETARY FLEX- IBILITY; PROVIDING THAT"THIS ORDINANCE BE DEEMED SUPPLEMENTAL AND IN ADDITION TO THE ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR -BEGIN- NING OCTOBER 1, 2000 AND ENDING SEPTEMBER 30, 2001 FOR THE OPERATIONS FOR THE CITY OF MIAMI; CONTAIN- ING A REPEALER PROVISION, SEVERABILITY CLAUSE AND PROVIDING FOR AN EFFECTIVE DATE. Said ordinances may be inspected by the public at the Office of the City Clerk, 3500 Pan American Drive, Miami, Florida, Monday through Friday, excluding holidays, between the hours of 8 a.m. And 5 p.m.. All interested persons may appear at the meeting and may be heard with respect to the proposed ordinances: Should any person desire to ap,- peal any decision.of the City Commission with respect to any matter to be considered at this meeting, that person shall ensure that. a verbatim record of the proceedings is made including" all testimony and evidence I f upon whichany appeal may be based. I L�TY OF. WALTER.J. FOEMAN CITY CLERK O� (#9338) MIAMI DAILY BUSINESS REVIEW Published Daily except Saturday, Sunday and Legal Holidays Miami, Miami -Dade County, Florida. STATE OF FLORIDA COUNTY OF MIAMI-DADE: Before the undersigned authority personally appeared Octelma V. Ferbeyre, who on oath says that she is the Supervisor, Legal Notices of the Miami Daily Business Review f/k/a Miami Review, a daily (except Saturday, Sunday and Legal Holidays) newspaper, published at Miami in Miami - Dade County, Florida; that the attached copy of advertise- ment, being a Legal Advertisement of Notice in the matter of CITY OF MIAMI PROPOSED ORDINANCES 9/28/00 ORDINANCE RELATING TO OPERA— TIONAL AND BUDGETARY REQUIRE— MENTS FOR FISCAL YEAR, ETC, in the .. XXXXX „- Court, wgiguPblisbed in sa'd61w paper in the issues of 18 Affiant further says that the said Miami Daily Business Review is a newspaper published at Miami in said Miami - Dade County, Florida, and that the said newspaper has heretofore been continuously published in said Miami -Dade County, Florida, each day (except Saturday, Sunday and Legal Holidays) and has been entered as second class mail matter at the post office in Miami in said Miami -Dade County, Florida, for a period of one year next preceding the first publication of the attached copy of advertisement; and affiant further says that she r paid nor promised any person, fir cor on any scount, rebate, com- mission or re d f r rpose of s curing this advertise- ment for p is 1 said news anar. I8 etotem err 000 or met2 P d o D........ EAL) FICIAL N ARY SEAb :telma V. Ferbeyre pe sonall kn LLERSNA r 5 NOTXKY�hAa OF COMMISSION NO, 9021�_16 _- . ::. Mo'r IF Vr M1Oid_rLVr1/YM t, NOTICE OF PROPOSED ORDINANCES Notice is'hereby`given tliat the City Conimission.of the•Cityof Miami, Florida, will consider the following ordinances on second and final reading on September 26, 2000 corrimencing at 9'30 a:m., in the City Commission Chambers, 3500 Pan American Dive, Miami,'Flonda: ORDINANCE NO. AR ORDINANCEOF THE MIAMI CITY COMMISSION DEFINING AND DESIGNATING THE TERRITORIAL. LIMITS FOR THE,CITY OF MIAMI FOR THE PURPOSE OF TAXATION;:FIXING-THE MILLAGE'AND LEVYING TAXES IN THE CITY OF.MIAMI:FLORIDA, FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2000 AND ENDING SEPTEMBER 30, 2001; CONTAINING A SEVERABILITY CLAUSE; AND PROVIDING FOR -AN EFFECTIVE,DATE. ORDINANCE NO. AN ORDINANCE -OF THE MIAMI CITY COMMISSION MAKING AP- PROPRIATIONS RELATING -TO OPERATIONAL ANQ BUDGETARY. REO . _FOR FISCALYEAR- EPTEMBER 30,2001; REVISING ONGOING CAPITAL IMPROVEMENT 'PROJECTS -AND MAKING APPROPRIATIONS FOR NEW PROJECTS SCHEDULED TO BEGIN IN FISCAL YEAR 2000-2001; CONTAINING A REPEALER PRO- { VISION. AND A SEVERABILITY CLAUSE._ T— -- ORDINANCE NO. AN ORDINANCE OF THE MIAMI CITY COMMISSION RELATED TO TAXATION, DEFINING AND DESIGNATING THE TERRITORIAL LIM- ITS OF THE DOWNTOWN DEVELOPMENT DISTRICT OF THE CITY OF MIAMI, FLORIDA; FIXING THE MILLAGE-AND LEVYING TAXES IN SAID DOWNTOWN DEVELOPMENT DISTRICT_ FOR, THE' FISCAL' YEAR BEGINNING OCTOBER 1; 2000 AND ENDING SEPTEMBER 30, 2001, AT FIVE -TENTHS (5) MILLS ON.THE DOLLAR OF NONEXEMPT ASSESSED VALUE OF ALL REAL AND 1PERSONAL PROPERTY.:IN SAID DISTRICT; PROVIDING THAT SAID• MILLAGE.AND THE, LEVY- ING OF TAXES' WITHIN THE TERRITORIAL LIMITS-OETHE CITY OF MIAMI A&REFL-ECTED IN THE CITY'S MILLAGE LEVY ORDINANCE EOR -THE AFORESAID -FISCAL YEAR WHICH IS:REQUIRED BY CITY CHARTER SECTION;27; PROVIDING THAT":THE FIXING OF THE MIL-- LAGE AND THE LEVYING.OF TAXES. HEREINSHALL BE IN..ADDITION TO SPECIAL ASSESSMENTS; PROVIDIN,G.THAT-THIS ORDINANCE SHALL NOT BE DEEMED.AS REPEAUN* G,OR AMENDING ANY OTH- ER ORDINANCE FIXING MILLAGE OR LEVYING TAXES,.BUT SHALL BE DEEMED SUPP.LEMENTAL.AND IN ADDITION THERETO;CON- TAINING A REPEALER. PROVISION, SEVERABILITY CLAUSE AND PROVIDING FOR AN EFFECTIVE DATE. ORDINANCE NO. AN, ORDINANCE OF .THE MIAMI-, CITY COMMISSION .MAKING AP- PROPRIATIONS.FROM.;THE _DOWNTOWN .DEVELOPMENT: DIS- TRICT AD VALOREM TAX LEVY AND OTHER MISCELLANEOUS IN- COME FOR THE DOWNTOWN DEVELOPMENT AUTHORITY OF THE CITY. OF -MIAMI, FLORIDA, FOR THE FISCAL YEAR.' OC- i TOBER 1; 2000 AND ENDING ,SEPTEMBER 30,.2001•; AUTHORIZING THE DOWNTOWN DEVELOPMENT AUTHORITY TO INVITE AND AD-; VERTISE'REQUIRED.BIDS; PROVIDING FOR BUDGETARY FLEXI- BILITY; PROVIDING THAT THIS ORDINANCE BE DEEMED.SUPPLE MENTAL AND IN ADDITION TO THE ORDINANCE MAKING-APPRO-' PRIATIONS>FOR THE -FISCAL YEAR BEGINNING:OCTOBER;1,20001 .AND ENDING SEPTEMBER, 30, 2001 FOR .THE OPERATIONS FOR THE CITY OF MIAMI;., CONTAINING -A REPEALER PROVISION,'SEV :ERABILITY.,CLAUSE AND PROVIDING FOR AWEFFECTIVE DATE.. Said proposed ordinances,may be inspected by the public at the Office of .the City .Clerk , 3500= Pan American Drive, Miami ,F.lorioa, Monday l through Friday, excluding holidays; between the hours of 8 a.m. -and 5 •,All-interested.•persons, may ::appear at. the meeting .and maybe heard with respect -to the.proposed ordinances:.Should any person desire to ap- peal anydecision of the. City, Commission with respect to any matter to be considered✓at .this meeting; that pe'rsdriA'shall''ensdre"thata'verbatim} record, of the proceedings. s in' including all testimony and evidence upoh-which any appeal'may be, based.: I G��Y OF WALTER J. FOEMAN CITY CLERK ie e6 O Q' #9333),, CO-' Il18 00-4-63/914361V